To delegate or NOT to delegate?

DOS of Delegation
DO delegate responsibilities that can be performed better by subordinates DO delegate urgent tasks DO delegate responsibilities that can be useful in developing a subordinates career DO delegate challenging, but not difficult tasks DO delegate both exciting and boring tasks DO delegate responsibilities that are not central to the managers role

How should we delegate?

PLAN - specify roles and responsibilities clearly and precisely Define scope of authority and limits of discretion Take time to explain delegated tasks clearly Allow participation Specify reporting requirements Avoid interference with delegated tasks Ensure that subordinate accepts roles and responsibilities

Managing Delegation How do we make it effective?

Inform other staff about the delegation Monitor progress and give feedback regularly Empower subordinates Provide assistance and support Create a climate of trust and openness Ensure effective communication, both upward and downward Remember that mistakes are a learning experience

Why do managers prefer NOT to delegate?

Fear of job security Fear of conflict among subordinates Lack of confidence in skill of subordinates Manager has ultimate responsibility for delegated tasks

Implications of not delegating

Feelings of de-motivation among subordinates Subordinates may feel that managers do not trust them Feelings of resentment towards managers Deprivation of opportunity for subordinates to acquire valuable knowledge and experience