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Assignment of Research Methodology

On
The Art of delegation

Submitted to: Submitted by:

Mr. Chander Shekhar Hunny Sharma
Dogra MBA(RR1002)
Roll no.-A29
Regno.11004369
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Contents:
1) Introduction
2) Objective of study
3) Emergence of delegation
4) Methodology
5) Literature of review
6) Steps in delegation
7) Delegation Stressors
8) Consequence of poor delegation
9) Conclusion
10) Reference
11) Bibliography
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The Art of Delegation

Introduction :
Delegation underpins a style of management which allows your staff to use
and develop their skills and knowledge to the full potential. Without
delegation, you lose their full value.

As the ancient quotation above suggests, delegation is primarily about

entrusting your authority to others. This means that they can act and initiate
independently; and that they assume responsibility with you for certain tasks.
If something goes wrong, you remain responsible since you are the manager;
the trick is to delegate in such a way that things get done but do not go
(badly) wrong.

Delegation is a skill of which we have all heard - but which few

understand. It can be used either as an excuse for dumping failure onto
the shoulders of subordinates, or as a dynamic tool for motivating and
training your team to realize their full potential.

Delegation:

“The act of delegating, or investing with authority to act for another”

OR….
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“the distribution of responsibility and authority to others while holding

them accountable for their performance.”
Objective of study :

 Why delegation is so important?

 How new leaders is formed?
 To develop new leaders and how to build new skills
within the group
 How to supervised a subordinate performance?
 To use skills and resources already within the group
 To get things done To prevent the group from getting too
dependent on one or two leaders
 How to become more powerful as a group
 How delegation helpful to everyone to feel a part of the
effort and the success?
 To know that how Group members feel more committed
if they have a role and feel needed

Emergence of Delegation :

To enable someone else to do the job for you, you must ensure that:

• they know what you want

• they have the authority to achieve it
• they know how to do it.
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These all depend upon communicating clearly the nature of the task,
the extent of their discretion, and the sources of relevant information
and knowledge.

Methodology

In the research paper

1) data : primary data is the first hand data which is collected by the
person itself. Person may collect it by observation. Different type
of Interviews, hidden observation are some source of information.
2) Secondary data :Secondary data is 2nd hand data which is used to

come at solution and analyzing the problem. study articles,

journal, internet, books, newspaper Primary .
3) etc are used to extract the useful information.

During my study, supporting data is collected from internet.

Review of literature

1) The Art of delegation :

On aug 2010,Acc . to rechard branson , when we went from one

company to two companies, we realised we couldn’t everything
ourself had to learn the art of delegation and try to find people who
are better than us run the companies – that wasn't that difficult.
Also, finding people who are more managerially-inclined rather than
entrepreneurially-inclined was important.
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2) Art of Real Delegation

Hanging on and Letting Go: The Art of Real Delegation

Publication: January 2008

Publisher: Blackhall Publishing

Author : Tom McConalogue

Acc. to tom McConalogue , McConalogue understands that

getting the very best from staff is not just about giving them
more tasks; it is about letting go of real responsibility for
results.

‘Trust is critical in delegation. In the absence of trust you

never let go of responsibility.

3) Art of delegation :

Wednesday, Dec 14, 2005

Author : BINDU SRIDHAR

`THE BIGGEST problem with delegating a task', rues a long-suffering

manager, `is that it turns out looking very different from what I had in mind.
he biggest problem with managers who delegate a task', counters an afflicted
employee, `is that they are not clear about what they have in mind!

4) Dixon, N. M. (1992), Organizational learning :

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Human Resource Development Quarterly, 3: 29–49.

Acc. to. Dixen ,Organizational learning refers to learning at the system

rather than individual level. The changing nature of work, global
competitive challenges, and everpresent change require that human resource
professionals focus on this higher level of learning. The literature on
organizational learning can be classified into five areas: information
acquisition, information distribution and interpretation, making meaning,
organizational memory, and information retrieval.

5) Effective delegation:
Author : kandii6
Date 05/14/2006

. Delegation of authority is a person-to-person relationship requiring

trust, commitment, and contracting between the supervisor and the
employee. Good delegation skills saves the supervisor time and
energy to perform at a higher level, maintains and builds others'
esteem and skills, and gets more work done in less time.

6) Leadership Competencies:

Knowledge, Skills, and Aptitudes Nurses Need to Lead Organizations

Effectively

Diana S. Contino, RN, MBA, CEN, CCRN

Diana S. Contino is the owner of Emergency Management Systems, Inc,

in Laguna Niguel, Calif, and a consultant with MedAmerica.
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She is experienced in applying profiling tools, establishing collaborative

relationships between nurses and physicians, and eliminating barriers
between nurses and financial professionals.

7) Delegation:
References Blair, GM, The Art of Delegation, IEE Engineering Management
Journal, vol. 2, no. 4, pp. 165-169, Aug 1992

Acc. to author, The primary reason to delegate tasks is to get the work done.
The manager must be wise enough to know that he or she cannot be
everywhere and do everything

Communication is a major component of successful delegation. A system of

regular exchanges of information between management and employees
ensure that each party is aware of what others are doing (Blair, 1992).

