Delegation

DELEGATION

Prepared By /

• Mohammed Soliman Taleb

• Belal Asaad Taleb

• Mohanad Marwan Ghabayen

• Yehia Mohammed Shriem

• Adham Kamal abo dyyaa

• Basel Mazen Ghabayen

What is Delegation?There is several definitions of delegation : • Appointing a person to act on one's behalf.• Transfer of responsibility for the performance

of a task from one individual to another. (American Nurses Association (1996))

• Transferring the authority to a competent individual to perform a selected nursing task in a selected situation. (National Council of State Boards of Nursing (1995))

• Delegation is the entrusting of authority, power and responsibility to another.

• Delegation is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.

Factors To Effective Delegation(Components)

Delegates according to Ability And Competency

Delegate Authority

Delegate Power

Power / one's capacity to influence

others

Authority/ the right to direct others

BARRIERS TO EFFECTIVE DELEGATION

Lack Of Confidence In Sub-ordinates

Nobody can do it as good as I can

Lack Of Ability To Direct

Avoidance Of Risk

Lack Of Developing Controlling System

BARRIERS TO EFFECTIVE DELEGATION (Cont’d.) On Sub-Ordinates Side

Lack Of Self Confidence

Lack Of Incentives Or Benefits

Fear Of Criticism For Failure

Fear Of Overburden

Lack Of Adequate Information And

Resources.

BENEFITS OF DELEGATION Manager / Supervisor Benefits

Reduced stress Improved time management Increased trust

Employee Benefits

Professional knowledge and skill development

Elevated self-esteem and confidence Sense of achievement It Enhances Sub-ordinates Abilities And

Skills

Organizational Benefits Increased teamwork Increased productivity

and efficiency

Also , delegation maximizes the utilization of the talents of subordinates ,and Creates A Second Line Of Leadership

Steps Of DelegationIntroduce the task

Demonstrate clearly what needs to be done

Ensure understanding

Allocate authority, information and resources

Let go

Support and monitor

INTRODUCE THE TASK Determine the task to be

delegated

Determine the tasks to retain

Select the delegate

FIRST/ DETERMINE THE TASK TO BE DELEGATED• Those tasks you completed prior to assuming new role

• Those tasks your delegates have more experience with Routine activities

• Those things not in your core competency

SECOND/ DETERMINE THE TASKS TO RETAIN

Supervision of the subordinates Long-term planning Tasks only you can do Assurance of program compliance Dismissal of volunteers/members/parents, etc.

THIRD/ SELECT THE DELEGATE

Look at the individual strengths/weaknesses

Determine the areas of interest

Determine the need for development of the delegate.

What-Why Statements

SMALL GROUP ACTIVITY

In your groups, brainstorm 5 tasks you are currently doing that could be delegated.

Determine who would serve as your best delegate for each of the tasks.

“ I want you to do….. Because you” ……

Compose what – why statements for each of the 5 tasks brainstormed.

DEMONSTRATE CLEARLY

Show examples of previous work

Explain objectives

Discuss timetable, set deadlines

ENSURING UNDERSTANDING Clear communication Ask for clarification Secure commitment Don’t say no to them Collaboratively determine

methods for follow-up

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'S GO… Communicate delegate’s

authority

Step back, let them work

Use constrained access

Don’t allow for reverse delegation

SUPPORT AND MONITOR Schedule follow-up meetings

Review progress Assist, when requested Avoid interference Publicly praise progress and

completion Encourage problem solving

DELEGATION STRESSORSLoss 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.

Too much time spent on explaining the tasks

The amount of time spent up front is, in fact, great. But, continued use of delegation may free you up to complete more complex tasks and/or gain you some time for yourself.

DELEGATION STRESSORS CONT’D.

Compromising your own value

By successfully utilizing appropriate delegation, your value to the group/organization will grow at a greater rate as you will have more time to do more things.

DELEGATION STRESSORS CONT’D.

DELEGATION OBSTACLES

Lack of support Managers and employees must be fully supportive of the

delegation efforts in order to be successful

Failure to plan Taking the time to follow the steps for delegation can

avoid any pitfalls that might otherwise be overlooked

Lack of communication Communicating the plan in a clear and precise manner

prevents errors caused by miscommunication

DELEGATION OBSTACLES (CONT’D.) Fear of relinquishing control

Management may be resistant to delegating at first, but delegation can build trust and morale among managers and employees

Micromanagement Micromanagement prevents employees from completing

their assigned tasks and defeats the purpose of delegation

SIGNS OF MICROMANAGEMENT

Micromanaging occurs when a manager assigns a task to an employee, but prevents the employee from successfully completing the task on his/her own

Micromanagers usually: Resist delegating Prevent employees from making decisions Revoke tasks after they have been assigned Avoid letting employees work independently

HOW TO AVOID MICROMANAGEMENT

Clearly define the roles and responsibilities of managers and employees

Create a written plan and timeline

Include scheduled meetings and evaluations rather than frequent ‘check that can be viewed as micromanaging

Allow employees and managers to openly communicate any concerns or questions they may have

CONSEQUENCES OF POOR DELEGATING Information and decision-making not shared by the group

Leaders become tired out

When leaders leave groups, no one has experience to carry on

Group morale becomes low and people become frustrated and feel

powerless

The skills and knowledge of the group/organization are concentrated

in a few people

New members don’t find any ways to contribute to the work of the

group.

THANK YOU