This document discusses effective delegation. It defines delegation as assigning responsibility or authority to another to carry out a task. The document outlines barriers to delegation like lack of confidence. It provides steps for delegation like preparing, assigning, confirming understanding and accountability. Principles of effective delegation include determining what to delegate, choosing the right person, clarifying desired results, and establishing follow up. Guidelines suggest delegating early, selecting the right person, communicating rationale, setting clear expectations, and evaluating performance.
Delegation is a fundamental aspect of a manager's job that involves transferring responsibility for a task or activity to another individual while retaining accountability for the outcome. Effective delegation involves determining the task, assessing competencies, deciding on needed supervision and authority levels. There are six principles and four basic steps to delegation including selecting a capable person, explaining the task, giving authority and maintaining contact. Key considerations for delegation include the potential for harm, required problem solving, and predictability of outcomes. The nurse retains responsibility for supervision and accountability in the delegation process.
With so many challenges faced by the managers everyday, the best way to handle and excel in one's task is DELEGATION.It not only proves to be one of the best way to manage your work but helps groom your subordinates and polish them to be as do as you.And only when you have sum one to take up your task that you can move forth taking up your boss's
This document discusses supervision in healthcare organizations. It defines supervision as helping workers learn, use their skills effectively, and improve their abilities to do their jobs well and be satisfied. The objectives of supervision include helping staff work skillfully, developing their capacities, guiding them to meet targets, and motivating them. Supervision functions include developing team spirit, improving knowledge and skills, maintaining relationships, and identifying and solving problems. Principles of supervision are that it should not overburden workers, foster independent thinking, encourage participation, and respect staff. Techniques include direct observation, indirect review of records and reports, checklists, rating scales, and nurse reports.
Study purpose only. Kindly share to others. the action of supervising someone or something.
"he was placed under the supervision of a probation officer"
Delegation involves assigning responsibility and authority to subordinates to complete clearly defined tasks while retaining ultimate responsibility. Effective delegation improves management efficiency by allowing managers to focus on more important tasks, develops employees' skills, and motivates employees by giving them a sense of belonging and trust. For delegation to be successful, responsibility must be accompanied by equal authority and accountability through regular feedback. Potential barriers to delegation from managers include lack of time, losing credit, control or enjoyment from tasks, and lack of confidence or experience in subordinates. Overall, delegation aids organizations by improving efficiency when the right tasks are assigned to the right people.
The document discusses discipline in the workplace. It defines discipline as training that brings about desired behaviors and compliance with rules. It notes that discipline can be enforced by managers or self-controlled by employees. The document outlines various approaches to discipline, principles of effective discipline, causes of indiscipline, errors in disciplining employees, and components of an effective disciplinary action program, including codes of conduct, authorized penalties, and appeal rights. It also discusses the stages of disciplinary proceedings and possible penalties like warnings, fines, loss of privileges, demotion, suspension, and termination.
This document defines delegation as the assignment of authority and responsibility from a manager to a subordinate to carry out specific tasks. It discusses the essential aspects of delegation including assignment of duties, grant of authority, and creation of accountability. The principles of delegation include assignment of authority, parity of authority, clarification of limits of authority, and unity of command. As delegator, the supervisor must select the appropriate task and person, clearly communicate expectations, provide follow up and feedback. The delegatee also has responsibilities to accept tasks, provide reports and feedback. Barriers to delegation can include preferences to work alone, insecurity, lack of confidence in subordinates, and perfectionism. Legal authority is determined by the Nurse Practice Act, employer policies,
This document discusses delegation in nursing. It defines key terms like delegation, delegator, and delegate. It outlines the process of delegation, including assessing factors like risk, task complexity, and predictability of outcomes. It describes the "Five Rights of Delegation" - right task, circumstance, person, direction/communication, and supervision/evaluation. It also discusses organizational principles and a delegator's checklist. Finally, it examines common delegation pitfalls like reluctance to delegate or fear of losing authority, and potential reasons delegates may avoid responsibility.
Delegation involves assigning authority, responsibility, and tasks to other people. It is important for managers to delegate effectively in order to save time, develop employees' skills, improve productivity, and groom successors. Some key benefits of delegation include reduced stress, improved time management, and professional development for employees. However, delegation can fail if not done properly, such as assigning the wrong tasks to the wrong people at the wrong time without proper direction. Effective delegation requires determining the right tasks, assessing skills, defining responsibilities, providing support and feedback, and checking progress.
