Text 6. Delegating Authority

The hallmark of good supervision is effective delegation. Delegation is when supervisors give responsibility and authority to subordinates to complete a task, and let the subordinates to figure out how the task can be accomplished.. Effective delegation develops people who are ultimately more fulfilled and productive. Managers become more fulfilled and productive themselves as they learn to count on their staffs and are freed up to attend to more strategic issues.

Delegation is often very difficult for new supervisors, particularly if they have had to scramble to start the organization or start a major new product or service themselves. Many managers want to remain comfortable, making the same decisions they have always made. They don’t want to risk losing any of their power and stature (ironically, they do lose these if they don’t learn to delegate effectively). Often, they don’t want to risk giving authority to subordinates in case they fail and impair the organization.

However, there are basic approaches to delegation that, with practice, become the backbone of effective supervision and development.

Below the following general steps are listed to accomplish delegation:

1. Delegate the whole task to one person. This gives the person the responsibility and increases their motivation.

2. Select the right person. Assess the skills and capabilities of subordinates and assign the task to the most appropriate one.

3. Clearly specify your preferred results. Give information on what, when, who and where. You might leave the “how” to them. Write this information down.

4. Delegate responsibility and authority - assign the task, not the method to accomplish it. Let the subordinate complete the task in the manner they chose, as long as the results are what the supervisor specifies. 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. As an employee completes the task and renders an account to you summarize, their impression of the project and the results you prefer.

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

This is a good reason to continue to get weekly, written status reports from all direct reports. These reports should cover what they did last week, plan to do next week and analyze potential issues. Regular employee meeting provides this ongoing feed back as well.

7. Maintain open lines communication. Don’t hover over the subordinate, but sense what they are doing and support their checking in with you along the way.

8. If you’re not satisfied with the progress, don’t take the project back. Continue to work with the employee and ensure they perceive the project as their responsibility.

9. Evaluate and reward performance. Evaluate results more than method. Address insufficient performance and reward successes.

Answer the questions to Unit 5

1. What is the difference between what is meant by the “administration” and “management”?

2. What points does a hierarchy of objectives of managerial objectives include?

3. Why is it important for any company to identify the economic on its management objectives?

4. What is the difference between the organizational objectives and company policy?

5. What are the key points of strategic management?

6. What is strategic management focused on?

7. Why is it vital for any company to have its strategic vision?

8. What are major steps of the effective strategic management?

10. Can you name the difference between strategic and operational management?

11. What are strategic competences?

12. Why are managers considered to be a driving force in business environment?

13. What are the activities common to all managers?

14. What are the responsibilities of top managers? Name their titles?

15. What are the responsibilities of middle managers and supervisors?

Name their titles.

16. What are the responsibilities of first-line managers? Name their job positions.

17. Name five basic operations performed by managers.

18. Describe four major functions of managers.

19. What kind of roles does a manager play in company activity?

20. What duties does a “figurehead” role imply?

21. How do you understand a “leadership” role?

22. What is meant under “monitor” role?

23. How do you understand “disturbance handler” and “liaison” roles?

24. What is the essence of delegating authority?

25. What are general steps helping to accomplish delegation?