Management

Man 02.01

Delegation

Date: 06/11/00

1. Introduction
Typically the more senior the manager, the more managing
[& delegation] and less doing will be required as indicated
below.
Level
Senior
Middle
First-line

Managing
90%
60%
30%

Doing
10%
40%
70%

2. The delegation process

2.1 Advantages of delegation
The list below is indicative only,
More work accomplished and deadlines met.
Employees are involved and committed.
Assigning responsibility and authority make control
less difficullt.
Employees grow and develop.
Fuller utilisation of human resources and improved
productivity.
Accurate measurement of personal performance.
Compensation more easily related to performance.
A diversity of tasks can be effectively managed.
Distant tasks can be more easily managed.
Employees
enjoy
better
job
satisfaction/recognition.
Manager has greater time for Planning,
Organizing, Motivating and Controlling [see Man
01] and to perform the tasks only they can do.
2.2 Indicators of good and poor delegation
Some symptoms of good delegation are,
Employees know what is expected of them.
Employees are involved in goal setting, problem
solving & productivity improvement activities.
Managers
activities
centre
on
planning,
organizing, motivating and controlling.
Manager has time to select assignees thoughtfully.
Employees are given time to solve problems on
delegated tasks.
Employees are fully briefed on assigned tasks by
the manager.
Delegation helps employees develop and grow.
Manager helps out in emergencies but employees
must not be allowed to leave work for the
manager.
Manager must stress the results required rather
than methods.
The line of authority is well defined and
understood.
Delegation is made on the bases of need and
experience.
Employees are held responsible for results.
Poor delegation is often seen in work habit of the
manager, employees attitude or group productivity.
Some symptoms are,
Missed deadlines.
Some team members busier than others.
Supervisor usually too busy for team to refer to.
Team unsure of their authority.
Team members are never ready for promotion.
Employee decisions frequently over-ruled.

No one knows who is in charge of the project.

Slow decision making.
Supervisor rarely visits team work areas.
Changes in plans and objectives not passed to
team.
Team members not trained for tasks given.
Supervisor interferes in tasks without informing the
delegatee.
Team members frequently request transfers.
Communications flow is sporadic, incomplete and
late.
Supervisor often needs to take work home.
Talented employees are bored.
Supervisor insists on all mail to them first.
2.3 Barriers to delegation
Ineffective delegators rationalise their inadecquacies
which usually centre around obstacles in themselves,
characteristics of the team or the task itself. Some
common barriers are,
Insecure supervisor prefers technical tasks, wont
or cant delegate thinking it quicker to perform task
themselves, fearful of making mistakes.
Supervisor does not trust team members to do
tasks as he/she would.
Supervisors fear of dislike of team memebrs if too
much asked of them.
Supervisor cant select delegatees.
Team members lack experience or competence.
Team members are already overloaded.
Team members resist responsibility.
Team members are afraid of criticism and avoid
risk.
Supervisor thinks that senior management expect
them to handle important tasks personally.
Supervisor does not trust team to work by
themselves.
Team is seriously understaffed.
Decisions are made under pressure.
3. Supervisor job analysis
To become an effective delegator the suprevisor must
be fully aware of their own job and must periodically,
Review duties and responsibilities, changes,
challenges, activities and items to be learnt. How
these affect the unit and old practices which need
to be stopped.
Reaffirm primary objectives of the unit. Review
changes which affecting priorities or need advising
to team.
Highlighting key results areas, make or break
factors and where specific results are essential.
Re-examine work load, identify the few tasks
which only the supervisor can do.
Sort tasks by importance and proceed on a priority
basis. Delegated tasks will include troubleshooting
and problem solving in their areas of delegated
responsibility. The more delegation the more
effective the teams capacity to identify keys tasks
and mmet objectives increases.

Management

Man 02.02

Delegation

Date: 06/11/00

3.(cont.) Decide what to delegate

Supervisors usually delegate to give themselves more time
to do more complex and difficult management tasks, to
improve productivity, develop team members and to act as
stand-by in cases of emergency. Delegated tasks could
include,

Minor routine & repetitive decisions.

Functions in which the supervisor is expert [and can

support and train team members].

Tasks and project for which taem members are better

qualified.

Functions which the supervisor dislikes performing and

is liable to skimp.

Tasks that will provide good training and experience for

team members.

Assignments that add variety to the routine work of the

team.

