Is Delegation good or bad?

Delegating functions examples

People do not like to delegate. It is very difficult for us to decide to delegate when we are faced with a task or result. Delegating the task to a person who is better suited to achieve that result than we are, anyone would say that we would be crazy to take the work off our hands, but that is not the case. Instead, all the personal effectiveness literature invites us to do it, the more the better.

Letting someone else do a job that we can do seems to detract from our prestige, or that if the job finally turns out well, the accolades are not for us. We have to avoid working for our ego and do it to achieve the expected results. For that, we must be aware of our capabilities, for the good and for the bad.

For the bad, and in the same way, for one capacity in which we excel, there will be a thousand for which other people surpass us. Let us also take advantage of this so that the result of what we delegate and of the final work also has more value.

When should I delegate?

In principle, delegation is ideal for low-priority or time-consuming issues, since it frees the leader from work and allows him to devote it to more important matters. Tasks that enhance the development and skills of a subordinate should also be delegated.

When should a function not be delegated?

What not to delegate:

Motivation of employees. Tasks of special importance (exclusive category). High-risk tasks. Unusual and exceptional cases.

What does it mean to learn to delegate?

Learning to delegate is vital to be able to focus on your priorities. … Learning to delegate those functions that you cannot assume is vital to be able to dedicate yourself to what you really master or to other issues that are more of a priority and to which you cannot dedicate yourself one hundred percent.

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What to delegate and what not to delegate

Learning to delegate those functions that you cannot assume is vital to be able to dedicate yourself to what you really master or to other issues that are more of a priority and to which you cannot dedicate yourself one hundred percent. Today we give you five key strategies to learn how to delegate successfully.

1. Get rid of fear. Why haven’t you delegated until now? Maybe you have thought about it many times, but you have never had the courage to do it. The first thing you have to do if you want to delegate is to get rid of fear. If you have a good team of collaborators and you trust them, you have nothing to fear. Set yourself short-term goals and apply the rest of the tips below.

4. Delegating does not mean giving up. You must be clear about this. The fact that you have delegated one or more responsibilities to your collaborators or employees does not mean that you can or should forget about them. In fact, the best thing to do is to follow up periodically on the results, impressions and problems that arise along the way. Communication is the key to keeping things running smoothly.

What is delegation and examples?

The verb names the action of entrusting or commissioning something to another person. For example: “I don’t have enough time to do all this: I will have to delegate some procedures”, “A good boss is the one who knows when to delegate”, “I don’t trust anyone, so I don’t plan to delegate this matter”.

What are the effective advantages of delegating functions and timely assignments?

What are the advantages of delegating? Increases employee motivation. When they are given power and autonomy to make decisions and resolve conflicts, employees feel useful and important in the company, increasing their self-esteem.

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Why is it difficult to delegate?

Delegating means losing control

It makes sense. It’s hard to trust other people to do the job as well as you know you do it. This loss of control, which to you seems like it will lead to a lower quality result, is what keeps many managers from delegating work to their peers.

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Let us be clear that what is delegated are objectives, tasks and, in particular, the powers and resources needed to accomplish the mission. Responsibility is not delegated, it is shared, because the person who delegates is and will continue to be responsible for the results of his people. Let us elaborate.

Finally, there is the person who does not want to do what is asked. Here there are two possibilities: we have not sufficiently motivated our subordinate or he/she will never want to do it. In this second case we must evaluate if we are asking for something too unpopular and we cannot delegate it so easily (for example: “Go and fire the 30 oldest workers, don’t tell them why and don’t say it’s from me”). If this is not the case, then it is likely that we do not have the right person, again being us responsible for that.

Hi, my name is Federico but I am better known as Fico. I am passionate about the ability we leaders of private companies have to influence the lives of our workers, their families and society in general. All this through good management practices and good leadership.

Why not delegate?

Who does not delegate can end up overloaded. If you get to divide tasks and point responsible for certain decisions, you stop overworking, reduce your schedule load and stress level.

Why don’t we delegate?

Why don’t we delegate? The main reason why we do not delegate has to do with wanting to be in control, wanting nothing to escape us. It is something very human to have everything under control, in fact it is one of the problems that people who suffer a lot of stress have.

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How to delegate leadership?

In order to delegate it is necessary to choose the right person, make sure he/she has the necessary resources and time, clarify expectations and deadlines, and monitor progress. Delegating brings us great benefits, as it allows us to invest our time in tasks in which we can contribute more value.

To whom to delegate

The art of management (administration) is the ability to delegate work through other people and not only doing the work by oneself. The task of the manager is to be able to think, analyze information, organize, plan, make strategic decisions. Delegating is an absolutely necessary action, because the manager “should not obey the work, but rather the work should obey him”.

Top management often tends to delegate a minimum of authority, arguing that the competence of the staff is insufficient or because of a lack of reliability. Minimal delegation leads to overburdening the manager with current problems. As for the stereotype: “it is easier to do it yourself than to explain”, in fact, explaining to staff and monitoring implementation takes longer than independent execution of the task, but only at the initial stage. With the growing experience of delegating work, staff acquire the necessary skills and quickly reach the level where it is already easier for them to do it.