Delegate What Wont Be Up To Par

Delegation can be considered as an important management skill to be possessed by a

professional. Delegation means the process of handling out responsibilities to individuals
in an organization to make decisions, rather than be told what to do. Usually, the
authority flows from top level to bottom levels in an organization. By delegation,
authority is divided and shared among subordinates.
The need for delegation
Delegation of duties is essential for personal as well as professional development of the
employees in an organization. Good delegation will save you time and will help you to
motivate others to move forward. On the other hand poor delegation techniues will de!
motivate and confuse the other person. Delegation is also reuired if you want to be an
effective leader.
Delegation helps the manager to concentrate on other areas of work like planning and
business management. "ritical issues can be given importance, if the duties are divided
among subordinates. #ffectiveness in work can also be achieved by proper delegation. $t
also proves the skills and ability of the manager in the best possible way. Delegation
allows the subordinates to work on their skills and the authority given to them motivates
them to do more work.
%ou can delegate well by following some basic rules and techniues. &ith delegation,
relationships between superiors and sub!ordinates become more meaningful. 'tability of
an organization is also established by delegation techniues.
Be S.M.A.R.T
Before delegating a task, make sure that it fits the purpose. ( simple rule of delegation to
be followed here is the '.).(.*.+ techniue. +his means the tasks which are delegated
should be 'imple, )easurable, (greed, *ealistic, and +ime bound.
Delegate wisely
Delegation doesn,t mean that you tell a person what to do or how to do a particular task.
By delegation, you can actually give a person enough freedom to decide upon his-her
tasks and actions. %ou can discuss with the person, if he-she is comfortable with, the
authority and responsibility that is being entrusted. +he e.tent of responsibility that is
given to people in a delegation is the main driving force behind the growth of an
organization.
(ssess the ability of your subordinate and check if he-she has the reuired skills to do the
delegated task. $f not, then take measures to train him-her for the task. /roper and
periodic training will help in developing the reuired skill sets of the person. #.plain why
the 0ob is being delegated to that particular person or group.
Explain dties
)ake sure you e.plain to the subordinate that you e.pect some particular results from the
delegated task. (sk for feedback from the other person to make sure that the task has
been understood properly. Discuss with the person and agree upon the sources that are
reuired for doing the work. +he people, location, premises, money, and euipment
should also be taken into consideration.
Pro!ide spport
/rovide enough support to the subordinates throughout the process. Do a regular check to
see how they are performing. (lso, provide regular and timely feedbacks to the
subordinates, so that they can improve upon their work.
Article by Tracy Lee Thomas
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