Anastasia Bilous. Delegation http://lembs.com/pmmarathon

1. Delegation
By Anastasiia Bilous

2. Don’t do it yourself - delegate
Importance
of
delegation
Employee
development
Facilitation
Of
Growth
Motivation
Of
Employees
Management
hierarchy
Effective
management

3. What is a
delegation?

4. What is a
delegation?
4 statement of delegation:
• We delegate the tasks.
• We can delegate the authorities and
can’t delegate responsibilities.
• We give powers as a resource to
perform the task
• We define employee’s responsibilities
as a task performance guaranty.

5. Delegation
and fears
4:4
Fears score
Managers
Employees

6. Delegation:
the barriers of the Manager
• Loss of control
• Not Enough Time to Mentor
• Not Enough Team Capability
• No delegation experience

7. Delegation:
Barriers of the subordinate
• Not their responsibility
• Lack of context
• Problem with Authority
• Fears

8. Delegation
algorithm
I. Before negotiation
Define the task
Choose the right person
II. Negotiation with employees
1. Explain, why you are delegating and give the clear statement of the task
2. Define the criteria and methods of evaluation, a well as implementation control
3. Getting the employee’s feedback and reaction

9. III. Implementation of the task
1. Control
2. Support
IV. End of delegation process
1. End-up feedback
2. New task setting
Delegation
algorithm

10. Delegation
principles
1. Results expected
2. Absoluteness of Responsibility
3. Parity for Authority and Responsibility
4. Unity of Command
5. Authority Level
6. Functional Definition

11. The levels of
delegation

12. Smart technology
in delegation
SMART is an acronym used for staging
purposes in project management,
management and personal development.

13. Effective feedback
in delegation
1. Put questions properly.
a. Use active words
b. Part of the process
c. Give the direction
2. Listen effectively
a. Listening is different to hearing
b. Listen to the voice of team, not only manager

14. What does the manager should know:
• Managerial control has nothing in common with investigations or
revisions.
• Correctly organized control gives the employee a feeling of safety.
• Formal control is useless.
• Control caused by mistrust leads to resentment.
• The conclusions shouldn’t be hidden
Delegation
and control

15. Control golden rule
By default, the specialist delivers the work, which he
believes is 100% ready, unless otherwise was negotiated.

16. Reverse delegation:
how to prevent it?

17. Technique of
“6 questions to the employee”
1. What is the core of a problem?
2. What are the consequences ?
3. What restrictions are there to solve the
problem (time, money, power and so on.)?
4. What options are there?
5. What option is the best?
6. Why? Argument your choice.

18. The tasks that can not
be delegated
1. Goal-setting, decision-making on development policies
2. Results control
3. Recruiting and building a team
4. Employee performance appraisals
5. Tough decisions

19. Don’t do it yourself delegate
– you choose where “don’t” should be put

20. Delegation
AB@NewMediaServices.com.au