Strategy
A key element to building a more solid delegation strategy is applying the SMARTER approach towards the above new process (Businessballs.com; Bizcouchinfo.com).
As you read through the acronym defined you will notice how each component of SMARTER plays a vital role in the empowerment to delegation continuum (Lornikova et al., 2013; Sohmen, 2013).
Using the SMARTER approach to assign the right person or team for high performance allows you to track and oversee the delegated work.
Remember, one key elements include trust in your employees – good communication – listening and hearing (Bell & Bodie, 2012; Lornikova et al., 2013; Sohmen, 2013; Urbancic, 2011).
Why (Slide 12)
This is why it is important to:
SHARE RESPONSIBILITIES – because the key to successful delegation is recognizing when to let go and stop attempting to do everything by yourself (Urbancic, 2011).
CONDUCT A SELF-EXAMINATION – because an honest self-examination is a precursor to delegation by allowing you to consider (Urbancic, 2011):
The vision for — and needs of — the organization.
The activity's immediate and long-term goals that included capabilities and developmental needs.
Self-confidence and trusting others to do a high-quality job.
Personal career goals.
Priorities for work-life balance.
Why (slide 13)
Why is it important to:
DEVELOP COMPETENCIES – Because delegating is more than shoving work on someone who possesses the skill set to fit the task. As stated above, delegating is an opportunity to cultivate members who are capable of taking on a bigger role while strengthen the team and reducing unexpected personnel turnover (Urbancic, 2011).
ESTABLISH PARAMETERS – Because initial parameters provide the means to prevent misunderstandings, deficient productivity, or delays in the timely completion of assignments (Urbancic, 2011).
The example is the funnel picture to the right. Developing competencies and establishing parameters allow the use of multiple funnels to share the volume of activities vice everything trying to pass through a single conduit (the leader who does not delegate) causing delays in productivity, confusion and less then timely task completion (Urbancic, 2011).
Why (slide 14)
Why is it important to:
EMPOWER SUBORDINATES – Because a leader should provide their subordinates authority to operationally pursue careers and make decisions as they see fit. Delegating the authority is no less important than assigning the responsibility for a task (Urbancic, 2011).
MAINTAIN COMMUNICATIONS – Because communication is essential for delegating and providing regular updates about progress, results, and deadlines as requirements change within the upper echelons pass through the leader to the delegatee (Urbancic, 2011).
I think others are also important. High performing team might not have all the needed qualities for the organization to move forward, they have just figured out how to work together and use their strength together to meet and exceed goals.
Delegation is seen as a daily routine in clinical settings which can be traced back even to the Holy Bible where Moses father inlaw (Jethro) stated as follows
A Delegation is the process by which responsibility and authority for performing a task or activity is transferred to another person.
Giving sufficient training chances to your staff and communicating your trust in their work tells them that you are invested in them. Strong managers/supervisors dodge the desire to perform all aspects of an undertaking themselves, however permit workers to decide, organize undertakings and plan tasks and projects. Leaders who are focused on their groups attempt to guarantee that all representatives are dealt with similarly and that special treatment is not given to a specific worker or
Organizations rely on this tool to coordinate the work that needs to be accomplished. This facilitates the exchange of ideas and the transfer of knowledge between internal and external resources. In addition, it helps improve decision making. Finally, it is used to help persuade/change the behavior of others (McShane & Von Glinow, 2015, pp. 354-355).
My leadership style is primarily participative. Consultation contributes to more effective decisions leveraging the collective wisdom of the group, and, by soliciting their input, a greater degree of personal interest and satisfaction from participants (Yukl, 2013, p. 107). No one has all the answers, but together, in an open and trusting environment, all of us can collaborate toward a solution (Bennis, 2009, p. 133). Consultation and delegation within a shared philosophical framework serves to build support, personal investment, and leadership capacity amongst participants (Yukl, 2013, p. 384).
