Delegation - an essential business management skill for good managers | Don Munro | Skillshare

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Delegation - an essential business management skill for good managers

teacher avatar Don Munro, International Training Consultant

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

9 Lessons (36m)
    • 1. Delegation Intro Video

    • 2. 0 Introduction to Advanced Management Programme

    • 3. 1 Objectives

    • 4. 2 Assigning, Delegating, Abdicating

    • 5. 3 You cannot delegate accountability, only responsibility!

    • 6. 4 Constraints

    • 7. 5 Potential Problems and Potential Effects

    • 8. 6 When your boss delegates work to you

    • 9. 7 Project and Action Steps

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About This Class

If you need more time for the important parts of your job (time management skills) and if you need to display your interest in launching your career, this course is ideal for you.

Equally important, if you are new to the job and unsure of what to delegate and what not to delegate, but are determined not to fail, then this delegation course will help you to achieve success.

  • This course clearly distinguishes between delegation of authority (task delegation) and assigning work.
  • It clearly illustrates that one can delegate responsibility but not accountability.
  • All the benefits to both you, as a manager, and to your subordinates are defined.
  • How you can give your team the freedom to act and yet ensure that you are still in control, is an important part of the course.
  • As essential component of this online business course on delegation, unlike many others, it that it focuses on the reasons why some managers either over or under-delegate and the effects this has on you, your team and your company.
  • A strategy with communication skills for how to handle task delegation is part of the course.
  • This course therefore comprises both knowledge and delegation skills.

This online business course on Delegation of Authority is part of the Advanced Management Skills, which includes Leadership and Time Management. I recommend doing the Time Management Skills course first, as it will help you to achieve effective time management skills and delegation skills when used with this course. You will learn how to delegate authority responsibly, with action steps as a guide and a project to practice your new skills.

Meet Your Teacher

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Don Munro

International Training Consultant


Good day!  My name is Don. 

I offer this opportunity to work with you and to share my knowledge, international experience and skills with you.  Visit my website to learn more and read my blogs or like me on Facebook @Skills4Business.

I am from South Africa, however I have also trained in many southern African countries, including Swaziland and Namibia.  My international training experience includes a couple of years in the United Kingdom and time spent in America, training some of America’s top companies, including IBM, then Pan American Airlines, the New York Times newspaper, Cheseborough Ponds and the largest privately owned bank in the Southern States, The Atlanta Bank of Florida, where I trained their senior ex... See full profile

