1. What is delegation ?
By :A.R.SADRIKHAH

2. delegation
Definitions of delegation 
noun 
 a body of delegates or representatives; a deputation.
 "a delegation of teachers"
 synonyms: deputation, legation, mission, diplomatic
mission, commission, delegates,representatives, envoy
s, emissaries, deputies, contingent
 the act or process of delegating or being delegated.
 "prioritizing tasks for delegation"
 synonyms: assignment, entrusting, giving, devolution, d
eputation, transference

3. Delegation
Delegation is the assignment of 
responsibility or authority to another
person (normally from a manager to a
subordinate) to carry out specific
activities. It is one of the core
concepts of management leadership.

4. DELEGATION -
ACCOUNTABILITY
the person who delegated the work remains
accountable for the outcome of the delegated
work. Delegation empowers a subordinate to
make decisions, i.e. it is a shift of decision-making
authority from one organizational
level to a lower one. Delegation, if properly
done, is not abdication. The opposite of
effective delegation is micromanagement,
where a manager provides too much input,
direction, and review of delegated work. In
general, delegation is good and can save
money and time, help in building skills, and
motivate people. Poor delegation, on the
other hand, might cause frustration and
confusion to all the involved parties

5. The benefits of delegation
1) Save Managerial Time
2) Use Best People For A Task
3)Develop Employees
4)Engage/Motivate Employees

6. Save Managerial Time
: Managers and supervisors are often
over-worked. Many managers are
expected to manage and lead their
staff in ADDITION to carrying out non-managerial
or other regular job related
functions.

7. Use Best People For A
Task:
It’s tempting for a manager to believe that
he or she can do every job or task as
well or better than line employees. That’s
not true, and it’s a belief that leads to
disaster. We all have strengths and
weaknesses, and it’s unreasonable for a
manager to try to do everything. By using
the right employees to do tasks that can
be delegated, the manager can minimize
his or her weaknesses, focus on his or
her strengths, and, make best use of the
strengths of employees.

8. Develop Employees
: Delegating tasks to employees allows them
to grow and become better and more
productive employees. Delegation is an
effective way of encouraging staff to develop
new skills, particularly if the manager
delegates tasks that require them to learn.
The result is employees with a broader set of
skills than before. A side benefit is that
delegation (and the employee development
that results) prepares employees for
promotion AND creates a skill base so that if
the manager is not available, an employee
can step in to make decisions.

9. Engage/Motivate
Employees:
Employees who are involved or 
engaged in their jobs tend to be better
contributors. Delegation helps staff
members become more engaged
because they are exposed to new
challenges, a chance to learn, and
understand that their manager trusts
them to succeed at the delegated
tasks.

10. How to Delegate
Part 1 of 2: Getting in the Right
Mindset
Part 2 of 2: Delegating Effectively

11. How to Delegate
Whether you're a corporate executive, a retail
manager, or a stay at home parent, being
able to delegate responsibilities is a critical
skill for making the most of your personal
effectiveness. Delegating, however, can be
somewhat tricky - you have to be firm, yet
trusting with the person you're delegating
your responsibilities to. This article will help
you get over any anxieties you might have
about delegating, then walk you through the
actual process of delegating work tactfully
and respectfully.

12. : Getting in the Right Mindset
1) Set your ego aside. A big mental 
road block to delegation is that "If you
want something done right, then do it
yourself." You're not the only person in
the world who can do it right. You may be
the only person who can do it right at this
very moment, but if you take the time to
train someone, they'll probably be able to
do it right, too. Who knows - they might
even do it faster or better than you
(gasp!) and this is something you need
to not only accept, but invite

13. 2)Stop waiting for people to 
volunteer. If you're reluctant to
delegate work, you may have a minor
case of martyr syndrome - you're
probably overwhelmed, and you often
wonder why people don't ever offer to
help.

14. 3)Don't view requests for help
negatively. Lots of folks are
uncomfortable with asking for help.
You may feel guilty, like you're
burdening others, or shameful,
because you think (for some reason)
that you're supposed be able to
handle everything on your own.

15. 4) Learn to trust others. If you're 
afraid of delegating because you don't
think anyone can do as good of job as
you can, remember two things: First, that
almost anyone can get good at
something with enough practice, and
second, that you're probably not as
universally talented as you think you are.
When you delegate work, you're not just
freeing time up for yourself - you're also
giving your helper a chance to practice a
new skill or tackle a new kind of
assignment.

16. Part 2 of 2: Delegating
Effectively
1) Get the ball rolling. The first step is
the hardest, but it's the most crucial.
You've got to take the plunge and ask
someone to help you (or, if you're the
boss, tellsomeone to help you.) Don't
feel bad about this - as long as you're
polite, kind, and gracious, you're not
being rude simply for asking (or telling)
someone to help. Try be gracious and
considerate while simultaneously
maintaining the seriousness of your
request.

17. 2) Don't take refusals
personally. Sometimes, people aren't
going to be able to help you - it's sad, but
true. This can be for a variety of reasons
- the most common is that the person
you ask is already very busy with his or
her own work. Don't take this too
personally - just because someone can't
(or won't) do something for you at the
moment doesn't mean s/he hates you. It
usually just means that the s/he is either
busy or lazy - nothing more.

