Effective Delegation.

Delegation is the partnership of authority and not responsibility to another person to carry out specific
activities. It is one of the core concepts of management leadership. However, the person who delegated
the work remains accountable for the outcome of the delegated work. Delegation empowers a subordinate
to make decisions. It is a shift of decision-making authority from one organizational level to a lower one.
Delegation, if properly done, is not abdication. The opposite of effective delegation is micromanagement,
where a manager provides too much input, direction, and review of delegated work. In general, delegation
is good and can save money and time, help in building skills, and motivate people. Poor delegation, on
the other hand, might cause frustration and confusion.

Delegation is one of the most important management skills. These logical rules and techniques will help
us to delegate well. Good delegation saves our time, develops people, grooms a successor, and motivates.
Poor delegation will cause frustration, demotivates and confuses the other person, and fails to achieve the
task or purpose itself. So it's a management skill that's worth improving. There are some simple steps to
follow to get delegation right, with different levels of delegation freedom.

Effective delegation is crucial for management and leadership succession. For the successor, and for the
manager or leader, the main task of a manager in a growing thriving organization is ultimately to develop
a successor. When this happens everyone can move on to higher things. When it fails to happen the
succession and progression becomes dependent on bringing in new people from outside.

The first steps of successful delegation are defining the task. There are many types of project to carry out.
So we need to define how our project was. Define whether it is major event, or minor event or how the
event was is. Secondly is selecting the individual or team. We need to select our team for the some work
or department of work. So that the jobs will be smooth and easy. Thirdly is assessing ability and training
needs. By the training of the team, they will be more confident and ready to do their job. Next is explain
the reasons. We can explain why the job or responsibility is being delegated. Also the relevance of the
choosing the delegation. After that, state required results. State what we must achieve so that they are
clear with the objectives. Make sure team know how to intend to decide that the job is being successfully
done. Consider resources required like discuss and agree what is required to get the job done. Consider
people, location, premises, equipment, money, materials, other related activities and services. Then, we
can agree deadlines. It will state about when the job finished must, or review date, reports due and many
more. Supports and communicate also important in this stage. Think about whom else needs to know
what's going on, and inform them. Involve the other person in considering this so they can see beyond the
issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the
person about any awkward matters of politics or protocol. Last but not least is the feedback on results of
the delegation. It is essential to let the person know how they are doing, and whether they have achieved
their aims. If not, we must review with them why things did not go to plan, and deal with the problems.

Delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom
that can be conferring on the other person. The more experienced and reliable the other person is, then the
more freedom we can give. The more critical the task then the more cautious we need to be about
extending a lot of freedom, especially if the job or reputation depends on getting a good result. Take care
to choose the most appropriate style for each situation. For each example the statements are simplified for
clarity, in reality you would choose a less abrupt style of language, depending on the person and the
relationship. At the very least, a "Please" and "Thank you" would be included in the requests.

It's important also to ask the other person what level of authority they feel comfortable being given. Why
guess? When we ask, we can find out for sure and agree this with the other person. Some people are
confident. It's our responsibility to agree with them what level is most appropriate, so that the job is done
effectively and with minimal unnecessary involvement from the team. Involving the other person in
agreeing the level of delegated freedom for any particular responsibility is an essential part of the
'contract' that we make with them.

These levels of delegation are not an exhaustive list. There are many more shades of grey between these
black-and-white examples. Take time to discuss and adapt the agreements and 'contracts' that we make
with people regarding delegated tasks, responsibility and freedom according to the situation.

Be creative in choosing levels of delegated responsibility, and always check with the other person that
they are comfortable with the chosen level. People are generally capable of doing far more than what we
imagine.

The rate and extent of responsibility and freedom delegated to people is a fundamental driver of
organizational growth and effectiveness, the growth and well-being of the team, and of own development
and advancement.

Delegation is not about getting someone to do exactly what we want in the way that we would have done
it. Delegation is about getting someone to achieve the outcome we need and what we want in a way that
they decide is best.

Often if we delegate to the right person, who is excited, motivated or an expert in the work we have give
them, the outcome and the process of achieving the outcome may be better than if we did it ourselves.
Delegation can sometimes be a major challenge for new managers to learn because they are concerned
about giving up control or struggling to have confidence in the abilities of others.

As a conclusion, effective delegation is important because by the effective delegation the project can
happen smoothly and carry as much crowd. When the project happens smoothly, the project is successful
and carried win-win situation to all of the team.
References

http://www.sportandrecreation.org.uk/smart-sport/board-new/committees/delegated-tasks-and-
operations

http://www.businessballs.com/delegation.htm