N5 Entrepreneurship
3.3 Creating a delegation environment The conditions for effective delegation are:
1. Absoluteness of accountability
If tasks are delegated to a subordinate, that person can in turn delegate it to his/her subordinates. The important aspect is that the subordinate to whom you originally delegated the task stays accountable to you for the successful completion. If this is not accepted, it implies that you as the manager will have to find the new delegatee and make sure that the job is done. This is not practical.
Activity 8 1. Use any incident where a task was delegated to someone and it went wrong. 2. Identify the pitfalls of delegation and indicate how they can be avoided.
2. Unity of command This principle states that each subordinate is accountable to one manager only. It prevents confusion about the importance of different tasks for different managers. Such a subordinate will receive tasks from the same person to whom he/she is accountable.
3. Exception principle Management by exception implies that you as a manager are only informed about delegated work if a problem exists. The saying that no news is good news applies here.
Suggestions for effective delegation
1. Determine objectives When assigning a task to a delegatee, objectives must be determined, understood and stated clearly. Since delegation is result driven, be very specific about the outcome or result to be achieved.
2. Grant sufficient authority It is best to delegate the entire job to one person. This creates a better understanding of the job. Furthermore, the satisfaction of completing a whole job can be highly motivational.
3. Select delegatee carefully Care must be taken when deciding to whom the task must be delegated. The subordinate’s strengths and weaknesses must be taken into account. Also, some workers don’t like additional responsibilities. Delegation can also be used to train an employee for promotion. Choose the person accordingly.
4. Establish necessary controls Delegation does not mean abdication. You, as the manager, must constantly monitor the process. Providing assistance and taking corrective action form part of this. It serves no purpose to wait until the project is completed only to discover something major has gone wrong.
5. Be a coach and not a player
Managers must remember that they are not supposed to do the work themselves. They probably would like to, but must refrain from doing so. Coach the delegatee where necessary, but don’t become part of it. Rather spend time on quadrant II activities or perform a leadership function.
6. Keep some important tasks for yourself Not all tasks can be delegated. Tasks that involve important negotiations or confidential information cannot be delegated. To keep some challenging and interesting task for yourself is also important to keep you informed and up-to-date.
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