MODULE 10

DELEGATION AND
STAGES OF TEAM
DEVELOMENT
 What is
Delegation?

◉is defined as the process by

which
a manager assigns and transfer
duties, authority and
responsibility
to his or her subordinates.
◉delegation occurs among
colleagues of the same rank, when
ever necessary and appropriate.
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WHY DELEGATE?
◉ Delegation is empowering others to get the job done.
◉ It develops among employees and subordinates a greater
sense of participation, commitment and ownership of their work.
◉ It benefits managers and executives because it saves them time
to accomplish their tasks, enabling hem to focus their attention
to other demanding tasks.
◉ Employees gain new experiences through delegation, therefore
they become candidates for promotion, career development and
succession planning.
◉ Delegation benefits the entire organization.
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How
should a
manager
delegate?
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Assignment and Transfer of Duties

The delegated task must satisfy the following SMARTER
indicators: S-
specific
M- measurable
A-attainable
R-realistic
T-time bound
E-ethical
R-recorded

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 SPECIFIC
Delegating a task requires communication between two individuals. A
manager should give clear instructions to his or her employee in a
language or form that the latter could fully understand. Using jargon
unfamiliar to the employee would only confuse him or her. If possible, after
giving the instruction, the manager should request the employee to repeat
the instructions to make sure that he or she understands the details. In
general, a safe rule is that the new task to be delegated should be similar
to the tasks already performed by the employee. In that way, the employee
already knows how the new task being delegated is done. Aside from a
familiar task, managers should also delegate tasks that will encourage the
development of new skills and new experiences in their employees. These
kinds of tasks will help employees to professionally advance in their
career. In giving out tasks that are unfamiliar to an employee, the manager
should make sure to give out clear procedures.
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 MEASURABLE
A manager must ensure that he or she
clearly
explains to the employee any quantitative or
qualitative features or indicators that are
expected of
the delegated task or output. In this
way, the
employee knows exactly the level of effort
and
quality features that he or she should put to
accomplish
the task or produce the output. There should also
be clear indicators how a delegated task should
 conform to. Indicators of performance may pertain to
volume, attractiveness, conciseness, neatness, and
other desired characteristics for the task.

ATTAINABLE
A manager must know the skills and
capabilities of
the employee to determine if he or she can
successfully
perform the delegated task. The
process of delegation becomes futile despite
giving out
clear instructions about the delegated task if
the
employee is not capable to carry out the task. Another
consideration is the time and resources available to the
employee to complete the job. The manager must allow
reasonable time for the completion of the task. He or she
must also provide the resources required or
ensure the
employee’s access to these resources for the
accomplishment of the task.

REALISTIC
A manager must ensure that the delegated task
is a
realistic one, and not something ideal that came out
from his or
her imagination. A manager, therefore, must be able
 to
distinguish if he or she is being realistic in delegating a task, or
merely consumed with idealism that would set impossible
standards for the employee. The manager must ensure that his
or her delegated task can be performed within the existing
condition where the employee find himself or herself in. If
additional persons or resources are required to accomplish the
task, then the manager should provide the persons or
resources. Being realistic recognizes the limitations set for the
task, and prepares for practical strategies to help the employee
overcome those limitations.
.

TIME BOUND
 A manager delegating the task must
specify the
time and date for it to be completed. The
amount of
time must be reasonable enough for the
task to be
accomplished in the desired way of the
manager.
Should there be a need to adjust the time
within
reasonable grounds and within the
acceptable
boundaries, the manager must be flexible
and
described the time frame with the employee.
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ETHICAL
A manager delegatinga task must reflect on
any ethical
issue involved in accomplishing the task. He or
she should be
guided by moral and ethical principles when
delegatinga
certain task to his or her employee. Any potential
issue on
what is right and what is wrong must be clearly
discerned in
the manager’s mind. Asa leader, the manager
must bea
model of ethical conduct for his or her employees. The overall
objective of the delegated task should not be detrimental to
the employee, to other persons, to the company, and to the
 public. It should be within the confines of law and governing
rules in ethics. The delegated task should not become an
abuse of authority of the manager, which could happen when
the employee is asked to commit something unlawful or
unethical.
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RECORDED
A manager must ensure proper
communication with the employee in a manner that can
be recorded for documentation purposes. Using office
emails and writing memos are effective avenues for
recording that specific task is delegated to an
employee. The written documentation of the task would
be useful to the employees because he or she can
easily refer back to the document any time while
accomplishing the delegated task. The document is
also an evidence of trust of the manager on the skills of
the employee, which may be later shown as a tool for
possible job promotion.