Delegation refers to assigning authority and responsibility to another person, normally from a manager to a subordinate, to carry out specific tasks. There are three essential aspects of delegation: assignment of duties, granting of authority, and creating accountability. Effective delegation involves selecting the right person, task, communication, supervision, and circumstances. Both the delegator and delegatee have responsibilities to ensure tasks are properly communicated, carried out, and evaluated.
The Importance of Delegation - key ways to grow your business The Pathway Group
Delegation is important for business growth by allowing managers to focus on high-value tasks. While some are reluctant due to concerns about quality or time, delegating properly addresses these issues. Effective delegation involves selecting the right person for each task, providing training, setting clear expectations, and ultimately trusting employees with responsibility rather than just individual tasks. When done correctly, delegation boosts employee morale, increases productivity, and improves work-life balance for managers.
This document outlines an effective delegation workshop. It begins with an introduction and expectations setting. It then covers key topics like the elements and benefits of delegation, common mistakes, and steps to delegate effectively. Interactive activities are used to demonstrate delegation concepts. The workshop aims to help participants understand delegation and apply strategies to incorporate it successfully.
The document discusses delegation theory and how to effectively delegate tasks. It defines delegation as assigning responsibility to another person to carry out specific job duties. The key aspects of delegation theory are agency loss, where an agent's decisions differ from the principal's goals, and information asymmetry, where the agent has more expertise. Effective delegation requires clearly communicating expectations to the agent, providing authority and resources, then monitoring progress while allowing the agent autonomy. Regular check-ins and feedback are important to support the agent and ensure goals are met. Overall, delegation benefits managers by reducing workload and employees by gaining new skills, but it requires trust and clear processes to be successful.
Delegation involves entrusting authority and empowering others to act on your behalf. It is important for handling complex problems and providing learning opportunities. Successful delegation requires planning, selecting capable people, clear communication, empowering delegates, monitoring progress, and evaluating performance. Common errors include underdelegating due to lack of trust or time, overdelegating due to poor time management or insecurity, and improper delegation by assigning the wrong task, person, direction or level of supervision. Creating motivation involves understanding intrinsic versus extrinsic motivation and factors like cultural differences that influence behavior.
Planning
Planning is an intellectual process of making decisions and it aims to achieve a co ordinate and consistent set of operations aimed at desired objectives. Planning is essentially a process of making choice between available alternatives at all levels of decision making.
The document discusses performance appraisal and motivation in the workplace. It notes that performance has two key elements: motivation and ability. Motivation can be increased by understanding employees and providing the right rewards. A comprehensive performance appraisal system matches employees' abilities to their jobs, improves abilities through training, and enhances motivation through rewards. Performance appraisals are formal, standardized evaluations that assess an employee's work and potential. They aim to improve performance, provide feedback, and identify training needs. Motivation and ability both contribute to an employee's overall performance.
Supervision in nursing involves overseeing and directing nursing staff to ensure quality patient care. It aims to improve staff performance through support, guidance, and education. Effective supervision requires supervisors to be competent leaders who plan, observe, and provide feedback to staff. The goal is to help staff meet organizational objectives while supporting their professional development. Key aspects of supervision include preparation, observation of staff skills and care delivery, and follow-up meetings to discuss performance and training needs.
The document discusses delegation, which it defines as entrusting meaningful tasks to others while maintaining responsibility and accountability. It notes delegation should be specific, measurable, agreed upon, realistic, time-bound, ethical and recorded. Effective delegation allows managers to focus on other initiatives, develop trust in employees, build leadership skills, increase communication and productivity. Tasks that boost skills or are within an employee's abilities should be delegated, while personnel issues or work an employee cannot handle should not be. Clear communication is key to successful delegation.
Delegation involves assigning tasks or projects to subordinates while maintaining responsibility and accountability. There are five stages to delegation: analysis, appointment, briefing, control, and appraisal. Managers delegate work to streamline their workload, increase time and reduce stress, and to develop employees. For delegation to be successful, managers must define the task, select the individual, assess abilities, explain requirements, state results, provide resources, agree on a schedule, provide support and feedback, and repeat the process with more challenging tasks over time. Certain responsibilities like performance reviews should not be delegated.