Complementary duties to develop the team, increase the

numbers who can perform critical duties & reinforne
creative talent.
When reviewing tasks to be delegated the following should
be considered,

Objective
Critical completion dates
Standards to be met
Decisions to be made and instructions issued by
the delegatee
Extent of authority which can & will be delegated
Is a budget required or needs following-up
Can the delegatee interface effectively and with
whom
What information do delegatees require
How much will the supervisor be involved and
what feed-back will be requiredWho does
supervisor need to keep informed of progress

Delegatees can be selected on various bases,

The work fits a particular position
Which subordinate is interested and/or has ability
Who will find the work challenging
Who has been overlooked and needs an
opportunity
Who has sufficient time
Who is being prepared for a new assignment or
promotion

A pre-delegation assessment to organize the work

distribution and schedule must be made to plan
the work as follows,
What work needs doing
What can be delegated
What is the best match of work with team member
ability and interest
Who will the assignment develop most
Who is available and can be trained for
assignment
What are the team members current workloads

The use of a delegation log can prove useful

Key
Results Results
Who can do it
Areas
expected
for me now
------------------------------------------ ---------------------Who can be Assigned to
Follow-up
trained to do it
required
The supervisors secretary is crucial in the delegation
process and can,
Screen and direct mail
Draft correspondence for review/signature
Organize the supervisors time, appointments,
keep records and follow-up reporting on status,
deadlines etc. co-ordinate conference calss
Organize and set up meetings
Gather information and do basic research for
decision making
Maintain personal and confidential records and
files
Redirect calls and correspondence
Facilitate office communications during absence
When communicating the delegation the supervisor is
consulting and developing as well as assigning work
and is best done face to face. The following are
essential steps,
Fully describe project, task and results expected,
pass on information and advise on sources
Agree standards of performance and timetables
Determine training and special help required and
when it will be required
Define parameters and resources including budget
available
state amount and frequency of feedback expected
Confirm amount of authority being delegated
Advise team who is in charge
The amount of delegated authority must be based on
the delegatees capacity and team circumstances. Six
possible levels of authority are,
LoA
1

5
6

Assignment
Review situation, get facts
and report. Decision later
by supervisor.
Identify
problem,
determine alternatives with
pros & cons, Recommend
one for approval.
Examine issues, advise
proposals but take no
action until supervisor
checks.
Solve problem, advise
action
then
proceed
unless S holds.
Take action and advise S
later.
Take action. No further
contact required.

Continued 2.03

Reason
Employee new to job.
Supervisor wants to retain
control of outcome.
Employee being developed,
supervisor wants to see how
they approach problem and
make decisions.
S confident of E but needs to
give approval [poos. Due to
sen. Management or need to
communicate result].
S respects Es ability but
needs to make final check.
S has full confidence in E
only requires outcome.
S has total confidence in E
and delegates full authority.

Management

MAN 02.03

Delagation

08 February, 2001

4. Following Through
The manager should always follow through with any
support, resources and info promised and provide a
feedback mechanism between task employee and manager.
Essential Elements of Following Through
Managers Role
Managers
Communication
Encourage
Share all pertinent
independence
information
Allow free action re. Dont
block
level of delegation
communication
between
E
and
others
Support initiative &
creativity
Share opinions and Monitor
progress
show interest
diplomatically
Accept mistakes &
learn from them
Provide
training
when needed
Live with differences
while objectives met
Be available

Provide honest feed

back
Insist on progress
info being provided
on time

Managers Action
Assess results
Suggest corrective
action if appropriate

Help solve problems

beyond
Es
capacities
Evaluate
performance
Plan any future
training needs
Compliment efforts
and reward success

Coach
through
problems
rather
than do oneself

5. Employee Preparation.
Characteristics of employee delegatees are,

Willing, capable attitude

Ability to question and seek help when required

Provide progress reports on time

Provide finished work as good examples

Use initiative, show dedication & commitment to task

Careful control of resources

E should be employed on basis of ability to learn and
assume responsibility. In the applicant selection process,
manager should,

Analyse job requirements

Probe As skills, knowledge, job jistory, dependability &

attitude to work, colleagues, supervisors and
customers.

Determine As previous and authority

Ensure A understands job requirements and

performance standards

Describe ideas of teamwork and find As opinions

Evaluate facts & avoid stereo-typing and premature

conclusions

Place people in positions with potential for success

Ideas which help develop Es potential are,

Review performance v. expectations and jointly identify

training needs

Listen to Es growth objectives and support through

delegation

Support E through training by temp. replacement

Talk to E in advance re. proposed training & delegation

Help E prepare action plan to use training

Get E evaluation of training programme re. suitability for

others

Delegate work to E which allows them to use training

Compliment E when new skills are applied

Problem-solving techniques should be taught to permit E to
apply to own work. P-S should be made as simple in
application as possible. A basic approach could be as
follows,