I will explain 8 barriers from these things. One of the barrier is Lack of trust. The manager thought the other employees can’t do high quality works as the manager do. The other one is worrying that if the employee do the better job than manager, the manager may lose their job. Thirdly, delegating in hurry so that the manager may chose unsuitable person to complete work properly. The next one is giving too many works to only one person. The person who is delegated would get tired and their quality of work must be worse. Over delegating giving too much at once is also barrier of delegation. It can lead to decrease employee’s motivation and the result of work would be not completed. The next one is that manager fail to recognize and thank the work of employees. So that the employee feel that they don’t want to take the delegating job from the manager. Other one is that the staff think it’s not their responsibility to do manager’s job. That way of thought would prevent the team works. Last barrier is that the staff may resist taking the jobs because they are worrying whether they have enough ability to complete the tasks or not, or they feel uncomfortable with the responsibility. In this case study, there are three barriers existing. First one is “delegation in hurry”. Because she didn’t have enough time to planning delegation when she tried delegating the work at the first time. Therefore her delegation went wrong and it led
I had a manager that drilled into my head that all work is delegable. I really did not agree with him at the time and still do not. Why do I not agree with him? The results from the assessment “New Manager Self-Test/Delegation” may answer this question. This questioner confirmed that I am a perfectionist not a person to delegate assignments. I do not have a problem delegating, the problem I have it letting go and allowing the delegate to do the work. This is an area I will be working on. My
Delegate appropriately. This ensures that registrants delegate work only to members of staff that are competent in the duty. Delegated tasks should also be supervised with the appropriate amount of support. This is seen within my practice where I will be delegated to conduct the weekly maintenance. These duties are placed on me to conduct only once I have been properly trained. Once competency has been reached unit these duties I will still be supervised by a senior member of
Delegation is the method of giving decision-making authority to lower-level employees. For the process to be successful, a worker must be able to obtain the resources and cooperation needed for successful completion of the delegated task. Empowerment of the workforce and task delegation is closely interrelated. Empowerment occurs when upper-level employees share power with lower-level employees. This involves providing the training, tools and management support that employees need to accomplish a task. Thus, the employee has both the authority and the means to accomplish the work. Even though authority can be delegated, responsibility cannot; the person who delegates a task is held responsible for its success in the end. Thus the assigned worker is liable for meeting the goals and objectives of the assignment (Camp 2006).
The professional world is a very diverse form of organization and precision. Without company confidence, company respect cannot be achieved. Success is the key to productive company but it is the steps that each company takes that can make or break the life of their company. Most companies are striving to stay ahead of the technology curve while others are just simply trying to meet the demands of their current prospects. Within each organization there is a median of control. Without control there would be no function. This control can be achieved in many different ways and the most efficient way is of course delegation. Delegation can be complicated or it can be very simple. This all depends on the process of delegation and how it is enforced within the company and within the employee population as a whole. The "span of control", plays a very vital part in the process of delegation. It has become very apparent that control is key in regards to delegation. Without control there is a sense of chaos that can be very detrimental to the success of the business. Delegation is a very common term within the company that I currently work for. My company has worked very hard in order to prefect a delegation process that has proven to work for the better of the company and the employees.
The flexibility was displayed by Sougarret exhibited participation at all levels including directing, delegating, and coaching. In this scenario, Sougarret allowed several groups with skills and experience in specific areas to take part in their field of training. He delegated the skill set of each person involved, keeping the ones that produced a better outcome toward the goal (Rashid et al., 2013).
As a result of delegation employees get more chances to use their capacities. It allows them to develop those skills which help them to perform multifaceted task. Delegation help in making better future by giving them chance to use their skills and gain
Communication is the key to any productive team. Without proper communication in a high performance team, it will be very difficult for the team to be victorious on the project they are trying to accomplish.
Employee empowerment can be described as giving employees' accountability and ability to make choices about their work without managerial authorization. Good managers are expected to assist employees to improve job success by supporting, training, leading and giving advice. Employee empowerment can increase employees' motivation, job satisfaction, and loyalty to their companies. The power that managers comprise should now be shared with employees with confidence, assertion, inspiration, and support. Work decisions and the ability to control an individual’s amount of work are now being relied upon at lower-level management positions (Fragoso, 1999). Groups of empowered employees with little or no supervision are now being formed and these groups are being called self-managed teams. These groups can now solve work problems, make choices on schedules and operations, learn to do other employees’ jobs, and are held accountable for the quality of their finished products.