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Assignment and
Transfer of
Authority
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 AUTHORITY
◉Authority refers to the power and
right
offered to a person to allocate
resources,
make decisions, issue orders, or sign
documents by virtue of his or her
position.

◉A manager given with authority

must
know the limits of his or her authority.
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Upon giving and delegating

authority, the manager must
understand the following:
◉ RESPONSIBILITY
◉ ACCOUNTABILITY

◉ RELEASE
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RESPONSIBILTY
◉ This refers to the duty of a person to
complete the task
assigned to him/her.
◉Easy level of authority given to a person
must be
accompanied with an equal amount of
responsibility.
◉Therefore when the managers transfers
authority to an
employee to do task, the employee is fully responsible
for completing the task.
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ACCOUNTABILITY
◉Accountability pertains to the duty of a person to
give an
account for any deviation or discrepancy between
what was
expected of the task from the beginning and what
was actually
resulted from the end. Thus it is important to
emphasize that a
manager is still overall accountable for the
delegated task.
◉Accountability remains at the top management
or the
manager.
◉When the manager delegates a task to an employee or
subordinate , he or she only transfers authority and
responsibility to the employee but not the accountability.

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RELEASE
◉ Pertains to the managers capability and mindset
to
learn how to “let go” of some of their non major
tasks by
delegating them to their qualified staff. The
transfer of
authority to the subordinate sometimes may not be
an
easy thing to do for some managers out of fear
 that their
power and control over resources in the office would
reduce or may even disappear.
◉ A manager must note that the unwillingness to
delegate is generally considered a management failure.

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Stages of a Team Development

Team complementary skills 19

to achieve a common Task Team

purpose
It is a group of A small group of people with
organized to bring different skills working together
together and are
accountable to each other in Occurs when members of a accountability and achieve
achieving their common goal. team accept their joint their desired goal.
responsibility and
Team Work
Teams may be classified into:
Teams for Teams for ies
for
functional unit leading groups leadin
These teams belongs g their
to the different These organization and its
departments or groups teams mem
within an organization. are bers.
In a company the peopl Thes
perform tasks in e e
production, marketing, with comp
formal osed
finance, accounting and
respo of
human resources
nsibilit teams
management.
from CEO’ Teams for advisory
top s . It
purposes
mana also
geme includ
nt es
(CEO middl These teams are set up to analyze
) and e problems and propose
senior mana recommendations to address
mana gers those problems. They operate
gers and within a target date to finish their
duties and may be disbanded once
report super they complete their assigned
ing to visors tasks.
.

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STAGES OF TEAM DEVELOPMENT

Having completed ADJOURNING PERFORMING NORMING The members know their
their goals , the group breaks up. individual task and they
start to compete with each
STORMING FORMING other. They argue about
actions to take . Conflict is
Group members begin to be
cooperative. They turn their focus The group matures and very visible.
on group goals. They have handles complex problems Members of the team starts to
established norms and agreed and challenges. They fullu know each other. They are
ways for doing things. They start fucntion as a team. They get courteous and formal with each
performing as a group. successful results. other . They begin to identify and
clarify their task.

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ACTIVITY 5
Answer the following questions and write it in
your Activity Notebook Two:
1.) What is the purpose of delegation in every organization?

2.) A manager must follow up the progress of the delegated

task that his or her subordinates have been given. In case
one of the assigned staff members commits an error while
doing the task, should the manager give up delegating
tasks to the staff memberin the future? Why did you say
so?

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