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1. Delegation Intro Video: Hi, I'm done. And I'm not gonna chat about my online course called Delegation. If you need more time for the important parts of your job, what we call discretionary time and if you need to display your interest in launching your career, then this course is ideal for you. Equally important, if you are new to the job and unsure of what to delegate and what not to delegate. But you are determined not to fail, then this delegation course will help you to achieve that success. This course clearly distinguishes between delegation authority and simply a signing work. It clearly illustrates that one Condell a gate responsibly responsibility but not accountability. All the benefits to birth you as a manager and to your subordinates are defined in this course very important. How you can give your team the freedom to act and yet ensure that you are still in control is an important part of this course, the freedom and the insurance. An essential component of this online business course on delegation, unlike many others, is that it focuses on the reasons why some managers, either over or under dedicate and the effects that this has on the manager, his team and the company. Now there is a clear strategy they with communication skills as well, for how to handle delegation. It is part of the course, so the course therefore comprises both knowledge and skills. Now this online business course on delegation of authority is part of my Advanced Management Skills Program, which includes leadership time management, etcetera. I would recommend doing the time management skills course first before the delegation, as it will help you to achieve the effective control off your content of your job. You will learn how to delegate authority responsibly with action steps as a guide and a project to practice your new skills. Do enjoy it. 2. 0 Introduction to Advanced Management Programme: greetings. My name is Dawn and welcome to this particular court. Or listen before getting involved with the actual content of this particular listen. Let's take some time to review how it fits into the total process of management. Now management, as we know, is defined in the following way. It is that the process of obtaining organization or results with and through people and other resource is, and from this definition we can identify that there are three key concepts relating to management. The one is the input or the resource is available to you such as time and money. The second are the outputs or the results. The wanted outputs and the third is the process. And this is what you as a manager, say or do to achieve those required outputs with the resource is which you have available to you. So the process therefore refers to your managerial behaviour, the things you say or do now all managers and supervisors foreman. They have similar inputs, or resource is some have more than others, and these could be classified into the following. There is a labour staff. There's money in the budget is recall it. You have materials from raw materials to stationary. We have energy such as electricity, diesel, and then, of course, there is the equipment needed to actually perform the tasks. They are the tools for the job, the information and all the daughter required your facilities. Yes, your factory, your space, your office space. And of course, there is time. No. All can be managed by getting mawr or list. You can get more money, more budget. You can ask for more labour, or you can retrench and reduce your labor so or can be managed by increasing or reducing except one. The one resource you cannot really manage by reducing or increasing is time time you can only use or abuse. That's why many of us call it time utilization versus time management. No, the outputs. All the results required of a manager naturally depend upon the nature of his position. For example, a branch managers outputs could include market share, client or customer satisfaction. An output for a marketing manager could well be a marketing policy on a train. Staff could be the output for a training manager we're in for a computer manager, daughter could be his or her output now the process. All the actions would use a manager take to achieve the required outputs with the resource is or sometimes classified as the four functions of management, namely planning, organizing, activating and controlling what you have planned. Obviously, an appropriate process will lead to a desired result on output, and an in appropriate process will lead to undesirable outputs like rejects. Now, to be effective in your planning, your organizing, activating and new controlling, you need to create time to perform these functions. You cannot borrow it today and return it tomorrow. No time like these. Other resource is you must make the time yourself. This is called discretion retired. We'll talk more about it, but I'm managing your time effectively. You give yourself more time to do the important parts of your job the techniques, skills and lessons which I offer in my management training, such as the time utilization time management, the interviewing of leadership or delegation programs and moving into productivity performance problem analysis and a decision making both at supervisory and at management levels. These can be viewed simply as tools in a tool kit, and the tool would be used for the appropriate situation now. My management training, therefore, is intended to add to the variety of tools that you as a manager have in your two kids. 3. 1 Objectives: greetings again from Don. The lesson if we're going to look at now is the listen on delegation, the key objectives as we work through this lesson together. First of all, we're gonna look at how do we delegate effectively the steps for delegating. And we're going to have a look at a project of how we can apply it in the work situation. Going back to objective number one to delegate effectively. What we're gonna look at you is what do we delegate? In other words, what do we not delegate? Why should we delegate? What are the benefits in other words and the benefits to you as a manager, the benefits to your company or your organization? And if there are any benefits to your subordinate or your subordinates, we're also gonna spend quite a bit of time looking at the reasons or the causes. Why some managers either over delegate or under delegate, And then we will take those reasons and look at the consequences, the consequences to the manager himself, who either over or under delegate the consequences to the company and particularly, are there consequences to the subordinates or the team working for you in encouraging the best out of employees at work. An important practice is always to give them the freedom to decide how the job is to be done. In other words, the process. You, as the manager will decide what you would like to delegate you would like how well it would to be done and by wind. For example, in other words, that standards but the process allow the subordinate the freedom to actually decide on how he or she would like to go about achieving your standards and your task, the decisions which employees are most committed to others, which they've made themselves. We know that. And even if an employee makes a wrong decision, he will most likely work harder it to turn it into the right way. Now the four gang that we've discussed your involves delegation, which is a critical aspect of any manager's job. It is also the area where you, the manager, have the greatest amount of discretion. In other words, you can decide what and what not to delegate 4. 