8) Delegation leadership process:

Author : kmeikle

• Date : 03/05/2006
This research takes an initial step towards exploring the relationship
between delegation, employee development and productivity.
Hypotheses will be tested with data from a sample of 300 employees,
whom will be surveyed. A t-test of two means and a scatter plot will
be used to determine the relationship between the variables. The
probability level will also be used to examine the null hypothesis to
determine whether or not the null hypothesis should be accepted or
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rejected. It is expected that the results will indicate that the null
hypothesis should be rejected.

9) Delegation: Bear Stearns & Co. :

Author: leecy

Date Submitted: 10/01/2005

It is understood that it is impractical for a manager to handle all of the work

of the department directly. At Bear Stearns & Co., in order to meet the
organization's goals, focus on objectives, and ensure that all work is
accomplished, he or she must delegate authority. Authority is the legitimate
power of a manager to direct subordinates to take action within the scope of
the manager's position.

10) Micromanagement and LMX Theory:

Author : White, Richard D., Jr.

Public Personnel Management ,March 22, 2010

LMX researchers conclude that managers who are reluctant to

delegate, and become possible micromanagers, are those that show
a lack of confidence in subordinates' capabilities, see tasks as being
too important to be left to subordinates.A more recent study
concludes that more delegation is more likely when a subordinate is
competent.
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11) The Art of Delegation

A721: Leadership Lessons from Corporate America

9 June 2007

Author :Authorcritical skill to have when managing others. It sounds easy,

but is it? To those that are experienced, this is very true; otherwise it¡¦s very
foreign to others. People, who are not experienced at delegating, develop
many excuses for not delegating. I can relate to this very well because I
have found that I am not comfortable with delegating to others.

12) Leadership – Best Practice

Author : Peter Senge

October 28, 2010

The art of leadership is not just leading a bunch of people through a task or a
project, but helping them realise their own strengths and awaken them to
live their dreams. The impact of the leader’s behaviour creates a bull whip
effect on the follower’s performance.

13 ) Delegation- An Art!!!

October 28, 2010

Author : peter senge

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. In many cases, executives could greatly reduce their stress by practicing a

critical management skill – delegation. It is the key that allows you to spend
more time managing and less time on repetitive, non-essential tasks

14) Task shifting for HIV treatment:

By M Callaghan -2010

Shortages of human resources for health (HRH) have severely hampered the
rollout of antiretroviral therapy (ART) in sub-Saharan Africa. Current
rollout models are hospital- and physician-intensive. Task shifting, or
delegating tasks performed by physicians to staff with lower-level
qualifications, is considered a means of expanding rollout in resource-poor
or HRH-limited settings

15) Rural and remote health journal

By Emryghe on july17,2007

This article presents the result of a literature review examining possible

ways to improve healthcare services in rural areas.

it was found that the development of new forms of interaction is particularly

relevant in rural regions - such as interdisciplinary and team-based work
with flexibility of roles and responsibilities, delegation of tasks and cultural
adjustments.
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16) faculty of school of food,hotal and travel management :

By ND smith – 1992

Art of delegation is the passing of authority to someone who is capable of

doing the task. Person should have enough potential to perform the task
because he will be accountable for their performance.

17) Managing And Delegation

Author: Darlene

Vol.2/aud.qs22

08/02/2005

"Delegation is a process by which a project manager examines the various

responsibilities and tasks at hand, and rather than assuming and completing
those tasks and responsibilities on his/her own, that manager decides to
assign the work to others"

18) Effective delegation:

Author: kandii6

Vol.3/sdd90

Date : 05/14/2006

Delegation can be one of the most critical skills of effective management.

Delegation is the downward transfer of formal authority from supervisor to
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subordinate. The employee is empowered to act for the supervisor, while

the supervisor remains accountable for the outcome.

19) why I suck at delegating :

By Kent fenwick on dated oct27,2010

Delegation is not natural, it's a skill and an art. Some of the most successful
and note worthy people got to where they are due to their ability to let go of
control and delegate.

20) Buck Up and Quit Delegating:

By Anderson Schoenrock, CEO of ScanDigital

Date july13,2008

the art of delegation requires business owners to not only share

responsibilities with their team, but also to pick the RIGHT tasks to
delegate. Often, entrepreneurs are focused on who they’re delegating to and
they lose sight of what they’re delegating - a potentially more important part
of the equation.

21) Delegation & The Leadership Process:

Author: kmeikle

Date : aug16,2006

This research takes an initial step towards exploring the relationship between
delegation, employee development and productivity. Hypotheses will be
tested with data from a sample of 300 employees, whom will be surveyed.
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22) The Relationship between Delegation and Formalization in

the Public Sector

Rudi Kirkhaug. International Journal of Public Administration. New York: Jul

2010.

In drawing on adaptive theory, this article discusses the relationship between

delegation and formalization in the public sector. While traditional and
contemporary views suggest that these concepts are either negatively or
positively correlated, or that they should be balanced, this study
hypothesized that they are dynamically related to each other, and therefore
the relationship would be best described as curvilinear (inverted U-shaped).