18. 2) Delegate the objective, not the
procedure. This is the key to not
becoming a nightmare of a micro-manager.
Set clear standards for what
kind of results you're looking for, and
show the person how you do it, but tell
them that they can do it any way they
want, as long as it's done well and it's
completed on time. Give them enough
time not only to learn, but also to
experiment and innovate. Don't train
them like a robot; train them like a
human being--someone who can adapt
and improve.

19. 3) Be prepared to train your 
helper. You should almost always set
aside a little time to teach your helper
how to do the task you've delegated to
him or her, even if it's a fairly simple one.
Remember that processes that seem
straightforward and simple to you might
not be so simple to someone who's
never dealt with them before. Be ready
not only to walk your helper through the
work you've delegated to him or her, but
also to patiently field the questions that
s/he will probably have.

20. 4) Allocate the resources necessary 
to complete the task. You may have
resources available that are necessary to
complete the task but the person given
the task may not be able to access them.
Things like password protected data,
specialized equipment, and certain tools
can be vital to the completion of this
task, so make sure your helper has
whatever s/he needs to succeed.

21. 5) Understand that your helper can 
only do one thing at once. When
your helper is helping you, s/he isn't
doing his or her normal
responsibilities. Don't forget that, like
you, your helper likely has a tight
schedule. Ask yourself - what work
will they set aside or delegate in order
to complete your task? Be sure you
know the answer to this question
when you delegate a task to someone.

22. 6)Be patient. The person to whom you 
delegate will make mistakes while s/he is
learning how to do a new task. It's part of the
learning process. Plan for it. Don't delegate a
task assuming the person will execute it
perfectly until they have a proven track
record. If a project doesn't turn out the way
you wanted it to because your partner wasn't
able to do a completely new task you
delegated to him or her perfectly, it's your
fault, not his or hers. Be a resource for your
helper and delegated work can be a learning
experience for him or her, rather than
something to dread.

23. 7) Be prepared for likely 
difficulties. Implement backup plans and stand
ready to jump in if things go wrong. Know what
will happen if a benchmark or deadline is missed.
Obstacles and unexpected challenges pop up all
the time, whether you're at work or at home -
even technology fails sometimes. Let your
delegate trust in the fact that, if something comes
up, you will understand and help him or her to
meet that deadline - don't just throw them under
the bus at the first whiff of trouble.Doing this is
also smart in a selfish sense - If your delegate
fears that s/he will be blamed, far more time will
be spent in covering his or her own rear than in
actually completing the task.

24. 8) Recognize your helper when it 
counts. Delegating tasks to someone
else is necessary if you are to take on
more and more responsibility. However,
it's counterproductive when you delegate
a task, let your helper work hard on it,
and then take all the credit for yourself.
Recognize and praise the efforts of
others on your behalf.Make sure that
whenever you're complimented for a job
you received help on, you mention your
helper by name.

25. 9) Say "Thank You." When someone 
does something for you, it is important
to thank him or her, acknowledge the
importance of his or her help, and let
the helper know s/he is appreciated.
Otherwise, you'll appear ungrateful,
even if you're not. Remember that
people can't read your mind. People
are more likely to offer to help again if
they feel appreciated.

26. Reasons to Delegate
Group benefits:
Members become more involved and
committed
More projects and activities are undertaken
A greater chance that projects will be
completed
Increased opportunities for members to
develop leadership skills
Chance to fill leadership roles with qualified,
experienced people
The organization operates more effectively

27. Leader benefits:
Not being spread too thin and
therefore is less likely to burn out
Gaining satisfaction from seeing
members grow and develop
Acquiring more experience in executive
and administrative functions

28. An Appropriate Time To
Delegate Is When:
An Appropriate Time To Delegate Is
When:
There is a lot of work
A member has particular qualifications for
or interest in a task
Someone can benefit from the
responsibility
Routine matters need attention
Details take up too much time and have to
be divided

29. The Time Not To Delegate Is
When:
The task is something you would not
want to do (menial work)
Someone is under qualified or
overqualified for the task
The work is your own specified
responsibility
The area is big or is an unsolved
problem, issue or matter dealing with
the personal feelings of another or
with confidentiality - the "hot potato"

30. Ways to Delegate:
Ask for volunteers by a show of hands or pass a
sign-up sheet for a particular project. (Interest is
a great motivator!) However, this method can be
impersonal and you could get "stuck" if none
signs up.
Appoint or suggest someone. Sometimes a
member lacks self-confidence and won't
volunteer; appointing him/her demonstrates your
confidence in them.
Assign through a committee. This takes the
pressure off an individual and reinforces
organizational structure.
The "best fit" of person with the task is the most
effective. Try to spread the enjoyable and
responsible tasks around, giving more members
status and value.

31. Some Things Should Not be 
Delegated
Never delegate sensitive projects to your
employees. If you are in charge of the
project because of your expertise, you
should complete it yourself. If the project
is confidential in any way, be very careful
about outsourcing the work. Keep in
mind that some jobs need to be done by
the person in charge

32. Six Steps to Effective
Delegation
1. Match the Person to the Job
2. Agree on what is to be Done
3. Explain How the Job Should Be
Done
4. Have Him Feed It Back
5. Set a Deadline
6. Manage By Exception

33. In addition delegation
shows you trust your
people. When you
trust others, they
tend to trust you.