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Delegation - Coggle Diagram
Delegation
Reasons for lack of delegation
Fears of the manager
fear of being blamed for the subordinate’s mistakes
Fear that the subordinate will do too good a job and show the manager in a bad light.
fear that the subordinate is not capable of doing a sufficiently good job.
learning to put trust in other people is one of the most difficult aspects of successful delegation for many managers
the removal of constraints and the granting of autonomy
for independent actions
The indispensability trap
Delegation feels like losing control and takes valuable time
reduction in their work load as a threat to the ego or self worth.
unwavering belief in "a right way"
Not planing ahead
failure of seeing the value of an initial investment of time in future productivity
not thinking open-endedly
too attached to habits or routines
Benefits of Delegation
leads to improved morale by increasing motivation and job satisfaction
can result in optimum use of human resources
can result in improved organisational performance
provides a means of training and development
Gives others the ability to learn and develop new skills
helps to make the best use of time
Gives time and ability to focus on higher-level tasks
Develops trust between workers and improves communication.
Ethical considerations
Delegation needs only occasional
use and demands strong ethical issues (Moorcroft)
some larger consultancy companies may ‘sell’ the consultancy through senior staff but then send junior staff
use of the argument of ‘development of staff’ to delegate tasks beyond the level of the subordinate with an unrealistic time scale hoping that the subordinate will fail and thus reinforcing the status of the manager
managers may be overwhelmed with work but it is what they get paid to do
important to establish ethical rules
effective training
recognising credit for success
agreement on responsibility for outcomes
Mistakes will happen
the manager needs to support the subordinate
protect against unwarranted criticism
view mistakes as part of the subordinate’s training and as a opportunity for further development
influenced by the subordinate’s perception of the manager’s reasons for delegation
influenced by the manager’s perception of subordinate
staff
Trust and empowerment
Empowerment is a matter of confidence and trust
trust in the manager’s own performance
trust in own teaching skills
trust in the system of delegation
trust in the subordinates
allowing freedom of action to subordinates within agreed terms of reference and the limits of authority
subordinates could carry out delegated activities in ways other than themselves
trust in the abilities of others