Delegation involves giving employees authority and responsibility to complete tasks within their job description. It is not simply assigning tasks but providing oversight and accountability. Effective delegation begins with identifying which of a manager's tasks could be done by others. It is important to choose the right person for each task based on their skills and match it to the requirements. Managers should clearly define expectations, responsibilities, timeline and authority for the delegated work. Regular follow up meetings allow the manager to monitor progress, provide assistance and ensure goals are met. Done properly, delegation fosters trust and growth opportunities for employees.
Delegation involves giving employees authority and responsibility to complete tasks within their job description. It is not simply assigning tasks but providing oversight and accountability. Effective delegation begins with identifying which of a manager's tasks could be done by others. It is important to choose the right person for each task based on their skills and match it to the requirements. Managers should clearly define expectations, responsibilities, timeline and authority for the delegated work. Regular follow up meetings allow the manager to monitor progress, provide assistance and ensure goals are met. Done properly, delegation fosters trust and growth opportunities for employees.
Delegation involves granting authority and responsibility for tasks to staff members while retaining overall responsibility for outcomes. Effective delegation requires clearly communicating expectations, providing training, and monitoring progress to help staff members succeed in their roles. Managers may struggle with delegation if they are unwilling to share authority or lack trust in staff abilities, but developing staff through delegation is important for organizational efficiency and career advancement.
The document discusses the art of delegating work to others. It defines delegation as assigning responsibility and decision-making authority to others. It outlines the benefits of delegation, such as allowing managers to achieve more and develop employees' skills. It also notes potential disadvantages like losing control. The document provides tips for effective delegation, such as clearly communicating expectations, establishing checkpoints, and providing resources and feedback.
This document discusses the concepts of delegation and empowerment in management. It begins with defining delegation as assigning specific work to individuals within an organization and giving them the authority to perform it. The document then outlines the 8-step process of delegation, highlighting selecting capable staff, providing guidance and training, and assessing communication patterns. It describes the importance of delegation in relieving managers' workloads, motivating subordinates, improving efficiency, and developing management skills. Finally, it distinguishes delegation from empowerment by noting that empowerment provides more authority and autonomy to employees to act on their own behalf within organizational values and accountability frameworks.
This document outlines effective delegation in the workplace. It discusses the benefits of delegation for leaders and employees. These include getting more work done, increased employee commitment, and freeing up leader time. The document then defines delegation and provides a 5-step model for successful delegation: 1) decide what to delegate, 2) select the right people, 3) communicate clearly, 4) check in with employees, and 5) share rewards and give credit. Key points are made about each step to help leaders delegate tasks effectively.
A key to make your business thrive lies in the art of delegation. Delegating tasks is an important measure for a leader's effectiveness. With successful delegation, you will have more time to focus on bigger matters on hand, a more engaged and productive workforce and an increased peace with your job. Helping leaders and managers to understand the nuances of management and to become effective delegators.
Auraa Image Management and Consulting specializes in facilitating leaders and managers in learning the process of effective delegation.
If you believe your organization has the potential to deliver more with the current resources, it is time to learn the art of delegation. Connect with us to learn more.
Contact: +91 9958934766 / +91 7830222285
Email: samira@auraaimage.com / nayanika@auraaimage.com
Website: https://auraaimage.com / https://samiragupta.com/
#ArtOfDelegation #Delegation #LeadershipSkill #EffectiveLeader #SamiraGupta #ManagementSkill
Delegation involves handing over authority and control to someone else while remaining accountable. It allows managers to share decision-making responsibilities and get more work done. Effective delegation has several benefits, including increased productivity, motivated employees, and development of staff skills. However, many managers fail at delegation due to poor planning and micromanagement. To delegate successfully, managers should choose the right person for each task, provide proper training and feedback, and establish clear expectations and controls without interfering excessively. Overcoming barriers like lack of trust and fear of losing control is also important for managers to become good delegators.
This document provides guidance for managers on how to successfully delegate tasks. It discusses the importance and benefits of delegation, including reducing stress, improving time management and increasing productivity. Potential obstacles to delegation like fear of loss of control and micromanagement are addressed. The document outlines a systematic process for delegation, referred to as the IDEALS model, which includes introducing the task, demonstrating what needs to be done, ensuring understanding, allocating authority and resources, letting go, and supporting and monitoring progress. Specific techniques for each step, like using what-why statements and scheduling follow-up meetings, are presented to help managers delegate effectively. Overall, the document promotes delegation as a way for managers to get more work done while developing employees.