23) On a taxonomy of delegation

Quan Pham, Jason Reid, Adrian McCullagh, Edward Dawson.

Computers & Security. Jul 2010.
Delegation, from a technical point of view, is widely considered as a
potential approach in addressing the problem of providing dynamic access
control decisions in activities with a high level of collaboration, either within
a single security domain or across multiple security domains. Although
delegation continues to attract significant attention from the research
community, presently, there is no published work that presents a taxonomy
of delegation concepts and models.

24) Too Much to Do: Four Keys to Effective Delegating

Paul Lemberg. Nonprofit World. Jan/Feb 2008.

Successful delegation is a critical success factor for anyone who wants to be

an effective leader. Lack of good delegating skills can be a real show
stopper. Here are the four keys to successful and effective delegation: 1.
Give the job to someone who can get it done. 2. Communicate your
conditions of satisfaction. 3. Work out a plan. 4. Establish a feedback loop.
Create some pre-defined mechanism to keep you informed and to give your
delegate a way to seek guidance. When you delegate, you're still accountable
for the results. You're asking someone else to do the work, but it's ultimately
your work.
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25) Measuring Delegation

Robert L Brown. The Review of International Organizations. Jun 2010.
Principal-agent analyses of delegation to international organizations have
advanced our understanding of international cooperation through
institutions. However, broader tests of why and when states delegate are not
possible without a clear means for objectively identifying and measuring
delegation. This paper develops a metric for delegation based upon the
services the agent provides to its principals and the resources and autonomy
it has to provide those services. This numerical metric is continuous and
generalizable to a wide variety of principal-agent relationships

Steps in Delegation :

Most employees want more responsibility...Here's how to give it to

them.

I –Introduce the task

D-Demonstrate clearly what needs to be done

E-Ensure understanding

A-Allocate authority, information and resources

L-Let go

S-Support and monitor

1) Introduce the Task :

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 Determine task to be delegated

 Determine tasks to retain
 Select delegate

a) Determine task to be delegated :

 Those tasks you completed prior to assuming new role

 Those tasks your delegates have more experience with
 Routine activities
 Those things not in your core competency

b) Determine tasks to retain :

 Supervision of subordinates
 Long-term planning
 Tasks only you can do
 Assurance of program compliance
 Dismissal of volunteers/members/parents, etc.

c) Select delegate :

 Look at individual strengths/weaknesses

 Determine interest areas
 Determine need for development of delegate

2) D-Demonstrate clearly what needs to be done :

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 Show examples of previous work

 Explain objectives
 Discuss timetable, set deadlines

3) Ensuring Understanding :

 Clear communication
 Ask for clarification
 Secure commitment
 Don’t say no for them
 Collaboratively determine methods for follow-up

4) Allocate…
authority, information, resources :

 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

5) Let go…

 Communicate delegate’s authority

 Step back, let them work
 Use constrained access
 Don’t allow for reverse delegation
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6) Support and Monitor :

 Schedule follow-up meetings

 Review progress
 Assist, when requested
 Avoid interference
 Publicly praise progress and completion
 Encourage problem solving
 Review progress
 Assist, when requested
 Avoid interference
 Publicly praise progress and completion

 Encourage problem solving

Delegation Stressors :

1) Loss of control?

If you train your subordinates to apply the same criteria as you

would yourself, then they will be exercising your control on your
behalf.

2)Too much time spent on explaining tasks :

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The amount of time spent up front is, in fact, great. But, continued
use of delegation may free you up to complete more complex tasks
and/or gain you some time for yourself.

3)Compromising your own value :

By successfully utilizing appropriate delegation, your value to the

group/organization will grow at a greater rate as you will have more
time to do more things…….

3) Practice Makes Perfect :

It gets easier the more you do it

You become more familiar with your delegates

Flow-through task delegation

Consequences of poor delegating :

 Information and decision-making not shared by the group

 Leaders become tired out
 When leaders leave groups, no one has experience to carry on
 Group morale becomes low and people become frustrated and feel
powerless
 The skills and knowledge of the group/organization are
concentrated in a few people
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 New members don’t find any ways to contribute to the work of

the group.

“The secret of success is not in doing your own work but in recognizing
the right [person] to do it.”

Conclusion : so art of delegation is the passing of

authority from one person to another person. Before
delegation we have to ensure that the person to whom
we are delegating authority, capable enough to
understand his duty and expectation. Superiors clearly
tell the subordinate the exact purpose of delegation.

Reference :

a) www.rrh.org.au/articles/subvieweuro.asp
b) mgv.mim.edu.my/MMR/0206/frame.htm
c) oppaper.com

d) slidesharing.com
e) www.virgin.com/richard-branson/blog/the

f) www.citeman.com/11532-leadership
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Bibliography :

a) www.Google.com
b) www.googlescholar.com
c) www.yahoo.co
d) Stephen p robbins
e) www.proquest.com
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