20091110 - Delegation - An Introduction -

An Introduction Presented by: Prof. V. Viswanadham

Assignment of new responsibilities (and authority to carry out tasks) A form of power sharing (Empowerment)

With responsibility goes authority and with them both goes accountability

Accountability

Being answerable for actions / failure to take action

Responsibili ty Obligation

Authority

Control or power to act on responsibilities

Responsibility CAN be delegated but CAN

NOT be transferred

Responsibility ~ You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you.

Authority ~ Right to use assigned resources, including personnel, to accomplish a task or objective. ~ Right to issue orders and expect obedience ~ Power or control to act on responsibility

CAN and should be delegated

Accountability Being answerable for responsibilities ~ Actions OR Failure to act

linked to responsibility. Results matter ~ NOT “intentions” Emphasizes necessity to consider all possible consequences

CAN NEVER be delegated

Potential Advantages of Delegation

Assignment of Decision new responsibilities Improved Quality (and authority to carrycommitment out tasking) Enhanced subordinate management A Better form Time of power sharing Job enrichment (Empowerment) Development of subordinates

Creates learning opportunities Helps in identifying potential leaders Improves Team Building

What to Delegate ~ Tasks better done by subordinates ~ Urgent, not high priority tasks ~ Tasks relevant to a subordinate’s career ~ Tasks of appropriate difficulty ~ Both pleasant and unpleasant tasks ~ Tasks not central to the manager’s role

How to Delegate Clear, concise expectations about ~ Results / Objectives Priorities / Deadlines

Provide adequate authority, specify limits of discretion Specify reporting requirements ~ What / How often / Format

Ensure that subordinates accept responsibility Check for comprehension ~ Clarify Doubts / concerns / questions (CONT)

How to Delegate (Contd) Inform all others who need to know about the delegation made Monitor progress: TRUST, BUT VERIFY Ensure that subordinate receives necessary information Provide support / assistance Avoid Reverse Delegation

Make mistakes a learning experience Opportunity to train Review and explain what do you want next time?

Why WhyWe WeFail FailtotoDelegate Delegate Need for power / control Feeling a sense of Insecurity Fear of subordinate failure ( Distrust ) Loss of control / being in charge

Situational constraints Non-availability of Time The nature of job - Confidential information

Manager has expertise, self-confidence, and desires to maintain high quality

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