This document discusses effective delegation strategies for managers. It begins by outlining the objectives of learning how to delegate tasks to reduce workload, overcome fears of delegation, and use the right approach. The benefits of delegation are then described for managers, employees, and organizations. Barriers to delegation like thinking it is too difficult or takes too much time are addressed. The document provides guidance on when and to whom to delegate tasks, how to introduce, demonstrate, and monitor delegated tasks. Techniques are presented for overcoming stressors like loss of control and for avoiding poor delegation practices like micromanagement. The key message is that delegation is important for reducing stress, improving productivity, and developing employees' skills when implemented properly.
The document discusses various aspects of meeting management, delegation, and working with a secretary. It provides tips on how to improve meeting management skills such as clearly communicating the purpose, encouraging participation, and pressing for closure. It also discusses the benefits of one-on-one meetings such as strengthening relationships, providing feedback, and building loyalty. The document outlines different levels of delegation from doing exactly as instructed to making decisions without reporting back. It also covers the role and functions of a secretary such as managing schedules and correspondence.
This document defines delegation of authority and discusses its meaning, objectives, categories, principles, elements, benefits, limitations, practical steps, reasons for difficulty, and reasons for resistance. Delegation of authority refers to assigning responsibilities and authority to subordinates to carry out tasks. It benefits managers by reducing workload, and benefits subordinates through development opportunities and improved morale. Effective delegation requires clear communication and matching authority with responsibility.
1. The document provides guidance on performance counseling and feedback for managers. It discusses when counseling and feedback are appropriate, how to conduct effective counseling and feedback sessions, and what to do if counseling does not achieve the expected outcomes.
2. Key aspects of effective counseling and feedback include being timely, factual, constructive, and focused on agreed outcomes for improvement. Counseling should be a two-way discussion to address underperformance, misconduct, or other issues.
3. If counseling does not resolve the problem, options may include changing duties, moving to a new role, formal warnings, or misconduct procedures, depending on the situation. The overall goal is to improve performance or conduct through open communication and agreed action plans.
Delegation involves assigning responsibility or authority to another person, usually a subordinate, to carry out specific tasks. Effective delegation can save managerial time, utilize employees' strengths, develop skills in subordinates, and engage and motivate staff. To delegate properly, managers must be willing to share control and trust that others can complete tasks successfully. The key aspects of delegating include choosing the right person for each task, providing clear instructions and resources, offering training, and recognizing the employee's contributions.
The document provides guidance on leadership and communication. It discusses the meaning of leadership, different leadership styles, and leadership roles. It also covers setting objectives, checking progress, providing information to employees, managing time, controlling and delegating tasks. The document outlines communication models and techniques for effective conversations including active listening, questioning, and feedback. It promotes the use of Citrix collaboration tools to improve communication and team productivity.
Managing guards involves functions such as planning, organizing, directing, coordinating, controlling, staffing, and budgeting. A successful manager should be able to communicate clearly, think broadly, and maintain integrity. As a supervisor, roles include hiring, training, discipline, motivation, and communication. Proper supervision includes inspecting subordinates' work, dealing with employees individually, and representing them to management. Training can be on-the-job or formal, and discipline should be fair and consistent to gain employees' respect. Motivation relies on supportive work environments and avoiding demotivators like belittling employees.
The Art of Effective Delegation: Unlocking Team Potential and Boosting Produc...WorldWinnConsulting
Effective delegation is an invaluable skill that can bring about a culture of trust, engagement, and high performance. It's not about relinquishing control but maximizing your team's potential.
Time management involves organizing and scheduling one's activities to increase productivity. It can be achieved through Stephen Covey's time management matrix and seven steps like staying focused, automating tasks, and setting priorities.
Delegation means assigning authority and responsibility to others. It makes work easier, provides opportunities, improves self-efficiency and skills, leads to better decisions, saves time, and distributes workload. However, managers must be careful not to delegate tasks they cannot explain well or essential responsibilities like performance reviews. Proper delegation requires defining tasks, selecting individuals, explaining goals, agreeing on deadlines, providing support, and giving feedback.
