DELEGATION: HOW TO FORM THE HABIT

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DELEGATIONHOW TO FORM THE HABIT
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MOST MANAGERS BELIEVE THEY SHOULD DELEGATE AND
ARE CONVINCED THEY DO DELEGATE.

• MOST MANAGERS THINK THEY KNOW WHEN TO DELEGATE.

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WHY SHOULD YOU DELEGATE?

• Delegation lends to increased efficiency
• In the long run
• In crisis situations
• (failure may lead to managerial failure and
  burnout)

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WHY SHOULD YOU DELEGATE?

1. Judged by what your unit does.
2. Enables you to have time for thinking, planning,
   and communicating.
3. Enables you to assume greater responsibility from
   administration.
4. Professional growth.

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DONTS OF DELEGATING

1. Dont delegate to the extent you are frequently
   having to take back authority.
2. Dont delegate responsibilities without allowing
   freedom to use initiative and without
   proportionate authority.
3. Dont allow subordinates more freedom of action
   than his/her ability or experience can justify.
4. Dont delegate responsibility and then make
   advance decisions.

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DONTS OF DELEGATING

1. Dont criticize your subordinates so frequently
   that he/she finds it safer and easier to go back
   to you for the decisions.
2. Dont delegate authority and then constantly
   check up on the person to see how he/she is
   getting along.
3. Dont give too little information to keep your
   subordinate coming back to you.
4. Dont appear to be delegating when you are only
   getting rid of routine.

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STEPS IN DELEGATION

• Analyze work expectations.
• List of duties you perform.
• Establish a priority order of tasks for
  delegation.
• Delegate a single function.
• Determine operating instructions and authority.
• Select the appropriate person.
• Instruct and motivate the person.
• Maintain reasonable control.
• Integrate the habit of delegation into
  departmental and employee activities.

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COMMON TIME WASTERS

1. Scheduling too much time for a task.
2. Being overwhelmed by the amount of work and
   conflicting demands.
3. People have a tendency to procrastinate doing
   things that they do not like or want to do.
4. Fear of losing control, or fear that it will not
   be done right if someone else does it are two of
   the biggest reasons underlying supervisors
   failure to delegate.

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COMMON TIME WASTERS

1. Lack of plans, objectives, goals, and priorities
   on a daily, weekly, monthly, and longer periods.
2. Poorly defined or ambiguous plans, goals,
   objectives, priorities.
3. Poor organization of thoughts and activities.
4. Fear of loss of status, prestige, and even ones
   job are significant causes of wasting time.
5. Inability to say NO.

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COMMON TIME WASTERS

• Poor habits are another major time waster.
• Too many interruptions.
• The telephone is a very useful instrument for
  communication, but it is also a major source of
  interruption and time wasting.
• Many supervisors who have offices keep their door
  open all the time.
• Time is often wasted by too much socializing.

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COMMON TIME WASTERS

1. Receiving and reading unnecessary mail.
2. Meetings on the job are a fact of life. While
   some meetings are essential, many are
   unnecessary.
3. As has been shown consistently by various tests
   and observations most people are poor readers. A
   poor reader wastes time because he reads slowly
   and is slow to comprehend what he has read.

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COMMON TIME WASTERS

1. Failure to measure and assess how time has been
   spent is another time waster.
2. Indecision is another time waster.
3. Wasting time attending to details that could be
   handled by others or should be disregarded.

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COMMUNICATION AS A MANAGEMENT FUNCTION

• Communication as a management function is a
  conscious effort to shape (maintain and/or
  change) the behavior of employees through the
  assembly, interpretation, and transmission of
  information (ideas, feelings, facts, and
  thoughts) in the attainment of unit and
  organizational goals.

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OVERVIEW

• Over 80 percent do it only 5 percent believe in
  it.
• Become conscious of your existing management
  skills so you can consciously practice better
  ones.
• Develop a managerial lifestyle
• Situational leadership
• Depersonalize process and personalize
  implementation

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ASSERTIVE BEHAVIOR

• That behavior which enables a person to act in
  their own best interests, to stand up for
  themselves without undue anxiety, to express
  their honest feelings comfortably, or to exercise
  their own rights without denying the rights of
  others. (Alberti Emmons, 1974)

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ASSERTIVE BEHAVIOR IS DIRECT, HONEST, AND
APPROPRIATE
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OBJECTIVES OF ASSERTIVE BEHAVIOR

1. Saying whats on your mind.
2. Being reasonable but persuasive.
3. Taking responsibility for your actions.
4. Coming to the point.

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By virtue of your position, you have a right to
express yourself without fear of alienation.
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AIMS OF ON-THE-JOB ASSERTIVENESS

1. Putting you in an active orientation.
2. Increasing your ability to do your job.
3. Controlling anxiety.
4. Developing good interpersonal relations.
5. Maneuvering through the system.