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Assignment of Research Methodology
On
The Art of delegation
Submitted to: Submitted by:
Mr. Chander Shekhar Hunny Sharma
Dogra MBA(RR1002)
Roll no.-A29Regno.11004369
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Contents:
1) Introduction
2)
Objective of study3) Emergence of delegation
4) Methodology
5) Literature of review
6) Steps in delegation7) Delegation Stressors
8) Consequence of poor delegation9) Conclusion
10) Reference
11) Bibliography
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The Art of Delegation
Introduction :Delegation underpins a style of management which allows your staff to use
and develop their skills and knowledge to the full potential. Without
delegation, you lose their full value.
As the ancient quotation above suggests, delegation is primarily about
entrusting your authority to others. This means that they can act and initiateindependently; and that they assume responsibility with you for certain tasks.
If something goes wrong, you remain responsible since you are the manager;
the trick is to delegate in such a way that things get done but do not go
(badly) wrong.
Delegation is a skill of which we have all heard - but which few
understand. It can beused either as an excuse for dumping failure onto
the shoulders of subordinates, or as a dynamic tool for motivating and
training your team to realize their full potential.
Delegation:
The act of delegating, or investing with authority to act for another
OR.
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the distribution of responsibility and authority to others while holding
them accountable for their performance.
Objective of study :
Why delegation is so important?
How new leaders is formed?
To develop new leaders and how to build new skills
within the group
How to supervised a subordinate performance?
To use skills and resources already within the group
To get things doneTo prevent the group from getting toodependent on one or two leaders
How to become more powerful as a group
How delegation helpful to everyone to feel a part of the
effort and the success?
To know that how Group members feel more committed
if they have a role and feel needed
Emergence of Delegation :
To enable someone else to do the job for you, you must ensure that:
they know what you want
they have the authority to achieve it
they know how to do it.
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These all depend upon communicating clearly the nature of the task,
the extent of their discretion, and the sources of relevant information
and knowledge.
Methodology
In the research paper
1) data : primary data is the first hand data which is collected by the
person itself. Person may collect it by observation. Different type
of Interviews, hidden observation are some source of information.2) Secondary data :Secondary data is 2nd hand data which is used to
come at solution and analyzing the problem. study articles,
journal, internet, books, newspaper Primary .
3) etc are used to extract the useful information.
During my study, supporting data is collected from internet.
Review of literatureReview of literature
1) The Art of delegation :
On aug 2010,Acc . to rechard branson , when we went from one
company to two companies, we realised we couldnt everything
ourself had to learn the art of delegation and try to find people who
are better than us run the companies that wasn't that difficult.
Also, finding people who are more managerially-inclined rather than
entrepreneurially-inclined was important.
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2) Art of Real Delegation
Hanging on and Letting Go: The Art of Real Delegation
Publication: January 2008
Publisher: Blackhall Publishing
Author : Tom McConalogue
Acc. to tom McConalogue , McConalogue understands that
getting the very best from staff is not just about giving them
more tasks; it is about letting go of real responsibility for
results.
Trust is critical in delegation. In the absence of trust you
never let go of responsibility.
3) Art of delegation :
Wednesday, Dec 14, 2005
Author : BINDU SRIDHAR
`THE BIGGEST problem with delegating a task', rues a long-suffering
manager, `is that it turns out looking very different from what I had in mind.he biggest problem with managers who delegate a task', counters an afflicted
employee, `is that they are not clear about what they have in mind!
4) Dixon, N. M. (1992), Organizational learning :
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Human Resource Development Quarterly, 3: 2949.
Acc. to. Dixen ,Organizational learning refers to learning at the system
rather than individual level. The changing nature of work, global
competitive challenges, and everpresent change require that human resource
professionals focus on this higher level of learning. The literature on
organizational learning can be classified into five areas: information
acquisition, information distribution and interpretation, making meaning,
organizational memory, and information retrieval.
5) Effective delegation:
Author : kandii6
Date 05/14/2006
. Delegation of authority is a person-to-person relationship requiring
trust, commitment, and contracting between the supervisor and the
employee. Good delegation skills saves the supervisor time and
energy to perform at a higher level, maintains and builds others'
esteem and skills, and gets more work done in less time.
6) Leadership Competencies:
Knowledge, Skills, and Aptitudes Nurses Need to Lead Organizations
Effectively
Diana S. Contino, RN, MBA, CEN, CCRN
Diana S. Contino is the owner of Emergency Management Systems, Inc,
in Laguna Niguel, Calif, and a consultant with MedAmerica.
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She is experienced in applying profiling tools, establishing collaborative
relationships between nurses and physicians, and eliminating barriers
between nurses and financial professionals.
7) Delegation:
References Blair, GM, The Art of Delegation, IEE Engineering Management
Journal, vol. 2, no. 4, pp. 165-169, Aug 1992
Acc. to author, The primary reason to delegate tasks is to get the work done.
