CORNELIO, MARCO E.

BSME- 1A
MODULE 3 – ASSESSMENT

1. The standard definition of delegation is the transfer of power and accountability

for certain duties, responsibilities, or choices from one person (often a leader or
management) to another. Although that is most likely the definition of the phrase
that people use, other people describe it more specifically. Delegation is not the
same as dumping or waiving one's own accountability. money is more important
to disperse money in a way that best serves the organization's immediate and/or
long-term goals. Work delegation is effective as long as the person doing the
delegation is also effective. Delegation is not the distribution of tasks, as if simply
passing along things from a leader’s personal to-do list (also called leadership
abdication). Most delegated tasks take some time, planning and effort to
complete properly.
2.

a. Directing sets in motion the action of people because planning, organizing, and
staffing are the mere preparations for doing the work. Direction is an aspect of
management that deals directly with influencing, guiding, supervising, and
motivating staff for the achievement of organizational goals.

b. Coaching refers to a method of training, counselling or instructing an individual or

a group how to develop skills to enhance their productivity or overcome a
performance problem. The supervisor is called a coach while the learner is called
the coachee.
c. Supportive leadership is an important and valuable leadership style for
businesses. Not only does it foster positive relationships between employees, but
it also ultimately empowers team members to develop their professional skills
and work well autonomously or with little active management and guidance .
d. Delegation is when managers use their authority to assign responsibility to others
in their workplace, such as their direct reports or co-workers. Delegating tasks is
important because the higher-level strategic planning you're responsible for takes
time and energy.
3. Authority - Delegation of authority is the process of transferring responsibility for
a task to another employee. As a manager, you can typically transfer
responsibility to any of your direct team members. That employee may then
decide to delegate some of those responsibilities among their team members if
necessary. Responsibility - Responsibility refers to the act of carrying out the
specific task, an obligation upon people deemed as responsible. When
delegating a task, the manager and person receiving the delegation share the
responsibility of completing the work. Accountability - always flows upwards; it
is the act of being liable for actions and decisions. Accountability is the obligation
of an individual to report formally to his superior about the work he has done to
discharge the responsibility, and every employee should be held accountable for
jobs assigned to them and be able to complete that job as per the standards set
by the superior.
4. Delegating tasks brings benefits to both the manager and the company as a
whole. Delegating frees up time for the manager, you, to oversee more serious
matters. And because you can now focus more time on more serious matters, the
company can grow. It won't be stuck because some serious matters haven't been
given the proper amount of attention. Also, delegating helps fellow employees
feel more responsible for the business. Having increased trust and engagement
is likely to cause employees to feel a desire for the business to grow and
succeed. When employees are given responsibilities within the company, it also
stimulates their creativity. Because you have entrusted them with a level of
responsibility, they'll likely feel more comfortable expressing their ideas to you.
And these ideas may be just what you are looking for to help grow your business.
5. Step 1. Identify the task - Delegation refers to the transfer of responsibility for
specific tasks from one person to another. From a management perspective,
delegation occurs when a manager assigns specific tasks to their employees.
Step 2. Choose who to delegate the task to - An easy way to determine who to
assign tasks to is by rating team members on their capabilities in relation to
different areas of the work you'd like to delegate. This reduces the time spent
deciding when it's appropriate to lean on each team member's shoulders.
Step 3. Confirm level of interest - When you ask highly motivated employees to
perform a task, they will often be delighted and feel powerful. if they don't show
any interest or just express Lack of interest might be a sign of a more serious
problem with their workload, abilities, or what makes them happy. Ensure their
support and commitment to the project.
Step 4. Clearly define the task - Always start with the end in mind and state your
goals in detail. When describing the intricacies of a work, make sure to
concentrate on the outcome rather than the how-to portion. It is frequently
beneficial to provide broad advice on how they could continue in addition to the
necessary instruction, but be careful It is quite evident that they are in control of
how they achieve their goals.
Step 5. Clarify level of responsibility, authority, and accountability - Specify the
scope of your delegation of duty, power, and accountability. At the start of the
procedure, clearly define these stages. Why should people come to you for
approval and comments, in your opinion? This will change depending on the
individual and the task. Find out if they feel at ease with the degree of power,
responsibility, and resources.
Step 6. Establish timeframes and completion date - Set clear expectations for
when the job will be finished and its various phases. To prevent
misunderstandings or confusion, you might want to consider putting this in
writing. Make sure both of you understand what completion looks like and that
these deadlines are acceptable to both of you. Discuss how much time each day
or week should be allocated to commit to the task. Think about how this new
task's time requirements would affect their previous jobs.
Step 7. Express confidence - Show your staff that you have faith in them. and
their capacity to carry out this work. Usually, people live up to or down to the
demands we make of them. them. one of the most effective ways to construct
Having faith in your team shows that you have high hopes for them. Using
expressions like I am certain that you can do this with hard effort and devotion.
Even though they are quick and straightforward, these statements might be
motivating to the listener.
Step 8. Monitor progress and give feedback - Create a procedure for getting
updates on a regular basis. This makes the worker more responsible. Keep an
eye on things closely so you can respond to queries and make sure the situation
is good, but not near enough for you to be the one making the decisions. Avoid
micromanaging the work since doing so erodes the power you have granted
Step 9. Give credit - Whatever you do, avoid taking credit for your own actions.
As soon as the assignment is over, provide fair credit. Giving praise for a job well
done encourages loyalty and ongoing dedication to future projects. Give public
kudos and acknowledgement for a job well done whenever feasible.
Step 10. Review - Once a task has been assigned to someone and has been
done, pay attention to the outcomes and draw lessons from mistakes. You should
alter your strategy and make adjustments as necessary. once a person has
If someone has accomplished one assignment, ask yourself if they are prepared
for a bigger task.