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DELEGATION LINE AND STAFF
RELATIONSHIP
FROM: RASHIDA FAIYAZMEENAL JAIN
HARSHITA JAIN
ABHISHEK SOHANI
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Delegation How to get others to do your work, so you can get on to
what youre really suppose to be doing.Or
The first rule of management is delegation. Don't try and
do everything yourself because you can't.
The distribution of responsibility and authority toothers while holding them accountable for their
performance
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O b j e c t i v e s o f d e l e g a t i o n Use two-way communication to improve the level of
understanding.
Recognize the steps toward and skills needed for
effective delegation.
Learn the key steps in the control process.
Identify your own strength and limitations in the
process
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D e f i n i t i o n
Appointing a person to act on one`s behalf
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S u c c e s s f u l d e l e g a t i o n Make work easier
Improves efficiency
Increases employee effectiveness
Develops employee
Ensures that the right peoples do the right jobs
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W h y D e l e g a t e ?
To use skills andresources alreadywithin the group
To keep from burning
out a few leaders To develop new leaders
and build new skillswithin the group
To get things done
To prevent the groupfrom getting toodependent on one ortwo leaders
To become morepowerful as a group
To allow everyone tofeel a part of theeffort and the success
Group members feelmore committed ifthey have a role andfeel needed
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I d e a l s i n D e l e g a t i o nI Introduce the taskD-Demonstrate clearly what needs to be doneE-Ensure understandingA-Allocate authority, information and resourcesL-Let goS-Support and monitor
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I n t r o d u c e t h e T a s k Determine task to be delegated
Determine tasks to retain
Select delegate
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D e m o n s t r a t e C l e a r l y Show examples of previous work
Explain objectives
Discuss timetable, set deadlines
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A l l o c a t e a u t h o r i t y , i n f o r m a t i o n ,r e s o u r c e s 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
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L e t g o Communicate delegates authority
Step back, let them work
Use constrained access Dont allow for reverse delegation
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D e l e g a t i o n S t r e s s o r sLoss of control?
If you train your subordinates to apply thesame criteria as you would yourself, then
they will be exercising your control on yourbehalf.
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Process of Delegation of Authority
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Advantages1. it increases the level of motivation of employees.
2. allows for new and innovative ideas from the employees.
3. leads to development of employees' creative and decision
making skills.
4. improved decision quality
5. time saving - we can achieve 10 to 20 times more through
delegation than we can by doing all the work by ourselves.
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D I S A D V A N T A G E S
1. Delegating to the wrong individual.
2. Delegating to someone who has nothing to do with or no pride in your job.
3. Don't delegate if you don't have time to explain clearly and concisely how a task
should be accomplished.
4. Failures result in destroying worker confidence
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L i n e a n d s t a f f m a n a g e r s LINE MANAGERS:
They are directly responsible for achievements oforganizational objectives. In a manufacturing
organization ,production, sales & finance are linefunctions.
STAFF MANAGERS:
These are those who provide support in the formof advise & services to line managers. In aorganization personnel, accounting, purchasing,R&D etc are staff function.
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R e s p o n s i b i l i t y o f l i n em a n a g e r1) Formulation of objectives plans & policies.
2) Making decisions for attainment ofobjectives
3) Providing supervision & objectives
4) Achieving co-ordination & exercising
control
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R e s p o n s i b i l i t y o f s t a f fm a n a g e r1) Advise, help and guide the line manager .
2) Provide specified administrative services.
3) Interpret objectives ,plans and policies.
4) Make best tool available for implementation of
objectives, plans & policies.
5) Help in selection & training of employees.
6) Measure organizational effectiveness.7) Report result to top management & suggest
measure for improvement.
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T y p e s o f s t a f f There are 3 categories of staff in an organization:
1) PERSONAL STAFF
2) SPECIALIZED STAFF
3) GENERAL STAFF
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P e r s o n n e l s t a f f1) Assists a manager in performing his function.
2) Relieve the busy executive of routine work.
3) Engaged in activities such as setting ofappointment for his boss.
4) Prepare his ceremonial or business speeches
5) His duties vary all the way from functioning
as a first class secretary to serving as an alter-ego to the boss in, delicate situations
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S p e c i a l i z e d s t a f f1) Represent functional specialist in areas such
as personal, quality control, purchasing,
accounting, R&D.
2) Provide support to line manager in-charge
of production sales & finance, in form of
expert advice ,guidance & service.
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G e n e r a l s t a f f1) Achieve co-ordination among staff units.
2) In divisionalized corporations there arenumber of staff specialist at the corporateheadquarters, including personnel,industrial engineering, public relations etc.
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L i n e - s t a f f r e l a t i o n s h ip s1) They have interactional and independent
relationship.
2) Line managers are dependent on staff forachieving their goals.
3) Their relationship is based on theirauthority relations.
4) They have advisory relationship.
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L i n e - s t a f f c o n f l i c t1) Conspicuous ambition & individualistic
behavior among staff managers.
2) Dependence of higher staff officers on linefor their incumbency.
3) Vague definition of staff duties.
4) Scarcity of good staff men.5) Mixing staff & operating functions.
6) Disregard by top management.
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R e s o l v i n g l i n e - s t a f fc o n f l i c t1) Recognition of mutual dependency.
2) Clear understanding of staff role.
3) Augmentive use of staff authority.
4) Constructive staff attitude & skills.
5) Emphasis on staff role as team member.
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A n d , f i n a l l y . . The secret of success is not in
doing your own work but inrecognizing the right [person] to
do it.
THANK YOU