The Art of Managing

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G Panneer Selvam; Rahul Dukale; Rakesh B. R.; Anand S. Thokal

What is Delegation?Delegation is the assignment of responsibility to another person for the purpose of carrying

out specific job-related activities. Delegation is a shift of decision-making authority from one

organizational level to another.

Overview of Delegation TheoryAlso known as Principal-Agent TheoryDelegating involves

a 'principal' An individual who delegates authority over a

particular policy area (or function) to anotherAnd an 'agent'.

The “other” person who receives the delegated authority

The first focus is concerned with 'agency loss'

Agency loss is the extent to which decisions/policy outcomes

arrived at by the agent differ from the goals of the principal.

Because of this concern for disconnects, it has lead to further

theories concerning how to minimize agency loss while still

maintaining the benefits of delegation.

Such theories tend to emphasize the use of ex ante (before) and

ex post (after) controls which can help ensure compliance,

Every principal-agent approach stresses that principals and agents

always have separate interests and as such a beneficial delegation

will always result in some element of agency loss.

There are basically two areas of primary focus in delegation

The second focus is on 'informational asymmetries'

Here the agent is assumed to possess an advantage in

terms of expertise in the particular area which they are

delegated authority in.

After a suitable amount of time the ‘agent’ would

possess expertise the area that would put them in an

advantageous position relative to the principal.

As such the agent could use this informational

advantage to shape the relations between themselves

and the principal to achieve more favorable outcomes

Both of these focuses are negative and do not take into consideration trust. Delegation works as trust develops Both the principal and the agent will benefit Delegation works most effectively if certain

monitors and assumptions are put in place

For a supervisor or manager to be able to effectively delegate, they must ensure that: The ‘agent’ knows what they want That the ‘agent’ will have the authority to

achieve it And the ‘agent’ knows how to do it.

Leadership vs. DelegationSimilar skills needed

Goal settingCoachingPerformance recognition

Similar aimsAccomplish organizational endsEnhance abilitiesIncrease confidenceDevelop initiative

Benefits of DelegationManager / Supervisor Benefits

Reduced stress Improved time managementIncreased trust

Employee Benefits Professional knowledge and skill developmentElevated self-esteem and confidenceSense of achievement

Organizational BenefitsIncreased teamworkIncreased productivity and efficiency

Why do people fail to delegate?Insufficient time

Job is too important to take risks

The “principal” can do it better

The “principal” enjoys the tasks

Lack of confidence in subordinates

Control

Subordinate might do a better job

Boss will think “principal” is not working

In actuality, the reasons why “principals” say

they can’t (or won’t) delegate is really a

mirror of themselves

One reason that has not been mentioned …

they don’t know how.

Delegation takesPlanningCommunicationPatienceAnd yes, it does take time

The time saved in the end will be well worth the time spent in the beginning.

It is ironic that many times the principal

as well as the agent learn from the

delegation process in practical…

Knowing When to DelegateDelegating can be especially helpful in the following situations:When the task offers valuable training to an

employeeWhen an employee has more knowledge or

experience related to the task than youWhen the task is recurring and all employees

should be prepared or trainedWhen the task is of low priority and you have

high priority tasks that require your immediate attention

Other factors that contribute to the delegability of a task include:1. The project's timelines/deadlines.

How much time is there available to do the job? Is there time to redo the job if it's not done properly the first

time?What are the consequences of not completing the job on

time?

2. Your expectations or goals for the project or task(s), including: How important is it that the results are of the highest

possible quality? Is an "adequate" result good enough?Would a failure be crucial?How much would failure impact other things?

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To Whom Should You Delegate?

When deciding who to select for the task, you must consider:The current work load of the employeeThe employee’s strengths and weaknessesThe training and experience levels of the

employee

Eight plus One Ingredients for Effective Delegation1. Select the right person.

Assess the skills and capabilities of subordinates and assign the task to the most appropriate one.