2 Assigning, Delegating, Abdicating: as we can see on the graphic, we're talking about three concepts. Assigning, delegating and abdicating. Now delegation is not the same as a signing work or a task. There are certain duties which, for logically or naturally, into a subordinate's left and the only actual required by you. The manager will be to decide which subordinate is assigned the work to be done. A receptionist should actually receive guests. Answer telephones, etcetera. That is not your job. That is simply it's her job, and you would assigned The task to delegation takes place when you choose to turn over to a subordinate the freedom to carry out the responsibilities. Associate it with a key performance area off your job with obviously appropriate follow up control, which we're going to spend some time on later on. You, the manager, you will, could have decided to either keep the task and performance yourself. Or you could decide to delegate it. Education. When some people find a task is distasteful or its least liked or they don't know how to do it. Often they simply abdicate. And this has It's a very negative effect on your discretionary time, which we discussed in our previous listen on time management 5. 3 You cannot delegate accountability, only responsibility!: as mentioned area The delegation is where you decide to give your subordinate the responsibility. Associate it with a key performance theory of your job. I'm repeating this because delegation is not the same as sorry. Delegation. Yeah, I mentioned earlier that when we delegate we giving the subordinate the responsibility associated with a key aspect of your job. You cannot delegate accountability, only responsibility. There is a severe serious misunderstanding about this when you delegate responsibility. Okay, you are still accountable as the manager. It is part of your job. Okay? So if something goes wrong because you've delegated ineffectively, you are still accountable. You can only delegate the responsibility to do the toss. Okay, let's look at the benefits to us and others off delegating effectively. Number one. It gives you the additional discretionary time, which we mentioned, and Tom management, and it allows you to gain control off the content and the timing of your job. It also enables you to focus on those aspect of your job which only you are qualified to do through your personal experience, your knowledge and the skills that you bring to the position delegation gives you time for planning and anticipating problems before they occur. The fourth benefit is their delegation will motivate your employees. Why? Well, their feelings of self worth and competence their self esteem is increased, as is their training and their growth for future positions. Naturally, be full responsibility can be delegated to an employee. He or she must possess the necessary knowledge and the skill to effectively carry out that responsibility, all they must have the potential and the ability to learn how to do it. 6. 4 Constraints: naturally before a responsibility can be delegated to an employee, he must possess the necessary knowledge and the skill. To effectively carry out that task, He must have the potential to learn how to do it. Women employed takes on a delegated responsibility. He should be my clear about three constraints what he should be doing and how well or how soon it should be done. Are there any policies that are involved that heinous it here too? And what sort of degree of freedom are you going to allow him or her? And this I will discuss in more detail later in the lesson. So the constraints are the objectives and the standards by which he or she must operate the policies. Is there a particular budget that he has to adhere to or part of the labour law? And what are the degree of freedom? Are you going to allow the subordinate when we talk about the degrees of freedom? We could only allow a degree of freedom if initially as mentioned in the time utilization program, you are in control off the timing and the content of your job. What you should actually be doing, how much time you should be spending on the important versus the urgent tasks if you are, and I'm sure your then we moved to our degrees of freedom and or insurance. What do we mean? Well, the degree of freedom, how much freedom you allow the person, the more freedom he or she has the list insurance you have in terms of things going wrong, the less freedom they have to do the job, the mawr insurance, You have to ensure that things do not go wrong and there are five degrees of freedom available to you. The first is to allow the person to act on his or her own and just routine reporting only. For example, you could say to somebody I'd like you to the monthly X y Zed report and just let me know how it goes on a weekly basis. So they have a lot of freedom, but you have very little insurance. If things to go where somebody is not as proficient, you could ask him to act and then come and advice immediately on how well it went. So you ask somebody to go and handle a particular grievance, maybe trying to do it they don't handle it. And then come and tell me immediately. How would wind so that you can take appropriate action if necessary. And in time, where somebody is new to the job, you ask him to do something. It's a going handle. The grievance before the handle it. You can say that. First of all, let's work through it with me. Recommend. Tell me how you're going to do it. Tell me what you're going to do and then you can go away and act so recommend. Then act limited freedom and a lot of insurance numbers four and five. They must have come to you and ask. What must I do now? I finished this bus. What must I do now? Level five is even worse. You walk around, you say why you're not doing anything. I'm waiting to be told. Okay, So in your dealings with your subordinate, you as a manager obviously must never let them drop below Level three on the freedom Scale . 7. 5 Potential Problems and Potential Effects: in this session. We're going to spend a lot of time talking about over delegation. What are the potential problems off over delegating to your subordinates? Its first look at the acceptable reasons for over delegating. First of all, you could over delegate if you are training or coaching someone where the task is one normally done by you the manager, but it is then delegated as part of a training session, so you're over delegating. But it is acceptable if you're there to try and coach somebody, or to give them an opportunity to develop. It is also acceptable. If you are involved with succession planning, where an individual has been identified for potential promotion or possibly to deputize in the absence off the manager, then certain tasks may be delegated, which would normally be done by the manager. So you would over delegate, However, looking at the unacceptable side of it, un acceptable reasons would include that the manager dislikes the toss so they overdid a gate. It's too lazy to do the task. Some managers actually delegate to prove the authority. Some managers actually think that everything should be