The manager must be wise enough to know that he or she cannot be
everywhere and do everything
Communication is a major component of successful delegation. A system of
regular exchanges of information between management and employees
ensure that each party is aware of what others are doing (Blair, 1992).
8) Delegation leadership process:
Author : kmeikle
Date : 03/05/2006
This research takes an initial step towards exploring the relationship
between delegation, employee development and productivity.
Hypotheses will be tested with data from a sample of 300 employees,
whom will be surveyed. A t-test of two means and a scatter plot will
be used to determine the relationship between the variables. The
probability level will also be used to examine the null hypothesis to
determine whether or not the null hypothesis should be accepted or
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rejected. It is expected that the results will indicate that the null
hypothesis should be rejected.
9) Delegation: Bear Stearns & Co. :
Author: leecy
Date Submitted: 10/01/2005
It is understood that it is impractical for a manager to handle all of the work
of the department directly. At Bear Stearns & Co., in order to meet the
organization's goals, focus on objectives, and ensure that all work is
accomplished, he or she must delegate authority. Authority is the legitimate
power of a manager to direct subordinates to take action within the scope of
the manager's position.
10) Micromanagement and LMX Theory:
Author :White, Richard D., Jr.
Public Personnel Management,March 22, 2010
LMX researchers conclude that managers who are reluctant to
delegate, and become possible micromanagers, are those that show
a lack of confidence in subordinates' capabilities, see tasks as beingtoo important to be left to subordinates.A more recent study
concludes that more delegation is more likely when a subordinate is
competent.
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11) The Art of Delegation
A721: Leadership Lessons from Corporate America
9 June 2007
Author :Authorcritical skill to have when managing others. It sounds easy,
but is it? To those that are experienced, this is very true; otherwise its very
foreign to others. People, who are not experienced at delegating, develop
many excuses for not delegating. I can relate to this very well because I
have found that I am not comfortable with delegating to others.
12) Leadership Best Practice
Author : Peter Senge
October 28, 2010
The art of leadership is not just leading a bunch of people through a task or a
project, but helping them realise their own strengths and awaken them to
live their dreams. The impact of the leaders behaviour creates a bull whip
effect on the followers performance.
13 ) Delegation- An Art!!!
October 28, 2010
Author : peter senge
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. In many cases, executives could greatly reduce their stress by practicing a
critical management skill delegation. It is the key that allows you to spend
more time managing and less time on repetitive, non-essential tasks
14) Task shifting for HIV treatment:
By M Callaghan -2010
Shortages of human resources for health (HRH) have severely hampered the
rollout of antiretroviral therapy (ART) in sub-Saharan Africa. Current
rollout models are hospital- and physician-intensive. Task shifting, or
delegating tasks performed by physicians to staff with lower-level
qualifications, is considered a means of expanding rollout in resource-poor
or HRH-limited settings
15) Rural and remote health journal
By Emryghe on july17,2007
This article presents the result of a literature review examining possible
ways to improve healthcare services in rural areas.
it was found that the development of new forms of interaction is particularly
relevant in rural regions - such as interdisciplinary and team-based work
with flexibility of roles and responsibilities, delegation of tasks and cultural
adjustments.
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16) faculty of school of food,hotal and travel management :
By ND smith 1992
Art of delegation is the passing of authority to someone who is capable of
doing the task. Person should have enough potential to perform the task
because he will be accountable for their performance.
17) Managing And Delegation
Author: Darlene
Vol.2/aud.qs22
08/02/2005
"Delegation is a process by which a project manager examines the various
responsibilities and tasks at hand, and rather than assuming and completing
those tasks and responsibilities on his/her own, that manager decides to
assign the work to others"
18) Effective delegation:
Author: kandii6
Vol.3/sdd90
Date : 05/14/2006
Delegation can be one of the most critical skills of effective management.
Delegation is the downward transfer of formal authority from supervisor to
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subordinate. The employee is empowered to act for the supervisor, while
the supervisor remains accountable for the outcome.
19) why I suck at delegating :
By Kent fenwickon dated oct27,2010
Delegation is not natural, it's a skill and an art. Some of the most successful
and note worthy people got to where they are due to their ability to let go of
control and delegate.
20)Buck Up and Quit Delegating:
By Anderson Schoenrock, CEO ofScanDigital
Date july13,2008
the art of delegation requires business owners to not only share
responsibilities with their team, but also to pick the RIGHT tasks to
delegate. Often, entrepreneurs are focused on who theyre delegating to andthey lose sight of what theyre delegating - a potentially more important part
of the equation.
21) Delegation & The Leadership Process:
Author:kmeikle
Date : aug16,2006
This research takes an initial step towards exploring the relationship between
delegation, employee development and productivity. Hypotheses will be
tested with data from a sample of 300 employees, whom will be surveyed.