This document discusses talent management in nursing. It defines talent as an individual's abilities, skills, knowledge, intelligence and other attributes. Talent management refers to developing, retaining and attracting skilled workers. The benefits of talent management include having the right people in jobs, retaining top talent, better hiring and understanding employees. Talent management strategies involve attracting, retaining and managing talent through effective communication, training and rewarding performance. The process of talent management includes workforce planning, recruiting, training, performance management and succession planning.
Shared governance is a model that promotes shared decision making between management and staff in a healthcare organization. It is based on four key principles: partnership, equity, accountability, and ownership. There are several models of shared governance including congressional, councilor, and unit-based models. Implementation occurs over three phases starting with staff representatives and evolving to councils with authority. Barriers to adoption include resistance to changing roles and lack of communication. Governing boards are responsible for strategic planning, budget approval, and oversight of quality assurance. Federal requirements specify board composition for health centers.
The document discusses sustainable procurement in the health sector. It outlines principles of sustainable procurement including avoiding unnecessary consumption, considering reuse and recycling, and minimizing environmental impacts. It discusses benefits like cost savings, market opportunities, and environmental protection. Key steps in the procurement process are defined to incorporate sustainability like defining requirements, specifications, and contract compliance. Strategies for the health sector include open competitive bidding, maintenance planning, and disposal of obsolete equipment.
This document outlines a lecture on patient-centered care. It begins with defining patient-centered care as organizing healthcare around the patient's needs and preferences. It then discusses the benefits of implementing patient-centered care such as improved outcomes, satisfaction, and cost-effectiveness. The document also covers factors that contribute to patient-centered care like leadership support, technology to engage patients, and strategies for implementation like training and policies that promote continuity of care. Barriers to implementation include resistance to change and lack of clarity on initiating culture change. The role of nurses is also emphasized as most significant in daily patient-centered care delivery and implementation.
This document outlines a lecture on organizational support. It begins with defining organizational support as employees' beliefs about how much an organization values their contributions and cares about their well-being. It then discusses the importance of organizational support for employee engagement and commitment as well as factors that can influence organizational support like workload, resources, and manager support. The document also examines how different forms of support within an organization like from managers, colleagues, policies, and infrastructure can enhance employee engagement. It concludes by discussing the implications of organizational support for the nursing profession and healthcare organizations.
This document discusses organizational justice, which refers to employees' perceptions of fairness in the workplace. It outlines the evolution of organizational justice theory and defines the main types as distributive justice, procedural justice, and interactional justice. Antecedents that can influence justice perceptions, like employee participation and communication, are examined. Key outcomes of organizational justice like job satisfaction, performance, and absenteeism are also summarized. The document concludes with recommendations for implementing justice practices like ensuring benefits are distributed fairly and procedures are transparent.
Human resources management involves planning, organizing, directing, and controlling the procurement, development, compensation, integration, and separation of human resources. Key functions include recruitment and selection, training and development, performance management, and compensation and benefits. The nurse manager plays an important role in human resources management tasks like hiring, staff development, and performance feedback. Material management aims to obtain the right quality and quantity of supplies at the minimum cost through planning, procurement, and control of materials. Resource mobilization is the process of identifying and acquiring the financial and human resources needed to achieve organizational goals in a sustainable way. Barriers can include lack of funding, personnel, space, and resistance to change.
This document discusses leadership and management. It defines leadership as interpersonal influence to achieve goals, and outlines elements like followers, communication, and situations. It also discusses types of leadership styles like coaching, visionary, servant, and transformational. For management, it describes the process as planning, organizing, leading, and controlling. It provides definitions and principles for each part of the management process. Overall, the document provides an overview of key concepts for both leadership and management in organizations.
This document outlines entrepreneurship topics including definitions, importance, traits, types, and processes. It defines entrepreneurship as establishing or improving something to benefit individuals and society. An entrepreneur organizes and operates businesses, taking initiative and risk. Key points include that entrepreneurship creates jobs, drives innovation, and enhances living standards. The document also discusses the traits of successful entrepreneurs, types like producing and investing, and the typical process of discovery, planning, resourcing, managing, and harvesting. It covers risks such as market risks, and barriers including economic, social, and personal challenges. Areas of application for entrepreneurship in healthcare are discussed like medical technology, electronic health records, telemedicine, and building hospitals.
