delegation
Post on 12-May-2015
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Leadership & Management
The Chain of Command and Leadership Triad
Chain of Command
Both structure and process:Conceptual framework, governs how we functionEstablishes functional relationships
Institution, not individuals in itDefines:
Levels of Decision-MakingLines of AuthorityAreas of ResponsibilityLevels of AccountabilityFlow of information
Chain of CommandEffectiveness determined by:
TrustConfidenceAbility to uphold as an institution
Earned by:Demonstrated abilitiesLoyalty
Ensures everyone is informed and provides support for completion of the responsibility
Naval TraditionNaval Tradition“Special Trust and “Special Trust and
Confidence”Confidence”
With responsibility With responsibility goes authority and goes authority and
with them both goes with them both goes accountabilityaccountability
Leadership TriadLeadership Triad
ResponsibiliResponsibilityty
Obligation
AccountabilityAccountabilityBeing answerable for actions/failure to take
action
AuthorityAuthorityControl or power to
act on responsibilities
Obligation to complete a taskAssigned, assumed, or conferred
Exists individually and at all levels of an organizationResponsibility CAN be delegated but CANNOT be transferred
Responsibility
“Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If responsibility is rightfully yours, no evasion or ignorance or passing the blame can pass the burden to someone else. Unless you can point your finger at the man responsible when something goes wrong, then you have never had anyone really responsible.”
– H. G. Rickover
“Responsibility is a unique concept. It can only reside and inhere in a single individual. You may share it with others, but your portion is not diminished. You may delegate it, but it is still with you. You may disclaim it, but you cannot divest yourself of it. Even if you do not recognize it or admit its presence, you cannot escape it. If responsibility is rightfully yours, no evasion or ignorance or passing the blame can pass the burden to someone else. Unless you can point your finger at the man responsible when something goes wrong, then you have never had anyone really responsible.”
– H. G. Rickover
Right to use assigned resources, including personnel, to accomplish a task or objective
Right to issue orders and expect obediencePower or control to act on responsibility
CAN and should be delegatedSources:
Positional and/or Personal Power
Authority
Being answerable for responsibilities
Actions OR Failure to act
Linked to responsibilityResults NOT “intentions”Emphasizes necessity to consider all possible consequences
CAN NEVER be delegated
Accountability
Men will not long trust leaders who feel
themselves beyond accountability for what
they do
Assignment of new responsibilities (and authority to carry out tasking)
A form of power sharing (Empowerment)
Improved Decision QualityEnhanced subordinate commitmentTime managementJob enrichmentDevelopment of subordinates
Creates learning opportunitiesID potential leaders
Potential Advantages
What to DelegateTasks better done by subordinateUrgent, not high priority tasksTasks relevant to a subordinate’s careerTasks of appropriate difficultyBoth pleasant and unpleasant tasksTasks not central to the manager’s role
How to DelegateClear, concise expectations
Results/ObjectivesPriorities/Deadlines
Provide adequate authority, specify limits of discretionSpecify reporting requirements
What/How often/Format
Ensure subordinates accept responsibilityCheck for comprehensionDoubts/concerns/questions
Inform others who need to knowMonitor progress:
TRUST, BUT VERIFYTRUST, BUT VERIFYEnsure subordinate receives necessary infoProvide support/assistance
Avoid Reverse Delegation
Make mistakes a learning experienceOpportunity to trainWhat do you want next time?
How to Delegate(CONT)
Why We Fail to Delegate
Need for power/controlInsecurity
Fear of subordinate failure (Trust)Loss of control/Being in charge
Situational constraintsTimeConfidential information
Manager has expertise, self-confidence, and desire to maintain high quality
Questions?Questions?
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