How to be Effective at Delegation in Management.docx - How to be Effective at Delegation in Management The following guidelines illustrate what is

How to be Effective at Delegation in Management.docx - How...

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How to be Effective at Delegation in Management? The following guidelines illustrate: what is delegation in management and how you delegate effectively and thoughtfully. To delegate effectively, be conscious about what you delegate, who you delegate to, and how you delegate. Keep the following in mind: Use Pareto’s Principle – Never delegate the 20 percent of tasks that contribute to 80 percent of your results. Delegate tasks that are not sensitive or high risk and that you are not particularly attached to. Choose tasks that someone else could potentially perform better than you can. Delegate tracking and administrative tasks – Delegate tasks such as timesheet approval, financial tracking, taking minutes, documenting procedures and solutions, weekly reporting, creating newsletters, and keeping the document repository up-to- date. Engage a project administrator – Get a dedicated project administrator or support person on board on a part-time or full-time basis. Some organizations have a centralized project management office (PMO) that might be able to offer additional help and support. Delegate entire roles – Delegate specific roles such as test management, implementation management, analysis and detailed planning of particular products, work streams, or work packages. On a small project, you will double up and take on these roles yourself, but on a large project, it’s essential that you delegate them. Challenge, stretch and motivate – In deciding who to delegate to, ask yourself how much the particular task will challenge, stretch, and motivate the person to whom you plan to delegate. What’s in it for him? In which ways will this assignment contribute to his success and help him develop his skills and capabilities?
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Check people’s availability – Be clear on how much time the person whom you want to delegate to is able to commit. How much time would be required to complete the task –or role, and how could the person be freed up to work for you? How would taking on the task, which you are delegating affect his or her other work priorities? Verify the person’s competence – Before you delegate, check how competent the person is. What are his expertise and skills in areas such as planning, tracking, communication, and time management? The person’s competence will determine how much direction he needs from you. Verify the person’s commitment – Before you delegate, find out how committed the person is to whom you want to delegate. How motivated , confident, and driven is he? His commitment will determine how much moral support he needs from you. When people are both competent and committed you can manage them by exception and tell them to get back to you if they have a problem. MERGE HIGHLIGHTED 2 POINTS INTO 1 {Bich ko maatra} Take time to think through the job – Decide exactly what you want to delegate and which type of results you want. Determine the performance standards you are going to measure the job against, as well as a schedule and a deadline. Remember to make the outcome as measurable as possible.
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