The document discusses critical thinking and decision making skills. It defines critical thinking as objective analysis and evaluation of evidence to form judgments. Critical thinking involves skills like curiosity, skepticism, and humility. Decision making is choosing between alternatives with uncertain outcomes. It discusses factors that influence decision making, different types of decisions, and models for the decision making process. The nursing process is presented as a method for decision making and problem solving in healthcare.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and the organization itself. It outlines several key topics in organizational behavior including importance, factors affecting behavior, objectives, levels of analysis, models of organizational behavior, challenges and opportunities, and limitations. The document discusses how organizational behavior can help understand and motivate employees, improve relations, predict and control human behavior, and utilize human resources effectively. It also examines factors like people, structure, technology, and environment that influence organizational behavior.
The document discusses seven quality measurement tools: brainstorming, cause and effect diagrams, flow charts, checksheets, histograms, Pareto charts, control charts, and scatter diagrams. It provides an overview of the purpose and benefits of each tool. The tools can be used to identify problems, determine causes of variation, visualize processes, prioritize issues, and monitor quality control. The overall goal of using these tools is to improve quality, decrease costs, increase productivity and market share through data-driven process analysis and optimization.
Quality improvement aims to continuously improve processes and meet customer expectations. It focuses on preventing errors by addressing their root causes. Quality improvement follows the PDCA cycle of plan, do, check, act and uses tools like flow charts, control charts, histograms and cause-and-effect diagrams. While quality assurance focuses on inspection and error detection, quality improvement engages multidisciplinary teams to innovate, develop staff skills and prevent future errors from occurring. Barriers to quality improvement include lack of time, resources, workload and lack of managerial support.
This document discusses benchmarking, which is a process of comparing performance between organizations to enable improvement. It defines key benchmarking terms and outlines the general principles and benefits, which include understanding strengths/weaknesses, satisfying customers, and motivating employees. There are four main types of benchmarking: competitive, internal, process, and generic. The benchmarking process involves planning, forming teams, collecting/analyzing data, integrating findings, and taking action. Potential pitfalls include lack of sponsorship, choosing the wrong team members, taking on too much, and not relating benchmarking to strategy.
This document discusses three influential quality management experts: W. Edwards Deming, Joseph M. Juran, and Philip B. Crosby. It outlines their key contributions which helped revolutionize quality practices. Deming emphasized continuous quality improvement and introduced the PDCA cycle. Juran developed the quality trilogy of quality planning, control, and improvement. Crosby defined quality as conformance to requirements and advocated preventing errors rather than inspection. Together, these experts transformed approaches to quality management.
This document outlines concepts related to diversity and cultural competence in the workplace. It begins by defining key terms like culture, diversity, workforce diversity, equity and equality. It then discusses principles of cultural diversity and the benefits of diversity in the workplace. Challenges of managing diversity are presented along with strategies for how to manage a diverse workforce effectively. The advantages and disadvantages of managing diversity are compared. Responsibilities regarding equal employment opportunities are explained. Finally, the role of nursing managers in dealing with diversity is discussed.
Power and politics are essential components in healthcare delivery and effective leadership. There are various types and sources of power available to different groups like managers, nurses, and patients. Nursing can empower itself through decision making, autonomy, and developing expertise. Understanding politics involves learning to read relationships and using strategies like developing alliances to achieve preferred outcomes. Managing power and politics requires using influence, knowing your job, and tolerating differences.
This document provides an overview of organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings and its interface with organizations. It discusses the importance of organizational behavior in understanding employees and organizations, motivating employees, improving labor relations, predicting and controlling human behavior, and effectively utilizing human resources. It also outlines factors that affect organizational behavior like people, structure, technology, and environment. It describes the objectives and levels of analysis of organizational behavior and provides examples of models of organizational behavior like autocratic, custodial, and collegial models.
This document provides an overview of organizational development. It defines organizational development as a planned process of change in an organization's culture through behavioral science to increase effectiveness. The objectives of organizational development include increasing trust, satisfaction, cooperation and problem solving abilities. Principles include being values-based, systems-focused, and informed by data. Functions include training, performance management, competency management and succession planning. Benefits include empowering leaders, continuous improvement, and making change and conflict more constructive. The document also outlines the process, phases and typical stages of organizational development.
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
2. Barriers to Delegation
Delegation Steps
Principles of Effective Delegation
Guidelines for Effective Delegation
3. Introduction:-
Delegation is the assignment of any responsibility or authority
to another person (normally from a manager to a subordinate) to
carry out specific activities.
