Delegation

Delegation

Human Resources Management

Ever watch good delegates in action? They know exactly which jobs to hand and to whom. They know the old talents to tap and the new talents to test. Somehow, they even make the busiest people feel privileged to do even more. Delegating is a management tool that should be used in every company out there. Mark Twain once said, “To be good is noble, but to teach other’s how to be good is nobler—and much less trouble.”

Webster’s Dictionary defines delegating as entrusting authority to another. The key to delegating is the word entrust. When you delegate, you entrust the entire matter to the other person along with sufficient authority to make it work. It involves authorizing others to carry out specific tasks under your general supervision. It forces the manager to be more organized because the supervisor must outline projects, assign responsibilities, set deadlines, and check progress.

There are several guidelines to effectively delegate. You must communicate fully the degrees of freedom and judgment you expect the other person to use. Delegate authority as well as responsibility. Your subordinate must have the authority to carry out the responsibilities they have been delegated. Setting performance standards also allows the individual to understand the outcome you expect. Finally, delegate your reoccurring work, and don’t dump. The supervisor must not abdicate his responsibilities, and must understand that the responsibilities are never lifted from his shoulders, and understand that the responsibilities of the results of the unit are still the managers.

There are five steps to delegation. First you must define the task completely. You then must determine to whom to delegate the project to. The most important step is to provide clear communication of what the instructions are and your expectations regarding the task. The delegator and delegatee must than reach a mutual agreement about the task and any deadlines you may provide. Finally, you must monitor and evaluate the results and provide feedback to let the individual know your thoughts on the task.

Everyone benefits from delegation by having time to accomplish the management duties that often get neglected. This may include long range planning, innovation, and coordination with your work group and representing your work group and its members to higher management. These things don’t get done well when you are heavily involved in the day-to-day work of your section. The delegator has more time for advance skills while the delegatee gains new skills and abilities.