Concepts related to the delegation of authority; definition, advantages and barriers to delegation.

Concept Definition Delegation Advantages Delegation Disadvantages Critical Delegation Barriers Value Yourself As A Delegation The Stafford - Grant Delegation Approach

AIMS:

The objective of this unit is to understand the concept of delegation Know when to delegate and how to find out Find out if you are a good delegate Analyze the tasks to be delegated and the people to whom they are delegated.

Definition of Delegation:

The definition of delegation is to give from one person to another the jurisdiction he has for his office to do some tasks or confer his representation.

Another possible direction would be the process that allows us to confer on a collaborator the task of carrying out a task, granting him the necessary authority and freedom, but always keeping the final responsibility for the result.

The delegation implies at the same time the obligation of rendering accounts to the superior of the tasks that have been delegated.

Advantages of the delegation:

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Executive: Save time and management

Strengthens managerial capacities

Release over immediate job pressure

Reduces company costs (since the manager can dedicate himself to Other functions.

Employee: Increase participation - Increase motivation

Disadvantages of the delegation:

They are frequent in a type of authoritarian Direction.

Bad delegation can lead to the failure of the manager, he may think that he is losing authority or does not trust his subordinates.

The delegation of tasks without justification.

For the delegation to be effective, the following conditions must be met:

Clearly define the task to be carried out, objectives to be achieved, deadlines and associated authority. Voluntary acceptance, since delegated jobs are not normally part of the set of tasks that are part of the employee's job. Supervision of the delegated task according to be it its importance and difficulty at the end of it or during its process in different stages.

Critical barriers for the delegation:

Delegate's Barriers

Preference for acting rather than directing. Demand that everyone "knows all the details" The fallacy that "I can do better myself" Lack of experience at work or delegatingInsecurityFear of not being acceptedRefusing acceptance of mistakesLack of confidence in Subordinates Perfect, not leading to over control Lack of organizational skills to balance workloads Not delegating authority consistent with responsibility Uncertainty in tasks and inability to explain themselves Lack of inclination to perfect subordinates Inability to establish effective controls and good feedback system tracing.

Delegate's Barriers

Lack of experience Incompetence Avoidance of responsibilities Disorganization Boss overdependence Work overload Immersion in trivia

Barriers to the situation

"Big man does it all" policy Intolerance of errors Criticality of decisions Emergency, without giving time for explanations (crisis management) Confusion of responsibilities and authority Lack of personnel

Both directors and subordinates sometimes reject the advantages of delegating for the following reasons:

Directors:

Relinquishment of giving up some authority Inability to consider delegation as a means of enhancing team effort Ignorance of what to delegate Ignorance of how to delegate Restricting delegation to only one or two subordinates Not providing sufficient support to subordinates who exercise delegated authority.Insistence that delegated functions are exercised as they would carry them out. Jealousy of their personal improvement Preference for dealing with issues personally Lack of confidence in their staff Fear of taking prudent risks Inability to improve their staff Leaving without rewarding abdication Delegation of "take away and put"; rather of “take away” than of “put” Delegation of responsibility but with little authority

Subordinates:

Refusal to accept additional responsibilities Inability to consider delegation as a means to grow and learn Feeling that only unpleasant work is delegated Confusion about the Chief's expectations Group pressures not to volunteer A “cold water scalded cat” attitude Resentment for not Being known for their common sense Wanting to delegate up to keep the boss busy Fear of incurring the anger of the boss Lack of respect for the manager Fear of being reprimanded, even for small mistakes Feeling of not being valued properly Feeling of being used and abused They do not know the ground they are on Ignorance of authority and its limits, granted by delegation

Value yourself as a delegate

How to know if it is delegated correctly? The following list of questions serves to assess the delegation:

Do you take work home regularly? Do you work longer hours than your coworkers? Do you spend some time doing for others what they could do for themselves? When you return to the office after an absence, do you find your inbox too large? Full? Are you still doing activities and solving problems you had before your last promotion? Are you often interrupted with inquiries and assignments about ongoing projects and already assigned work? Do you spend your time on routine details that others might solve? keep a finger on all cakes? are you always in a hurry to meet the deadline? unable to stick to priorities?

To delegate is to transfer to others the authority and responsibility to carry out certain jobs. Successful delegation implies that those to whom tasks are delegated know what is to be achieved, want to achieve it, have the means to do it, and the capacity to achieve it.

Every act of delegation is based on the relationship that exists between the subordinate and his boss, the mutual respect that they have as people and the satisfaction that each one expects to be derived from it.