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22) The Relationship between Delegation and Formalization in
the Public Sector
Rudi Kirkhaug. International Journal of Public Administration. New York: Jul
2010.
In drawing on adaptive theory, this article discusses the relationship between
delegation and formalization in the public sector. While traditional and
contemporary views suggest that these concepts are either negatively or
positively correlated, or that they should be balanced, this study
hypothesized that they are dynamically related to each other, and therefore
the relationship would be best described as curvilinear (inverted U-shaped).
23) On a taxonomy of delegation
Quan Pham,Jason Reid,Adrian McCullagh,Edward Dawson.
Computers & Security. Jul 2010.
Delegation, from a technical point of view, is widely considered as a
potential approach in addressing the problem of providing dynamic access
control decisions in activities with a high level of collaboration, either within
a single security domain or across multiple security domains. Although
delegation continues to attract significant attention from the research
community, presently, there is no published work that presents a taxonomy
of delegation concepts and models.
24) Too Much to Do: Four Keys to Effective Delegating
Paul Lemberg.Nonprofit World. Jan/Feb 2008.
Successful delegation is a critical success factor for anyone who wants to be
an effective leader. Lack of good delegating skills can be a real show
stopper. Here are the four keys to successful and effective delegation: 1.
Give the job to someone who can get it done. 2. Communicate your
conditions of satisfaction. 3. Work out a plan. 4. Establish a feedback loop.Create some pre-defined mechanism to keep you informed and to give your
delegate a way to seek guidance. When you delegate, you're still accountable
for the results. You're asking someone else to do the work, but it's ultimately
your work.
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25) Measuring Delegation
Robert L Brown. The Review of International Organizations. Jun 2010.
Principal-agent analyses of delegation to international organizations have
advanced our understanding of international cooperation through
institutions. However, broader tests of why and when states delegate are not
possible without a clear means for objectively identifying and measuring
delegation. This paper develops a metric for delegation based upon the
services the agent provides to its principals and the resources and autonomy
it has to provide those services. This numerical metric is continuous and
generalizable to a wide variety of principal-agent relationships
Steps in Delegation :
Most employees want more responsibility...Here's how to give it to
them.
I Introduce the task
D-Demonstrate clearly what needs to be done
E-Ensure understanding
A-Allocate authority, information and resources
L-Let go
S-Support and monitor
1) Introduce the Task :
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Show examples of previous work
Explain objectives
Discuss timetable, set deadlines
3) Ensuring Understanding :
Clear communication
Ask for clarification
Secure commitment
Dont say no for them
Collaboratively determine methods for follow-up
4) Allocate
authority, information, resources :
Grant authority to determine process, not desired outcomes
Provide access to all information sources Refer delegate to contact persons or specific resources that have
assisted previously
Provide appropriate training to ensure success
5) Let go
Communicate delegates authority
Step back, let them work
Use constrained access
Dont allow for reverse delegation
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6) Support and Monitor :
Schedule follow-up meetings
Review progress
Assist, when requested
Avoid interference
Publicly praise progress and completion
Encourage problem solving
Review progress
Assist, when requested
Avoid interference
Publicly praise progress and completion
Encourage problem solving
Delegation Stressors :
1) Loss of control?
If you train your subordinates to apply the same criteria as you
would yourself, then they will be exercising your control on your
behalf.
2)Too much time spent on explaining tasks :
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The amount of time spent up front is, in fact, great. But, continued
use of delegation may free you up to complete more complex tasks
and/or gain you some time for yourself.
3)Compromising your own value :
By successfully utilizing appropriate delegation, your value to the
group/organization will grow at a greater rate as you will have more
time to do more things.
3) Practice Makes Perfect :
It gets easier the more you do it
You become more familiar with your delegates
Flow-through task delegation
Consequences of poor delegating :
Information and decision-making not shared by the group
Leaders become tired out
When leaders leave groups, no one has experience to carry on
Group morale becomes low and people become frustrated and feel
powerless
The skills and knowledge of the group/organization are
concentrated in a few people
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New members dont find any ways to contribute to the work of
the group.
The secret of success is not in doing your own work but in recognizing
the right [person] to do it.
Conclusion : so art of delegation is the passing of
authority from one person to another person. Before
delegation we have to ensure that the person to whom
we are delegating authority, capable enough to
understand his duty and expectation. Superiors clearly
tell the subordinate the exact purpose of delegation.
Reference :
a) www.rrh.org.au/articles/subvieweuro.asp
b) mgv.mim.edu.my/MMR/0206/frame.htm
c) oppaper.com
d) slidesharing.com
e) www.virgin.com/richard-branson/blog/the
f) www.citeman.com/11532-leadership
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Bibliography :
a) www.Google.com
b) www.googlescholar.com
c) www.yahoo.co
d) Stephen p robbins
e) www.proquest.com
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