It is one of the core concepts of management leadership.
However, the person who delegated the work remains
accountable for the outcome of the delegated work.
Delegation empowers a subordinate to make decisions, i.e. it is a
shifting of decision-making authority from one organizational
level to a lower one. Delegation, if properly done, is not
fabrication.
4. AUTHORITY
Authority is the right to give orders & power to exact
obedience.
Denotes certain rights granted to a position in an
institution.
It is a willing & unconditional compliance of people,
resting upon their belief that it is legitimate for superior
to impose his will on them.
6. Definition of delegation:-
The process of transferring the responsibility for a
specific task to another member and empowering that
individual to accomplish the task effectively.
7. Delegating Work:-
Refers to the assignment of a task - It is work focused
It is not turning over work that the manager dislikes
Empowerment is focused on the individual
Increases productivity and the organization’s ability to
achieve goals
8. Benefits of Delegation:-
More involved , empowered workforce
Increased productivity and quality
Reduced costs
More innovation
Greater commitment
9. Advantages of Delegation:-
Increases manager’s discretionary time
Develops subordinate capabilities
Demonstrates confidence in delegates
Enhances commitment of delegates
Improves decision making
Increases efficiency
10. Why is the ability to effectively delegate important to a manager?
Allows time to focus on other initiatives and increased flexibility .
It provides an opportunity for the manager to gain trust in the
performance of their employees, and in turn earn respect from his
employees .
While the manager has the final responsibility for completing the task,
delegating tasks can also allow him to build on his leadership skills .
Effective delegation can increase communication between managers and
employees
Effectively delegating can develop a balanced workload, and provide time
to have a life outside of work
11. Delegating can promote a team environment and lead to increased
productivity.
Those who manage people and tasks cannot manage everything
themselves.
The worst case scenario is called “reverse delegation” in which the
manager switches roles with their direct reports.
Delegation insures that tasks can be distributed and delegated to
subject matter experts and completed quickly.
We “hire” people for a reason; being able to delegate appropriate
responsibilities to these individuals frees the manager to do their own
job.
Subordinates cannot delegate the authority which resides only with a
manager.
12. Barriers to Delegation
Lack of confidence
Fear
Vanity
Insecurity
Self –importance
14. Here are the six steps you should work through
when delegating:
1. Prepare
Employees can’t deliver quality results if the task
delegated to them isn’t fully thought out, or if
expectations keep changing. Take the time and
develop the discipline to map out exactly what you’re
asking for. An ounce of prevention is worth a pound of
cure.
15. 2. Assign
Once you’ve taken the time to map out exactly what
you’re looking for, you need to convey that information
to your employees. Be sure to include clear
information on timing, budget, and context, and set
expectations for communication and updates,
including frequency, content, and format.
16. 3. Confirm understanding
One of the most common mistakes made in delegating is assuming
that employees understand what you want, rather than making sure
that they do.
Confirming understanding only takes about 60 seconds, but is the
most important determinant of success or failure.
The best way to confirm understanding is to ask your employees to
paraphrase the request or assignment in their own words.
If you’re not comfortable doing that (many managers feel–often
correctly–that it makes them sound like a kindergarten teacher), you
should, at the very least, ask questions to make sure employees
understand all aspects of what’s required.
17. 4. Confirm commitment
This is another part of the delegation process that most managers skip.
They often just assume that employees have accepted the tasks they’ve
been given. The most important part of a relay race is the handing of the
baton to the next runner.
Runners spend a huge amount of time learning this skill. It should be no
different in the workplace. Commitment means making sure you’ve
successfully handed over the baton.
Confirm that employees are committed to the expected results, and to the
process that’s been set out (including the schedule, budget, and tools),
and that their overall goals for the task are aligned with yours.
Make sure they’re aware of any consequences (for the company and for
themselves) that may result if they fail to deliver on the desired
outcomes.
18. 5. Avoid “reverse delegating”
Many managers are extremely overworked. Sometimes, this is because
their employees are better at delegating than they are: Managers often
end up completing tasks they had delegated to others, because those
tasks somehow end up back on their plate. I call this “reverse
delegating.”
