Strategies for Success for Delegation in an Organization

Delegation: Benefits and Essential Stages

Five potential benefits of delegation

Delegation is beneficial to an individual or groups of people in some ways. Delegation benefits the team members, the manager, and the processes of the organization as a whole. For team members, delegation initiates and sustains the development of skills and enhancement of the same. Delegation enables a worker, not always working within the new task or jurisdiction, to engage in it while learning what it takes to complete this task. Delegation increases loyalty among the members and the manager since there are opportunities for career growth. When delegation occurs, the members who serve within a delegation process will develop trust in the delegator or the manager, and vice versa. Such is an opportunity for these members to work on new challenges and hence acquire opportunities in the future. Delegation aids in decreasing the occurrences of delays and increase quality delivery. Instead of waiting for an absent worker, someone else can be tasked to work on the same (Luecke & McIntosh, 2009).

The process occurs with selection based on competence on a certain task. When a highly skilled individual is meant to work on a delegated duty, there is likely to be increased effectiveness and efficiency hence improving the quality of the product. Likewise on the side of the team members, delegation helps to increase and better motivation together with satisfaction from the job in that the team members will have a free feeling to serve in any field they are competent when they are called upon. They are motivated and satisfied knowing that they are useful across the board within an organization. For managers and other stakeholders, delegation is significant because it brings out an open-door policy where more strategic thinking and opportunity development for the manager, together with the team and the organization. Delegation involves challenging the workers to attempt other challenging fields from where they can apply their skills and hence better the strategic thinking and opportunity development (Luecke & McIntosh, 2009).

Part B: Seven Guidelines for Good Delegation

The following are the guidelines for a good delegation:

1. Being patient:

It is important for the manager to be patient since, at some time, when a task is delegated; it might take a longer time unlike normally. Sometimes it takes a shorter time. The quality of the task also varies at the start, and the manager should be patient always

2. Avoiding over-delegating

Delegation should not involve a complete shift of a task from the initial person to the new person. It should only be part of the task (Holroyd, 2002).

3. Picking the right person

It is important that a competent person, who is willing, is tasked with the delegated job

4. Explaining delegation

The person who is to do the task should get to know the reasons behind this change.

5. Being specific

Instructions for delegation should be official and not vague to yield a better output

6. Offer training

It is the duty of the manager that before he or she delegates, he ensures that basic and particular skills have been made at the disposal of the workers (Luecke & McIntosh, 2009).

7. Offer feedback

At the end of the delegated duty, the delegated task and the person who handled it should get feedback from the delegating body. This boosts confidence and morale for the next task delegated (Holroyd, 2002).

Complaints on Dumping and a practical example