Delegation of Tasks as a Manager

Objective: Identifying what job you want done

The main purpose of delegation is to get the job done by someone else so that you, the manager, have more time for other, more difficult, tasks. To effectively delegate, you must give the entire authority of the task to the staff member you have selected to get the job done. This means not only reading instructions and filling out paperwork, but also the “decision making and changes which rely upon new information”. The staff member should be able to make decisions, whether good or bad, without referring back to the manager. By leaving the decisions to the delegated staff member, they use their own knowledge and initiative.

The three key points to consider when delegating a task are:

1) They know what you want done- Explain the task clearly and make sure that you are understood.

2) They have the authority to achieve it- the selected staff member has the necessary abilities to do the job properly.

3) They know how to do it- the selected staff member has the necessary knowledge, or can obtain the knowledge, to do the job.

Support the staff member without being overbearing. Allow the designated staff member to make their own decisions, but to feel reassured that you are there if you are needed, and remember to keep an open mind. Chances are, the staff member is not going to complete the assignment exactly the same way you would complete it. Their way may even end up being a more efficient way of getting the job done! Above all, make sure that you acknowledge and praise their efforts.

Information: Implementing a Communication System

To be successful, staff needs frequent communication with each othe...

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... task that needs to be performed, and the expectations of the completed project. They must be able to communicate with the staff member, and leave the lines of communication open. A workable way to do this is to plan formalized meeting and scheduling times. They must know how to judge outcomes and use small mistakes or failures as learning tools upon which to grow. Finally, the manager must be willing and able to recognize achievements and congratulate on a job well done.

Works Cited

Blair, G. The Art of Management: The Essential Skills. Published by Chartwell Bratt. 2010

Culp, W. Journal of Management in Engineering: "Steps of Effective Delegation”. January 2014, Page 30

Jenks, J. and Kelly, J. Don’t Do, Delegate. Published by Bridles Ltd. 1986

Wright, R. (1996) Beyond Time Management: Business with a Purpose. Butterworth-Heineman