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What
is the delegation and when it can be used? Why
managers sometimes avoid delegation?
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Posted:
Jul 2009 |
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Delegation
is management style where the certain task is
given to subordinate. Prerequisite for this is
that the subordinate is competent and that there
is a certain level of control of activity.
Delegation is not the loading of subordinates with
work, but simply distribution of tasks based on
complexity of task and utilization of employees. |
Still,
some managers are avoiding delegation since they are not
confident to delegate task. This can be either case of
lack of confidence in subordinate's competences, or
concern about task confidentiality. Very often managers
do not delegate due to concern that the job will not be
done well. Manager may be happier if he/she finishes the
job. But in most of situation that decision does not
have business justification. Simply, managers
competences are higher and time is more expensive,
therefore manager's capacity can be utilized in much better
ways than by completing some trivial tasks. Manager can
do other, more valuable tasks that can bring more
benefit to the company, than by obtain routine tasks
that should be the job of branch specialist.
Delegation
is the process that sound very simple ( give the job to
somebody else ) but still it requires a certain rules to
be respected:
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What
is the task that is delegated?
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What
is the process for case that the task is more
complex?
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What
are criteria of successful task completion?
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What
is the required timeframe?
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What
method of task completion should be used?
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What
is the status tracking and job completion
verification?
As
it is obvious from the list of criteria, the delegation
is not the simple passing of task to someone else. The
delegation process will not work in case that
subordinate is not competent or motivated. It will not
work if there is no timeframe or verification of result.
Delegation is not a way of loading somebody with work, regardless
of what will happen with subordinate and the task. It is
the managerial technique of distribution of business
activities.
A
whole process of delegation should start with clear communication
of task to employee with his/her acknowledgment of assigned
task. By this the employee is becoming accountable for
the task completion, within the specific time, by use of
specified work methodology and tools. It is necessary to
review the results after the job is done. If the review
is being missed every time, than the employee may loose
a part of his discipline.
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But
what if employee is not capable of doing specific
task? In case that person does not have neither
potential nor knowledge, it should be reassigned
to other position whit appropriate level of
complexity. If person has potential but lack
knowledge and experience, than manager should do
coaching with the employee, in order to increase
his/her readiness level. The coaching may be time
consuming, but is a way of development of
employees. Coaching is not the waste of time and
it should not be replaced with approach "It
is easier to do it by myself". Simply,
employee developed by systematic coaching through
various business situations can be ready for his
position, therefore appropriate for delegation of
tasks.
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