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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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