Start with smaller tasks at first so the subordinate can develop confidence

2. Delegate the whole task to one person.

This gives the person the responsibility and increases their motivation.

Communicate to others that this person will be the person carrying out the task

3. Clearly specify your preferred results.

Give information on what, why, when, who, where and how.

Write this information down. Do not overly restrict the person but at

the same time give clear boundaries

4. Delegate responsibility and authority

Assign the task, not the method to accomplish it.

Let the subordinate complete the task in the manner they choose, as long as the results are what the supervisor specifies and it is done with integrity.

Let the employee have strong input as to the completion date of the project.

– Note that you may not even know how to complete the task yourself -- this is often the case with higher levels of management

5. Ask the employee to summarize back to you.

Ask to hear their impressions of the project and the results that you prefer.

Ask for their understanding of the job. Ensure deadlines are clear and

comprehended

6. Get ongoing non-intrusive feedback about progress on the project.

This is a good reason to continue to get weekly, written status reports from all direct reports.

Reports should cover what they did last week, plan to do next week and any potential issues and solutions.

Regular staff meetings provide this ongoing feedback, as well

7. Maintain open lines of communication.

Don't micromanage the subordinate, but sense what they're doing and support their checking in with you along the way.

Indicate there is administrative backup and moral support available

8. If you're not satisfied with the progress, don't immediately take the project back.

Continue to work with the employee and ensure they perceive the project as their responsibility.

Remember you are trying to achieve some initiative in your subordinates … don’t squash it.

A Job Well DoneEvaluate and reward performance.

Evaluate results, not methods. Recognize successes with other

opportunities and motivators Always credit the subordinate for the work

they did when addressing others Address insufficient performance

Hopefully if the communication has been adequate there will not be unsatisfactory performance

CommunicationHow much of delegation do you think is

tied to communication?Actually, effective delegation hinges on

communication Giving the right information and expectations

in the beginning. Communicating back and forth during the task Providing coaching communication when

required Communicating satisfaction and recognition at

the end.

Steps in DelegationI – Introduce the task

D- Demonstrate clearly what needs to be done

E - Ensure understanding

A - Allocate authority, information and resources

L - Let go

S - Support and Monitor

Introduce the Task

Determine the task to be delegated

Determine the tasks to retain

Select the delegate

Introduce the TaskDetermine the

task to be delegated

Determine the tasks to retain

Select the delegate

Those tasks you completed prior to assuming new role

Those tasks your delegates have more experience with

Routine activitiesThose things not in

your core competency

Introduce the TaskDetermine the task

to be delegatedDetermine the

tasks to retainSelect the delegate

Supervision of the subordinates

Long-term planningTasks only you can

doAssurance of

program complianceDismissal of

volunteers/members/parents, etc.

Introduce the TaskDetermine the task

to be delegatedDetermine the tasks

to retainSelect the

delegate

Look at the individual strengths/weaknesses

Determine the areas of interest

Determine the need for development of the delegate

Introduce the TaskUse What-Why

Statements:

I want you to do….. Because you……

What-Why Statements

In your groups, brainstorm 5 tasks you are currently doing that could be delegated.

Determine who would serve as your best delegate for each of the tasks.

Compose what – why statements for each of the 5 tasks brainstormed.

Demonstrate Clearly

Show examples of previous work

Explain objectivesDiscuss timelines, set

deadlines

Ensuring UnderstandingClear communicationAsk for clarificationSecure commitmentDon’t say no to themFollow-up

Delegated tasks must be: 1.Specific2.Measurable3.Agreed4.Realistic5.Time bound6.Ethical7.Recorded

SMARTER

Delegated tasks must be: 1.Specific2.Measurable3.Agreed4.Realistic5.Time bound6.Ethical7.Recorded

SMARTER

Allocate…authority, information, resourcesGrant authority to determine process, not

desired outcomesProvide access to all information sourcesRefer delegate to contact persons or specific

resources that have assisted previouslyProvide appropriate training to ensure

success

Let go…Communicate delegate’s

authorityStep back, let them workUse constrained accessDon’t allow for reverse

delegation

Support and MonitorSchedule follow-up meetingsReview progressAssist, when requestedAvoid interferencePublicly praise progress and completionEncourage problem solving

Delegation StressorsLoss of control?

