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by Sashi Prabhu
Can we delegate when we are at the receiving end or when we consider our function
a thankless job yet a glamorous way to be in limelight?
The strategy behind being able to delegate or being an able delegator is that
there is an increased chance of moving up in an organization.
This can be done only by delegating functions down the line. To relinquish your
power to a reportee is not delegation. It is evasion of responsibility. Delegation
in the true sense is entrusting another person a job together with authority to do
it. Thus the delegate now acts on behalf of you like the emissaries of the days of
yore or the diplomats of today.
If you happen to be the delegate then the function, task or job entrusted to you
by someone in authority comes with the necessary power to complete it
successfully.
Delegation saves your time and develops people while failure to delegate eats your
time.
Delegation is necessary in organizations. What matters in organizations is doing
such things well, but of course in organizations it is difficult to do simple
things well. Delegation is one such glaring example. It either does not happen
too well or it does not just enough. That is very regrettable as both sins of
omission & commission consume rather than save a valuable commodity called “time”.
Where you could reap double the crop per acre you end up with a bad crop and then
blame it on…………………………… .
Some comments made to me over a period of the last twenty years in various
functions I have worked like: manufacturing, ancillary development, projects,
planning, exports, costing, customer support, marketing and materials management
are as illustrated.
“When I was away with influenza for a week the entire place came to a halt,
so you see I am indispensable to the firm”
“I really and strongly believe in delegation but just seethe monkeys &
clowns I have working for me”
“Unless they are trained I will have to continue to carry two bulging
briefcases”
“Most of them have psychologically retired even though they are not drawing
their pensions”
“Even though I delegate they will not perform as I would have done so
myself”
“My boss will not keep coming to me and will he bypass me to my reportees if
I delegate.”
Research has revealed 9 top reasons why delegation does not take place
irrespective of tier of the management.
We can delegate authority to do the job and hold the person accountable for the
performance. If the activity is done in the right way and spirit it will generate
a sense of responsibility in the delegate. As you are ultimately responsible for
what happens or does not happen as an outcome. A corollary to the above is that
sufficient control must be maintained in order to protect your ultimate
accountability.
There are certain key factors that a delegator may consider and constantly review
for delegating or not doing so.
The correct approach is to assign tasks & functions to others though you remain
ultimately accountable. One needs to keep in mind to strike a balance between
needs of the company and development needs of an individual. We often come across
organizations where there are senior managers who do not want to delegate because
they want to do it with out delegation. These people have risen from the ranks
through sheer hard work. The problem commences when these people are promoted
beyond their level of competence. Such organizations or departments loose their
momentum as even a minor decision has to be taken at the helm.
Skills of a delegator
SKILL REMARKS
1) Select the right people. If the people are incompetent or unwilling to do the
job even with training you should get rid of them. Having the right people to do
the job is the basic need of delegation. Remember there never are bad soldiers but
only bad officers.
2)training How ever high profile performers you have in your rank and file all the
delegates need to be trained.
Demonstrate the job
Get feedback
Get delegate to do it
Delegate does it on his/her own
Delegate reports back on completion.
3)Knowledge and reason Training and delegation is 2- way traffic. The function,
activity or job must be clearly communicated and authority specifically defined.
The delegate needs to know policies and goal so that he knows what he is doing and
why he is doing it.
4)Support service Resist the temptation to plunge in.
When the delegate approaches you for a solution never give him the answer but lead
him to it. The aim is to develop the delegate so that he can cope up and do well
as you have in the past.
5)control Check the progress in your own defined way. It is important to know
that it is not abdication but control that is the name of the game.
To sum up
Delegation begins with a sense of value. From there stems a strong desire to
focus on priorities and delegate the rest as it will leave free time to think plan
and act very effectively.
Delegation is not abdication.
Delegators often complain that they have two bulging briefcases to work with
when their subordinates are running out of worthwhile work.
To be giving people power to make decisions and act in your place requires
courage, judgement and faith in others because at the end “the buck stops with
you”.
Delegation is a great motivator as it enriches the job and raises morale.
Delegation does not save the organization’s time but it saves yours.