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Delegation

Delegation. Kristen Hawker Dennis Cormier Dongming Tang Max Rose. Dr. Summers MGMT 5586.B November 15 th. Agenda. Why we need to delegate The Benefits The Obstacles Strategic Delegation When, Whom, and What Best Practices Replay the Skit and Conclude.

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Delegation

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  1. Delegation Kristen Hawker Dennis Cormier Dongming Tang Max Rose Dr. Summers MGMT 5586.B November 15th

  2. Agenda • Why we need to delegate • The Benefits • The Obstacles • Strategic Delegation • When, Whom, and What • Best Practices • Replay the Skit and Conclude

  3. Why we need to delegate • MBA Students – the leaders of tomorrow • What is delegation? • Delegation is a powerful tool • Many short-term sacrifices • But far more long-term gains

  4. Organizational Benefits • The Bottom-line • Long-term Sustainability • Better Decisions • Improved Productivity • Enhanced Communication • 2008 Survey of German companies

  5. Individual Benefits • Never enough time to do it all • Prioritize • Focus on the critical activities • Build a Successor – Get Promoted • Empower your people

  6. Obstacles to Delegation • Obstacles related to the Organization • Lack of confidence in management direction • Low tolerance for learning curve • Risk adverse

  7. Obstacles to Delegation • Obstacles related to the Manager • You believe you’re better or faster • You’re reluctant to relinquish control • You’re too busy • You believe your staff are too busy • You don’t know how

  8. Obstacles to Delegation • Obstacles related to the Subordinate • Lack of self-confidence • Fear of making a mistake • Belief that risks exceed rewards • Fear of lack of support

  9. Preparing To Delegate • When to delegate • From the aspects of managers or situations • Whom to delegate to • From the aspects of subordinates • What to delegate • From the aspects of tasks

  10. When To Delegate? • Contingency theory • Position power • Relationship with employees • Importance of tasks • Time constrains

  11. Whom To Delegate to? Selling Delegating Follower Williness + Employee workload Telling Participating Follower Capability

  12. What To Delegate? • Structured task • Target, procedures and solutions, measurable • Upcoming responsibilities • Important tasks

  13. Employee is in the Center of Delegation • High position power • Good manager – employee relationship • Upcoming responsibilities • Employee workload • Upcoming responsibilities Willingness Capability

  14. How to Delegate • Assess the knowledge, skills, and abilities of the people that you wish to delegate to • Frame the responsibilities that you wish to delegate • Discuss the delegated task with the employee • Develop a plan of action to complete the delegated tasks • Implement the plan of action

  15. Monitoring Delegation • Consistent monitoring • Supervision leads to positive outcomes • Monitoring will reinforce the significance of the task

  16. Evaluating Delegation • Evaluate your employee’s strengths and weaknesses • Growth and improvement in the future • Reward such as praise, recognition, a bonus, or promotion • Leaders today are often measured by the successes of those on their teams.

  17. Conclusion

  18. Questions, Comments or Concerns????

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