If you train your subordinates to apply the same criteria as you would yourself, then they will be exercising your control on your behalf.

Delegation StressorsToo much time spent on explaining the tasks

The amount of time spent up front is, in fact, great. But, continued use of delegation may free you up to complete more complex tasks and/or gain you some time for yourself.

Delegation StressorsCompromising your own value

By successfully utilizing appropriate delegation, your value to the group/organization will grow at a greater rate as you will have more time to do more things…….

Delegation ObstaclesLack of support

Managers and employees must be fully supportive of the delegation efforts in order to be successful

Failure to plan Taking the time to follow the steps for delegation

can avoid any pitfalls that might otherwise be overlooked

Lack of communication Communicating the plan in a clear and precise

manner prevents errors caused by miscommunication

Delegation Obstacles (cont’d.)Fear of relinquishing control

Management may be resistant to delegating at first, but delegation can build trust and morale among managers and employees

Micromanagement Micromanagement prevents employees from

completing their assigned tasks and defeats the purpose of delegation

Signs of MicromanagementMicromanaging occurs when a manager

assigns a task to an employee, but prevents the employee from successfully completing the task on his/her own

Micromanagers usually:Resist delegatingPrevent employees from making decisionsRevoke tasks after they have been assignedAvoid letting employees work independently

How to Avoid MicromanagementClearly define the roles and responsibilities of

managers and employeesCreate a written plan and timelineInclude scheduled meetings and evaluations

rather than frequent ‘check ins’ that can be viewed as micromanaging

Allow employees and managers to openly communicate any concerns or questions they may have

Consequences of poor delegatingInformation and decision-making not shared by the

groupLeaders become tired outWhen leaders leave groups, no one has experience

to carry onGroup morale becomes low and people become

frustrated and feel powerlessThe skills and knowledge of the group/organization

are concentrated in a few peopleNew members don’t find any ways to contribute to

the work of the group.REVERSE DELEGATION

Reverse Delegation

There are two ways, forced and unforced, that this may take place.

In the forced way, the push back comes directly from the direct report that received the delegated task, whereas

In the unforced way, the manager voluntarily takes back the delegated task and work on it.

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Reverse delegation is a term that describes a situation

whereby a manager delegates a task to his or her direct

report, but only to take it back, for one reason or

another, to work on it sometime later.

And, finally…..

“The secret of success is not in doing your own work but in recognizing the right [person] to do it.” ~Andrew Carnegie

Case StudyAbstract:Sushma Gupta worked as the Assistant Manager (AM) of Operations for Mega Shopping Arena (MSA). Sushma loved her job and had worked hard to get to the position of AM. In March, as she had expected, Sushma was promoted and made Manager. Ever since Sushma had been promoted, she had been working late, sometimes till midnight. However, most of the work that she was doing was something that she should have delegated to her juniors

Issues:» Delegation of authority» Motivation

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Introduction:Sushma Gupta worked as the Assistant Manager (AM) of Operations for Mega Shopping Arena (MSA). MSA, a popular store, sold everything from food, clothes, and shoes to stationery, furniture, household items, electronics, and toys. The store advertised itself as a one-stop shop where the customer could find everything he or she needed. Sushma was happy that she was working with such a reputed, well-established store.

Sushma loved her job and had worked hard to get to the position of AM. Her life revolved around her work, so much so that she had to be forced to take leave or a vacation. Her seniors were happy with her work, and Sushma was looking forward to the performance appraisals in March...

Questions:1. What in your opinion was Sushma doing wrong? What do you suggest she do now in order to rectify the situation?

2. Should the company have trained Sushma for her new role? What should the seniors do now?

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Thank You

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