Key Management Skills

Delegating

Prof. Dr. Rogelio Z. Espiritu

Daisy Joyce S. Torres MAED 304
Maed IA
  Delegating refers to sharing or
transferring responsibilities, and
What is typically happens from a superior
Delegating? (or an employer) to a subordinate
(or an employee).
  #1 Efficiency
The  By delegating work to others, the individual is
Importance of transferring work to people whose skills better fit the
Delegating task(s).
 Therefore, it improves the efficiency of the individual
delegating the work and lessens their stress.
  In a case where the delegation of work is to
someone who is not well versed in doing the
task, delegating can play a major role in coaching
#2  and teaching others. It is one important way to
Development help them build new skills.
 1.Gives you the time and ability to focus on higher-
Benefits of level tasks.
Delegating 2.Gives others the ability to learn and develop new
skills.
3.Develops trust between workers and improves
communication.
4. Improves efficiency, productivity, and time
management.
  1. Delegation is a two-way process. It is necessary for both
parties to work carefully and sensitively towards full
delegation of a task.
 2. The delegated task is defined so that both parties are clear
about expected outcomes, time, legal and financial constraints,
and available resources.
Guidelines for  3. Thorough preparation is essential for both parties. At the
Delegating planning meeting there needs to be explicit agreement about
Tasks programs of action, timetables and future monitoring
discussions or meetings.
 4. Regular support and encouragement should be available in
addition to the planned meetings.
 5. The planned meetings are review meetings, reviewing
objectives, progress, limitations, training needs, resources and
future plans.
The Difficulty
in Delegating
Work  There are several reasons as to
why an individual may not want
to delegate work to others:
#1 Delegating
does not
eliminate  Although you give up the responsibility when
accountability you delegate a task, the delegator is
ultimately accountable for the success or
failure of the task. However, transferring the
success to the person who did more of the
work is a good strategy for 
supportive leadership.
  Many people believe that they can do the job
more effectively than others. The sense of
loss of control of the task prevents many
from passing off work to others.
#2 Delegating
results in a
loss of control
  Delegating requires training on how to do the
task. The delegation of work to someone else
requires the manager to mentor and ensure
that the person completes the task. The
delegator may need to spend as much time
teaching the other individual how to do the
#3 Delegating task as to complete the task himself.
requires
mentorship and
time
  Managers who believe that they have responsibilities
which cannot be shared with colleagues (in the case of
headteachers the claim is ‘ultimate responsibility);
 Managers who are concerned about their prestige—if
they are very status sensitive they will ‘hang on’ to tasks
and responsibilities because they convey to colleagues,

Barriers in the governors and parents significant symbols of power and

authority in school.
effectivity of  Managers who demonstrate a lack of confidence and
Delegation trust in colleagues when they are perceived to be
incompetent and poorly motivated.
 Lack of trust is probably one of the biggest barriers to
allowing colleagues to develop new skills through
learning delegated tasks;
 - Managers who feel and say they are too busy and don’t have
enough time and don’t want the hassles of sharing a task or
entrusting a task to someone else.
- Managers who are workaholics and want all the work they
can ‘get hold of’. They are as reluctant to let other people have
parts of their job as they are to have holidays or weekends free
from work;
Barriers in the - Managers who may be unwilling to reduce their workload in
effectivity of case the governors or the headteacher begin to believe that they
Delegation are less essential to the school’s development plan and less
indispensable than they were;
-Managers who feel that nobody else can do the job, or any
part of it, as well as they can and so perceive delegating as being
too risky; managers who believe that they should know
everything and should have a finger in everything that is
happening in their team, department, subject or school.
 There are also
barriers caused
by staff attitudes,  Colleagues who believe that senior and middle
managers should earn their high salaries by doing the
such as: work themselves: ‘managers are paid to manage’;
 Colleagues who have been exposed to autocratic
styles of management for a long time and are
unwilling to change their expectations of senior and
middle management.
  1. ineffective listening skills of both parties;
 2.poor definition of delegated task;
 3.inadequate planning;

A checklist of possible  4.procrastination, so that little has been

causes of breakdown achieved by the deadlines;
includes the following:
 5. lack of training;
 6. too much interference by the delegator;
 7. inadequate supervision by the delegator;
 8.lack of commitment by one or both parties;
 9. lack of trust by one or both parties.
https://corporatefinanceinstitute.com/resources/careers/soft-
skills/delegating/