1.
The Art of Delegating

2. Delegation is the assignment of
responsibility to another person for
the purpose of carrying out specific
job-related activities. Delegation is a
shift of decision-making authority
from one organizational level to
another.

3.  Clearly identify how delegation fits into your job and how
it can make you more successful.
 Identify different ways of delegating tasks.
 Identify to whom you should consider for delegation
depending on Task.
 Give better instructions for better delegation results.
 Monitor delegation results.
 Give effective feedback.
Learning Objectives

4. Benefits/Advantages
 Allows you as a manager to
achieve more
 Allows time for managerial duties
 Increases your own promotion
potential
 Develops skills of team members
 Increases team involvement
 Maximizes efficient output
 Produces faster, more effective
decisions
 Increases flexibility of operations
Disadvantages
 May diminish your authority
 Afraid of the risk involved
 Don't want to seem bossy
 May fear others doing a task
better
 Takes too much time
 Employees aren't
experienced/skilled
 Feel like you have lost control
 You do it better

5.  I find myself working longer hours than those who
report to me.
 I take work home or come in on weekends or days
off.
 I have difficulty keeping up with the paperwork
associated with my job.
 I end up doing tasks for others that they should do
themselves.
 I find myself rushing to meet deadlines.
Debrief :

6.  I find myself doing a lot of routine/technical tasks.
 I feel as though I'm always under a lot of pressure and
stress.
 I find myself making the decisions affecting my work
group.
 I don't spend enough time on managerial functions.
 Those who report to me have to seek my approval
before they can take an action.
Debrief :

7. Things To Do
 Specify the results expected
 Explain why you are
delegating
 Give the necessary authority
 Let others know of the
delegation
 Have confidence in
employees
Things Not To Do
 Delegate just trivial tasks
 Expect others to do the job as
well as you can
 Delegate haphazardly
 Be an autocratic delegator
 Check constantly to see how
things are going
 Take credit for results
achieved by staff
 Overload employees
Debrief :

8.  Have you ever looked at the final result of a task you
had assigned somebody else and realized you didn't
get what you wanted?
 Initially it may seem like the person who was
assigned the task has failed, but that’s not really the
case.
Debrief

9. A positive outcome can depend on how you actually hand over the task. You want
to keep morale high and ensure that your team readily accepts assignments from
you, that work is completed to expectations, and that you have more time for
your own work. Effective delegation requires crystal clear communication so that
people know precisely what is expected from them.
Here are some key things to consider:
Clarify your expectations – Tell the person to whom you are delegating what you
need accomplished and why it's important. When he or she knows the desired
results, it's much easier to see the "big picture" and work accordingly. If possible,
connect the task to organizational goals.
Establish checkpoints – Plan how you're going to ensure the work is being
completed according to plan by establishing checkpoints at the end of project
stages. This doesn't mean asking, "How's it going?" every hour – that would be
oppressive. Manage the risk of mistakes occurring by being proactive and staying
in the loop at key points within the project.
Rehnuma Chowdhury

10.  Provide Resources & Materials :Provide access to all
information sources & Materials.
 Delegate The results, not the process – Focus on the end
result and unless the person to whom you're delegating is
inexperienced, allow him or her to determine how best to
achieve it. If you dictate exactly what to do, when to do it,
and how to do it, you limit the learning potential, and you
risk not taking proper advantage of the person's
experience.
 Setting The Deadline :Don’t set the last date as deadline.
Always Keep some buffer time in your hand to go through
a final check & amendments
Rehnuma Chowdhury

11.  Define your role – Explain how much support you'll provide. Let
the person know whether to wait for your instructions or make
independent recommendations and decisions. Often, the more
authority you give, the better the end result will be – however,
use your discretion, depending on the task and the individual.
Make sure the person understands whether independent
initiative is mandatory.
 Talk about consequences – If you allow people to have authority
over their work, inform them of the consequences of both
successful and unsuccessful results. What rewards can they
expect if they do a great job? What will happen if they don't
achieve the expected results

12.  Delegating work to a person or team takes thought and
consideration. If you delegate to the wrong person, you may
spend too much time instructing and supporting the work.
 If you delegate too much to one person, you risk incomplete
results, and an unhappy, over-stressed individual.
 Think about these issues when deciding to whom you should
delegate:
Rehnuma chowdhury

13.  Organizational structure – Delegate to people who report
to you. If you delegate to another manager's staff, you put
everyone in a difficult position. The manager is accountable
for the staff person's overall work, yet the person is
accountable to you for the individual task. Following the
chain of command is a better solution.
 Across Team Delegation :If you need to go outside your
team, include the other person's manager, and give that
manager some responsibility (and credit) for the outcome.
Open communication is important when delegating across
functional areas or through different levels of an
organization.
Rehnuma chowdhury

14.  Commitment of Staff – Consider how committed you
need your staff to be. Gaining their cooperation and
support in the delegating decision can be critical to
success. They'll feel more involved and more committed
to the results.
 Individual vs. team – Some tasks can be easily completed
by one person. But when you delegate bigger pieces of
work, think about how many people should be involved
and what skills you need
Rehnuma chowdhury

15.  Assignment Log : Identify milestones in the project/task and then develop a
system for tracking what tasks are assigned to whom and when they are to be
completed.
 Personal Follow-Up :Informal methods of follow-up are very effective. An assignment
you ask about frequently is more important than one you mention once but never
monitor. Your interest must be sincere to be effective.
 Sampling Techniques :Depending on the type of work, you may ask for a sample of
the work to monitor quality, such as a report, or sit on a meeting the employee is
chairing.
 Progress Reports :Similar to a tracking log, except this time the responsibility
is on the employee to include steps taken and difficulties in execution.
 Management by Exception: This is based on the idea that controls are only needed
when there is a deviation from set standards. In this way you focus on unacceptable
problems rather than try to monitor everything. However, don't use this method if
difficulties are hard to spot, a single error could be significant, or the employee is
inexperienced
Rehnuma chowdhury

16.  The secret of success is not
in doing your own work but
in recognizing the right
[person] to do it.”
~Andrew Carnegie