Delegation

for good management

1. Delegation Prepared By / Mohammed Soliman Taleb Belal Asaad Taleb Mohanad Marwan Ghabayen Yehia Mohammed Shriem Adham Kamal abo dyyaa Basel Mazen Ghabayen

2. What is Delegation? There is several definitions of delegation : Appointing a person to act on one's behalf . Transfer of responsibility for the performance of a task from one individual to another. ( American Nurses Association (1996 )) Transferring the authority to a competent individual to perform a selected nursing task in a selected situation. (National Council of State Boards of Nursing (1995 )) Delegation is the entrusting of authority, power and responsibility to another. Delegation is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.

3. Factors To Effective Delegation (Components) Delegates according to Ability And Competency Delegate Authority Delegate Power Power / one's capacity to influence others Authority / the right to direct others

4. Barriers To Effective Delegation Lack Of Confidence In Sub-ordinates Nobody can do it as good as I can Lack Of Ability To Direct Avoidance Of Risk Lack Of Developing Controlling System

5. Barriers To Effective Delegation ( Cont’d .) On Sub-Ordinates Side Lack Of Self Confidence Lack Of Incentives Or Benefits Fear Of Criticism For Failure Fear Of Overburden Lack Of Adequate Information And Resources .

6. Benefits of Delegation Manager / Supervisor Benefits Reduced stress Improved time management Increased trust Employee Benefits Professional knowledge and skill development Elevated self-esteem and confidence Sense of achievement It Enhances Sub-ordinates Abilities And Skills

7. Organizational Benefits Increased teamwork Increased productivity and efficiency Also , delegation maximizes the utilization of the talents of subordinates ,and Creates A Second Line Of Leadership

8. Steps Of Delegation

9. Introduce the Task Determine the task to be delegated Determine the tasks to retain Select the delegate

10. First / Determine the task to be delegated Those tasks you completed prior to assuming new role Those tasks your delegates have more experience with Routine activities Those things not in your core competency

11. Second / Determine the tasks to retain Supervision of the subordinates Long-term planning Tasks only you can do Assurance of program compliance Dismissal of volunteers/members/parents, etc .

12. Third / Select the delegate Look at the individual strengths/weaknesses Determine the areas of interest Determine the need for development of the delegate.

13. What-Why Statements SMALL GROUP ACTIVITY 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. “ I want you to do….. Because you” …… Compose what – why statements for each of the 5 tasks brainstormed.

14. Demonstrate Clearly Show examples of previous work Explain objectives Discuss timetable , set deadlines

15. Ensuring Understanding Clear communication Ask for clarification Secure commitment Don’t say no to them Collaboratively determine methods for follow-up

16. Allocate… authority, information, resources Grant authority to determine process, not desired outcomes Provide access to all information sources Refer delegate to contact persons or specific resources that have assisted previously Provide appropriate training to ensure success

17. Let's go… Communicate delegate’s authority Step back, let them work Use constrained access Don’t allow for reverse delegation

18. Support and Monitor Schedule follow-up meetings Review progress Assist, when requested Avoid interference Publicly praise progress and completion Encourage problem solving

19. Delegation Stressors Loss 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.

20. Too 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 Stressors cont’d .

21. Compromising 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 Stressors cont’d .

22. Delegation Obstacles Lack 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

23. 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

24. Signs of Micromanagement Micromanaging 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 delegating Prevent employees from making decisions Revoke tasks after they have been assigned Avoid letting employees work independently

25. How to Avoid Micromanagement Clearly define the roles and responsibilities of managers and employees Create a written plan and timeline Include scheduled meetings and evaluations rather than frequent ‘check that can be viewed as micromanaging Allow employees and managers to openly communicate any concerns or questions they may have

26. Consequences of poor delegating Information and decision-making not shared by the group Leaders become tired out When leaders leave groups, no one has experience to carry on Group morale becomes low and people become frustrated and feel powerless The skills and knowledge of the group/organization are concentrated in a few people New members don’t find any ways to contribute to the work of the group.

27. THANK YOU