It’s rarely, if ever, necessary for a manager to take back a task that he or
she had delegated to someone else. (If this is necessary, it likely means
that not enough time was spent on the preparation stage, and that
time, resource, or other constraints have led to problems that you did
not foresee.)
If an employee reaches an impasse, treat it as a learning opportunity.
Coach the employee through it, making sure he or she has the
resources and knowledge needed to complete the task.
That way, you’ll still be free to focus on other things, and the employee
will be better equipped to carry out similar tasks in the future. The
bottom line? Don’t take tasks back.
19. 6. Ensure Accountability
Two-way communication is a key part of delegating.
Finding out at the completion date that a deliverable
hasn’t been completed or has been done
unsatisfactorily is the nightmare scenario of
delegating. That’s why you need to make sure your
employees are accountable for the task.
20. Principles of Effective Delegation
When delegation is done properly and for the right
reasons, it helps foster a climate of trust and creates
growth opportunities for your employees.
Here are five principles that can help you create an
effective delegation process.
21. 1. Determine what you will delegate. Effective delegation
begins with defining your responsibilities. Write down
all of your activities and responsibilities.
Review your master list and categorize all of the items
into two secondary lists: things you alone must do and
things that others could do or help you complete.
Anything that falls into the second list presents an
opportunity for delegation.
22. 2. Choose the right person to delegate the task to. Andrew
Carnegie said, "The secret to success lies not in doing your
own work, but in recognizing the right person to do it." The
key to finding the right person to delegate an assignment to
is matching skills and attitude to the task at hand.
3. Clarify the desired results. When the results are clear, it
allows the employee to use his or her own creativity and
resources to accomplish the task.
An added benefit of effective delegation is the individual
may find a better and more effective way to accomplish the
task or achieve the desired results.
23. 4. Clearly define the employee's responsibility and authority
as it relates to the delegated task. Clearly communicate the
expectation, responsibilities, and timeline.
Be sure to ask the employee to share his or her
understanding.
5. Establish a follow up meeting or touch points. The follow
up meetings should be focused on two things-monitoring
progress and determining the need for assistance.
The number of follow up meetings will vary based on the
scope of the task or project and whether the employee is
new or a long term member of the department.
24. Guidelines for Effective Delegation
Here are 10 tips for effective delegation and, more
importantly, effective supervision:
1. Delegate early.
Make an effort to delegate the task early to avoid
unnecessary pressure. This allows the person to better
plan the task.
25. 2. Select the right person.
Ensure that the person has the time to take on the
responsibility. Assess the skills and capabilities of your
staff and assign the task to the most appropriate
person. Make sure the person has the training and
resources to succeed.
26. 3. Communicate the rationale and benefit.
Identify the reason for the task and how it will
contribute to the goals of the company or department
or team. Also, point out how the delegated task could
benefit the person. For example, develop a specific
skill. that is needed to get promoted. Remember a
routine task to you may be a new challenging task to
your subordinate.
4. Delegate the entire task to one person.
This gives the person the responsibility, increases their
motivation and avoids ambiguity in accountability.
Otherwise, different people will have different ideas
about who does what when.
27. 5. Set clear goals and expectations.
Be clear and specific on what is expected. Give information
on what, why, when, who and where. You might leave the
“how” to them.
Be prepared to accept input from subordinates. Confirm
and verify task goals and expectations.
6. Delegate responsibility and authority.
Ensure that the subordinate is given the relevant
responsibility and authority to complete the task. Let the
subordinate complete the task in the manner they choose,
as long as the results are what you specified.
Be willing to accept ideas from the subordinate on task
fulfillment.
28. 7. Provide support, guidance and instructions.
Point subordinates to the resources they may need to
complete the task or project. That could be people
they need to coordinate with, crucial information or
Be willing to be a resource yourself.
8. Take personal interest in the progress of delegated
task.
Request to be updated on the progress of the task,
provide assistance when necessary.
Be careful not to be intrusive; giving the perception
that you do not trust the subordinate.
Keep communication lines open, regular meetings on
large tasks can provide this ongoing feedback.
29. 9. If you’re not satisfied with the progress, don’t take the
project back immediately.
Rather, continue to work with the employee and ensure
they understand the project to be their responsibility. Give
advice on ways to improve.
This ensures accountability and dependability.
10. Evaluate and recognize performance.
Evaluate results more than methods. Analyze cause of
insufficient performance for improvements and recognize
successes as soon as possible.