Delegation
If you want something done right you have to do it yourself. This adage has been around for a long time and perpetuates an environment that is very closed, inefficient, and an environment that is unlikely to progress. What is the solution to this menacing problem? Delegation. Some objections to delegation might be that an employee likes what they do. As a manager you can not do everything. What else could you be doing if you were able to delegate? You might say that staff can not be trusted to do the job you would, or the job you want. Why is that? What training or mentoring could you provide to bolster an employee's competence? Not being able to delegate is a weakness of a leader and not an employee.
Delegation is an important part of making an office run efficient, and cost effective. It motivates employees and builds unity and trust. This paper will address three main questions. What guidelines are necessary for effective delegation? How do managers at The company Financial Network delegate? And how could employees use delegation more effectively?
Effective Delegation
Alan Chapman is a speaker and consultant in Leicester, England and has put together some answers to this first question of what skills are needed for effective delegation. His recommendation in delegating is S.M.A.R.T.E.R. Specific, Measurable, Agreed, Realistic, Timebound, Ethical, Recorded (Chapman, 2005). Specificity is important as it incorporates what is needed in any given task. The president of The company will often ask for reports. It must be know who is being reported on, what the parameters of the report are and how it is expected to look. The company also has a parent company and it is faster and easier for them ...