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3) Delegation of Responsibility and Empowerment (p. 235) is extremely important for any Manager and his organization. List the six suggestions in the text and discuss them in detail. It is important that you understand how to delegate AND how to be delegated to (use your critical thinking skills!)
1 Assign duties to the right people. The chances for effective delegation and empowerment improve when capable, responsible, well-motivated group members receive the delegated tasks. The manager must be aware of the strengths and weaknesses of staff members to delegate effectively. However, if the purpose of delegation is to develop a group member, the present capabilities of the person receiving the delegated tasks are less important. The manager is willing to accept some mistakes as the cost of development. 2 Delegate the whole task and step back from the details. In the spirit of job enrichment, a manager should delegate an entire task to one subordinate rather than dividing it among several. This gives the group member complete responsibility and enhances motivation, and also gives the manager more control over results. After the whole task is delegated, step back from the details. If a manager cannot let go of details, he or she will never be effective at delegation or empowerment. 3 Give as much instruction as needed. Some group members will require highly detailed instructions, while others can operate effectively with general instruc- tions. Many delegation and empowerment failures occur because instruction was insufficient. Dumping is the negative term given to the process of dropping a task on a group member without instructions. Under ideal circumstances, delegating should be an opportunity for coaching employees and sharing skills with them.
4 Specify how much accountability the person has for the delegated assignment. Delegation often fails because the person assigned the task does not know the amount of his or her responsibility. 5 Retain some important tasks for yourself. Managers need to retain some high- output or sensitive tasks for themselves. In general, the manager should handle any task that involves the survival of the unit or employee discipline. However, which tasks the manager should retain always depend on the circumstances. Strategy formulation is ordinarily not delegated except to obtain input from group members. Sales managers often keep one or two key accounts for themselves. 6 Obtain feedback on the delegated task. A responsible manager does not delegate a complex assignment to a subordinate, then wait until the assignment is complete before discussing it again. Managers must establish checkpoints and milestones to obtain feedback on progress.