Delegation is the transference to others of the authority and responsibility for carrying out certain tasks. Successful delegation implies that those to whom the tasks are delegated;

    * Know what it is what they have to do
    * Want to achieve it
    * Have the means to achieve it
    * Have the ability to achieve it

WHAT IS AUTHORITY?

In any organisation there is a degree of formal authority which goes with the job. A subordinate expects their boss to have a wider knowledge, wield a greater influence, and carry more weight than they do themselves. At the same time, there is an added dimension to authority which is invested in the person themselves which we call leadership.

The effectiveness of authority in a business situation depends, therefore, on the extent to which it is accepted by the people over whom it is being exercised.

WHAT IS RESPONSIBILITY?

Literally it means answerable or accountable (to another for something). A subordinate to whom a task is delegated is, therefore, accountable to their boss for the successful performance of that task. The overall objectives of the organisation cannot be delegated. They must be split up and new responsibilities or obligations created at every level in the organisation.

WHY DELEGATE AT ALL?

In a very small organisation the person who created the firm will have staff to help them carry out some of the tasks. Frequently they tend to keep decisions to themselves. As the company grows, this method of delegation is likely to be less and less effective. Every decision - even in the smallest matters - has to go right up the line.

A decision is more effective the closer it is made to the point where it is to be carried out.

WHAT SHOULD A MANAGER DELEGATE?

Those things that a subordinate can do:

    * Better than themselves. Special skills should be used.
    * More cheaply in terms of time and wages cost.
    * As part of their training.
    * As a real part of their job.

WHAT SHOULD A MANGER NOT DELEGATE? The things that only they can do:

    * Overall policy and planning
    * Selection, recruitment, training of immediate subordinates
    * Promotion and appraisal of immediate subordinates.

THE STEP BY STEP TECHNIQUE TO SUCCESS

Analyse the task(s)

• Is it delegateable?
• Is it worth delegating?
• How does this task need to be performed to be successful?
• What time factors are involved?

Analyse the person -do they have the correct:

• Ability - Now?
• With training?
• Attitude?
• Work Load (Do they have the time?)

Decide on the monitoring system

Communicate totally - Sell the task

Train (If necessary)

Start/Action

Monitor and evaluate

Be prepared to act and support

Thank and praise the performer

SUMMARY

Delegation involves transferring to others the right and duty to perform certain tasks to certain standards. It is successful when subordinates have the personal qualities and competence to carry out the tasks. Decisions should be taken as close as possible to the point where they will be carried out.

The moral right of the author, Jonathan Farrington, has been asserted. All rights reserved. This publication or any part thereof may not be reproduced or transmitted in any form or by any means electronic or mechanical including photocopying, recording, storage in an information retrieval system or otherwise, unless this notification of copyright is retained.

Jonathan Farrington is a business coach, mentor, author and consultant, who has helped hundreds of companies and thousands of individuals around the world achieve their full potential and consequently, optimum performance levels.

Prior to setting up his own consultancy, Jonathan earned his spurs succeeding in some of the most demanding and competitive market sectors. Challenging assignments took him from the Middle East and Africa to Europe and the USA, providing him with the opportunity to work with a number of the largest and most successful international corporations including: - IBM, Wang, Legal and General, Andersen Consulting, Litton Industries and The Bank of Tokyo.

In 1995, Jonathan formed jfa with the primary objective to deliver unique leadership and sales team development programmes to both the corporate and SME sectors. Since then, he has authored in excess of three hundred skills development programmes, designed a range of unique and innovative process tools and written extensively on organisational and sales team development. www.jonathanfarrington.com

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