what is deligation in an organisation?

Question

what is deligation , who deligate and how deligate.give examples.

Answer 1

My answer is simple with the analogy of a big cake. It is taking a cut of the cake, then allow the subordinate to take their shareof the cake according to finish the cake. In this way, the job is share by all for completion.

To delegate well, there has to be clear instruction and the relevant skill to complete the task. Only with the responsibilities, there is accountability through feedback and outcome.

Answer 2

Deligation

Answer 3

Delegation is the process by which one person gets other people to do the work of the entire organization because that one person cannot do it all by themselves. A team leader might delegate certain people to do particular parts of a project because those people are particularly good at graphic arts, or power point, or writing. It's the same as in a family when parents delegate certain jobs to the kids according to their abilities. A 5 year old can't mow the lawn but may be able to feed the pet. A 12 year old may not be able to mow the lawn by themselves but they are able to rake or pull weeds. In delegating the secret for the person in charge is to find the right person for the right job so everyone is a part of getting the project done.

Answer 4

Delegation is the preferred approach to managing and coaching people who have high skill and high will to complete the specific task at hand.

Why Delegate?

At a certain point, there are just too many facets to running a successful business to continue doing it alone. In an increasingly complex business environment, with all the trends affecting business today, such as globalization, the information technology explosion, strategic alliances, increased mergers and acquisitions, heightened competition, and higher expectations of nearly every customer, it just isn't possible to still be that one person in control of everything. Bringing in others to manage is an absolute necessity for survival now.

Owners and managers should concentrate on the activities they do that bring the most value to their organization. You must perform only "essential activities" that give the company its competitive advantage over other companies in the industry. Learn to do less and manage more.

The delegation task is in finding the right persons and giving them the right work. The sheer volume of management responsibilities necessitates delegation. Always drop unnecessary work altogether; concentrate only on the tasks that nobody else can do. Necessary tasks that can be done by others should be delegated.

Often the need to delegate is sparked by rapid business expansion, particularly as a result of acquisition.

How to Delegate?

Resist the temptation to keep tasks to yourself as a means of control or a demonstration of power. Be a leader rather than a mentor.

The first step is to recognize when it is time to delegate. Then determine what to delegate, how, and to whom.

To help you define and allot tasks, including your own, ask yourself three of Peter Drucker's questions:

What am I doing that does not need to be done at all?

What am I doing that can be done by somebody else?

What am I doing that only I can do?

Delegating responsibilities to those you trust would free you to focus on what you are best at. Promoting from within is a valuable tool for retaining and motivating your people. However, if current employees don't have the skills your business needs, don't hesitate to hire someone who does. It often makes sense to search for someone who can immediately add value to your management team as well as transfer some of his or her skills to others in your organization.

The Secret of Successful Delegation

Explain the task, tell your people what should be done, but don't tell them how. "This is the secret of successful delegation. When you tell somebody exactly how you want a task carried out, it removes any creativity. It becomes completely boring, there is no challenge and they do not have to develop in any capacity whatsoever."

Using the Skill/Will Matrix

If you assigned a task to someone and the job does not quite get done well enough, one of the most likely reasons is that:

you have delegated the task to someone who is unwilling - or unable - to complete the job, and have then remained relatively uninvolved or 'hands-off', or

you may have been too directive or 'hands-on' with a capable person who was quite able to complete the assignment with little assistance from you; you just ended up demotivating him/her.

Consequently, whether you are managing, or leading, or coaching, it is critical to match your style of interaction with the coachee's readiness for the task. The Skill/Will Matrix will help you do this...
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