Step 1
State apparent problem
Step 2
Gather facts, feelings and opinions
Step 3
Restate problem
Step 4
Identify alternative solutions
Step 5
Evaluate alternatives
Step 6
Implement decisions
Step 7
Evaluate results
[ref. Man 3 files]
It is important to ensure employees self generating
commitment & motivation, and a sense of ownership.
Commitment increases when employees are allowed to
contribute to success and share responsibility. The best
contribution made to problem-solving when employee has a
personal stake in doing so.
Management attitudes to delegation make a significant
difference as described in the comparison below,
Success-centred delegator
Concentrates on success and
high goals
Confident
of
success.
Reinforces Es strengths and
abilities.
Encourages Es participation
setting goals and objectives
Accepts new ideas and creative
solutions readily
Communicates
freely
and
openly. Holds nothing back.
Recognizes achievement and
reinforces it
Looks
at
implications
of
assignments for future. Assigns
task accordingly.
Encourages E to appraise
performance
&
suggest
improvements

Doubt-centred delegator
Focusses on fear of failure. Sets
fail-safe goals
Expresses doubts re. es
abilities & limits, reduces
authority arbitrarily.
Sets
arbitrary
goals
and
objectives
Discourages new and untried
ideas
Withholds information forcing E
to ask for help
Doesnt recognize success until
endorsed from above
Focusses on short-term goals.
Discourages E from seeing
future implications.
Tells E what went wrong & what
to do about it

7. Delegators trouble-shooting Guide

Possible Problems
Possible solutions
1. Supervisor delegates only
meaningless chores

2. Employees resist work saying

they dont know how to do it
3. E say they are too busy

4. Task is repetitive and would

take longer to delegate than do
oneself
5. Higher management requires
one to sign invoices and basic
documents for shipping etc.
6. Fear of poor project work
making S look bad.
7. if Es can to tough jobs Im
not needed
8. supervizor expected to do
work personally by higher-ups.
9. Fear of S loosing skills

10. S fears having nothing to do

if they delegate

Continued on Man 2.04

Creates
resentment.Mix
in
some of your favourite chores
and share the more enjoyable
work.
Provide training as necessary or
break-down job and allowe to
do as much as they can.
If true consider giving task to
another but check their work
load first.
Get someone to start and learn
the process and take over
completely for future.
Request HM for change of
policy to permit Es closer to
work to sign
Use an appropriate level of
delegation to permit Es to learn
by taking new endeavours.
Manage to allow Es to perform
in superior fashion
Check withboss before doing
work oneself in case it is a
matter of wrong interpretation
Mangers must learn to manage
and must teach Es skills
needed for delegated work.
S must direct attention to
planning, organizing, motivating
and controlling.

Management

MAN 02.04

Delegation

08 February, 2001

7. Delegators Trouble-shooting Guide [continued]

Possible Problems
Possible solutions
11. S claim not to know work
well enough to control.
12.When tasks delegated Es
keep returning for advice/help

13. Some
other dont

overburdened,

14. S thinks Es do not

understand
objectives and
standards of organization.
15. es do things differently

16. S either delegates all or

nothing
17. S assigns least challenging
work to most qualified people
18. S and E cant agree on
specifics of delegation

19.Es performance jeopardising

the successful outcome.

20. Deadlines not being met

Learn about unfamiliar areas to

ask questions and assess
answers
Ask how E would do it. Reinforc
correct answers. If sure that E
can do job and consequences
of error low, be unavailable.
Help E build confidence.
Balance
delegated
work
between Es depending on
capacities. Train as needed to
build confidence.
Tell Es what is at stake and
purpose of job. In volve Es in
setting objectives and standards
Concentrate on results and
forget differences or learn new
ideas
Study and apply levels of
delegation
Select level of delegation that
suits E. dont burn out best staff
with too much work.
Review and clarify objective.
Make sure E understands and
delegate accordingly. Follow-up
as required.
Identify
reason
and
take
corrective action. Change level
of authority and provide more
support.
Reassess objectives, standards
and priorities with E. Identify
reasons for missed deadlines.

Managers must avoid ,

Thinking they can do all themselves
Failing to give Es challenging assignments and leeway to
work them
Careless selection of authority level
Overlooking untried & untested Es when delegating
Holding on to non-management tasks instead of delegating
Too much or too little follow-up
Withholding vital information
Failing to recognize e accomplishment
Over-loading best people by lack of delegation to others
Failing to hold critique with E after major task accomplished
to see what both have learned
References
1. Delegating for Results by Robert B. Maddux, published
by Kogan-Page [1990], ISBN 0-7494-315-2 [-316-0 Pbk]