Delegation
Delegation
Running Head: Delegation
Delegation
Ron Hughes
University of Phoenix
BSAH03WLH3 MGT 330 (Management: Theory, Practice and Application)
Mr. Adam T. Magill
August 7, 2006
According to the website Wikipedia Online, “delegation” is the “handing of a task over to another person, usually a subordinate. It is the assignment of authority and responsibility to another person to carry out specific activities…by allowing the subordinate to make decisions…” Delegation is not the abdication of one’s responsibilities, nor is it micromanagement, where the subordinate is coached through each aspect of the task and is thus given neither responsibility nor authority. In this essay, I will be focusing on the basics of delegation, its benefits and how it can be used effectively, including some examples of how I utilize delegation in my own business in an effort to multiply my abilities and, in a sense, “clone” myself.
Delegation is an absolutely essential skill for business owners, company managers and supervisors. It is the key to accomplishing a multitude of tasks by spreading the workload over a number of people, thus expanding the ability to accomplish more and with greater efficiency, accuracy and quality. It also develops employees that are, ultimately more productive and happy. Delegation frees up managers and supervisors to deal with the more strategic work within an organization.
In its basic form, delegation involves working with a subordinate to establish a specific goal, giving them the authority and the resources necessary to accomplish stated goals, and then allowing them to accomplish the goal with as little interference from their supervisor as possible. Ideally, the subordinate should be allowed to make decisions and take responsibility for the steps necessary to achieve their goals. I have learned that one of the keys to successful delegation is to grant the subordinate the freedom and especially the authority to make the necessary plans and to take the responsibility for his or her achievements. The worst thing to do is to require an employee to accomplish a goal and yet not grant the proper authority to take the necessary steps; “make things happen” so to speak. This is a terrific way to waste money and resources and frustrate your employees.
According to Thomas R. Horton, in Delegation and Team Building: No Solo Acts Please, there are many styles to delegation, but any style should include the following nine steps to be effective, successful and satisfying for the supervisor and the subordinate:
Delegate the whole task to one person.
This promotes responsibility and increases motivation.
Select the right person.
Assign the task to the most appropriately skilled and capable employee.
Clearly specify your preferred results.
Write down specific information on who, what, why, when, where and how.
Delegate responsibility and authority.
Assign the task not the method; leave that mostly up to the employee.
Ask the employee to summarize back to you.
Get ongoing non-intrusive feedback about progress on the project.
Maintain open lines of communication.
Get a sense of how the task is proceeding without “hovering” over them.
If you’re not satisfied with progress, don’t immediately take the project back.
Instead, work with them until they are back on track or the task is completed.
Evaluate and reward performance.
Evaluate results, not methods. Address insufficient performance and reward successes (including the manager’s).
For me, delegation is sometimes very frustrating and difficult; primarily because I find it hard to let go of certain tasks that I have become accustomed to doing and probably enjoy. I guess in some sense (which may or not be true) I feel like no one else is capable of doing certain tasks either as efficiently, thorough or even as well as I. I realize that the success of my business depends on my ability to delegate effectively, but when