DELEGATION LINE AND STAFF RELATIONSHIP

FROM: RASHIDA FAIYAZ MEENAL JAIN HARSHITA JAIN ABHISHEK SOHANI

Delegation
How to get others to do your work, so you can get on to what youre really suppose to be doing.Or The first rule of management is delegation. Don't try and do everything yourself because you can't. The distribution of responsibility and authority to

others while holding them accountable for their

performance

Objectives of delegation
Use two-way communication to improve the level of understanding. Recognize the steps toward and skills needed for

effective delegation.
Learn the key steps in the control process.

Identify your own strength and limitations in the

process

Definition

Appointing a person to act on one`s behalf

Successful delegation
Make work easier Improves efficiency Increases employee effectiveness Develops employee Ensures that the right peoples do the right jobs

Why Delegate?
To use skills and resources already within the group To keep from burning out a few leaders To develop new leaders and build new skills within the group To get things done

To prevent the group from getting too dependent on one or two leaders To become more powerful as a group To allow everyone to feel a part of the effort and the success Group members feel more committed if they have a role and feel needed

Ideals in Delegation
I Introduce the task

D-Demonstrate clearly what needs to be done

E-Ensure understanding A-Allocate authority, information and resources L-Let go S-Support and monitor

Introduce the Task

Determine task to be delegated Determine tasks to retain Select delegate

Demonstrate Clearly
Show examples of previous work
Explain objectives

Discuss timetable, set deadlines

Allocate authority, information, resources

Grant authority to determine process, not desired outcomes

Provide access to all information sources

Refer delegate to contact persons or specific

resources that have assisted previously

Provide appropriate training to ensure success

Let go
Communicate delegates authority Step back, let them work Use constrained access Dont allow for reverse delegation

Delegation Stressors
Loss of control? If you train your subordinates to apply the

same criteria as you would yourself, then

they will be exercising your control on your

behalf.

Process of Delegation of Authority

Advantages
1. it increases the level of motivation of employees. 2. allows for new and innovative ideas from the employees. 3. leads to development of employees' creative and decision making skills. 4. improved decision quality 5. time saving - we can achieve 10 to 20 times more through delegation than we can by doing all the work by ourselves.

DISADVANTAGES

1. Delegating to the wrong individual. 2. Delegating to someone who has nothing to do with or no pride in your job. 3. Don't delegate if you don't have time to explain clearly and concisely how a task should be accomplished.

4. Failures result in destroying worker confidence

Line and staff managers

LINE MANAGERS: They are directly responsible for achievements of organizational objectives. In a manufacturing organization ,production, sales & finance are line functions. STAFF MANAGERS: These are those who provide support in the form of advise & services to line managers. In a organization personnel, accounting, purchasing, R&D etc are staff function.

Responsibility of line manager

1) Formulation of objectives plans & policies. 2) Making decisions for attainment of objectives 3) Providing supervision & objectives 4) Achieving co-ordination & exercising control

Responsibility of staff manager

1) 2) 3) 4) Advise, help and guide the line manager . Provide specified administrative services. Interpret objectives ,plans and policies. Make best tool available for implementation of objectives, plans & policies. 5) Help in selection & training of employees. 6) Measure organizational effectiveness. 7) Report result to top management & suggest measure for improvement.

Types of staff
There are 3 categories of staff in an organization: 1) PERSONAL STAFF

2) SPECIALIZED STAFF
3) GENERAL STAFF

Personnel staff
1) Assists a manager in performing his function. 2) Relieve the busy executive of routine work. 3) Engaged in activities such as setting of appointment for his boss. 4) Prepare his ceremonial or business speeches 5) His duties vary all the way from functioning as a first class secretary to serving as an alterego to the boss in, delicate situations

Specialized staff
1) Represent functional specialist in areas such as personal, quality control, purchasing, accounting, R&D. 2) Provide support to line manager in-charge of production sales & finance, in form of expert advice ,guidance & service.

General staff
1) Achieve co-ordination among staff units. 2) In divisionalized corporations there are number of staff specialist at the corporate headquarters, including personnel, industrial engineering, public relations etc.

Line-staff relationships
1) They have interactional and independent relationship. 2) Line managers are dependent on staff for achieving their goals. 3) Their relationship is based on their authority relations. 4) They have advisory relationship.

Line-staff conflict
1) Conspicuous ambition & individualistic behavior among staff managers. 2) Dependence of higher staff officers on line for their incumbency. 3) Vague definition of staff duties. 4) Scarcity of good staff men. 5) Mixing staff & operating functions. 6) Disregard by top management.

Resolving line-staff conflict

1) Recognition of mutual dependency. 2) Clear understanding of staff role.

3) Augmentive use of staff authority.

4) Constructive staff attitude & skills. 5) Emphasis on staff role as team member.

And, finally..
secret of success is not in doing your own work but in recognizing the right [person] to do it.
The

THANK YOU