delegated, moving into what I would call abdication and hopefully not too often. Unacceptable reason is that the manager himself is actually unable to do the task. When we talk about under delegation, not delegating enough, not allowing us to create more discretionary time to manage the important parts of the job , there are certain acceptable reasons why we should under delegate and I looked at two of them. Were we under delegate and we keep this to ourselves, the jobs to ourselves. If there is a high workload, there's a heavy schedule and it's put pressure on the team. Then you the manager, can well go and help out. Another acceptable reason for um under delegating is to keep in touch. Sometimes technology changes. Sometimes systems change. Your your staff are doing things quite differently now and where you the manager, You involve yourself in these tasks normally undertaken by these others, but it's in order to keep in touch with their activities or possibly this change in technology which the team is now undergoing. Those would be acceptable reasons. However, there are also unacceptable reasons for under delegating, and that would include that the manager does too much in order to cover for a lazy team there's not enough discipline in the A department or the manager's unwilling to tell others what to do. If he is a bit of a backlash from them, is unsure how task is done. So what does he do? He covers up by not allowing others to become involved, they might see that he's actually not all that competent. Oh, a common reason is insecurity. And by delegating many managers think that the staff are going to take over there. It's seen as a threat to his position. But as we saw with over delegating at times, we needed for succession planning. Let's look at the potential of fixed now on number one, the manager off too much delegating. First of all, the effect off. Too much delegating is it causes resentment, you know, abdicating your responsibilities but too much delegating the effect on you. You lose the respect of your star, and you can actually lose touch with what the stars really are doing. And you may be through losing touch, lose control, and I have seen it happen. We move into a situation called managing upwards, where the staff have been trained in certain areas, certain new ways you weren't interested in going on it, okay? And they start to actually use a language or jargon that you are unfamiliar with. And let's talk to manage too little potential effects on too little delegation. You the manager for overworked. You have no time for your planning to create that discretionary time. It makes no provision for work to be done in your absence. Who's going to do it if you're not there? You become despised by the team. They they didn't lose that respect, which I mentioned, and also with too little that can actually, as a team take advantage of you. Now. They also effects of over or under delegating on the team, and the effect on the team when the manager delegates too much or too little are well for too much. The team is overworked, it's inefficient. They are managing and they are not doing their jobs. They are being given too much of your job to do. They should be involved with vocational time, and you should be involved with management time. This obviously will lead to the possibility of the team making mistakes in the areas of birth, managing and thieve occasional the doing of their jobs. Productivity suffers. The team resents the manager and many times staff turnover is high and an interesting incident that I saw in a factory recently where we were looking at high turnover in one department staff had high turnover. But it was interesting that the wages that that department was being paid were higher than other departments doing similar work. This showed me that they had a severe problem with management. Management was trying to buy the the his or his or her cooperation and support. But we're had high labour turnover, the effect on the team of too little delegation. Obviously, the individuals don't develop. You have no succession plan in place. Your motivation is willow. And if motivation is low, motivation means effort. If it the amount of effort they put into it, you're going to have more rejects. You're going to have poor productivity. Also, a team becomes complacent and complacency leads to mediocrity, also a severe consequences. That team feels insecure, they not trusted to do some of your job. No, I'll end this by saying you cannot as a manager and you will not be promoted if you have not identified and developed a successor for you in your position 8. 6 When your boss delegates work to you: the next graphic talks about What do you do when your boss delegates something to you? What he's asking for is what I'm going to be calling completed work. And this is going to show us what you boss actually wants from you, obviously, what he does not want and then what is the final test to make sure that you have achieved the completed work your boss desired or delegated completed work is the study of a problem and the presentation off a solution by you. The manager in such a form that all remains to be done on the part of the bus is to indicate either his approval or disapproval off this completed action and the words completed action or emphasized because the more difficult the problem is, the more the tendency is to present the problem to the bus in piecemeal fashion. But bop it now it is your duty. Is the manager to work out the details. You should not consult your boss in the determination of these details, no matter how complex will perplexing that maybe humane effect. I say you should involve other staff members and piers in advice and so on. The product should when you present to your bus were approval or disapproval be worked out in a finished fall, not bits and pieces. The impulse, which often comes to the inexperienced manager to ask the boss what to do. Rikers more often when the problem is difficult, it's often accompanied by a feeling of mental frustration. It is so easy to ask the boss what to do. The peace so easy for him to answer. And I underline this. It is your job to advise your bus what he ought to do, not to ask him what you want to do. He needs answers, not questions. Your job is to study right, restudy and rewrite until you have evolved a single proposed action, the best one off all that you have considered your bus barely approves or disapproves. Do not worry your boss with long explanations and memos. Writing a memo to your boss does not constitute completed work. Your views should be placed before him in a finished form so that he could make them his views simply by signing his name. In most instances, the complete work results in a single document prepared for the signature of the bus without any accompanying comments. If the proper result is a treat achieved, the bus will usually recognize it at once. And if he wants any comment or any explanation, well, then he will ask for it. This theory off completed work does not preclude what you call a rough draft, but a rough draft must not be 1/2 baked one. It must be completed in every respect. Except that it lex required number of copies and it need not be neat. This completed work may result in more work for you, but it resulted more freedom for your boss. And this is as it should be. He's delegated so that he can have more discretionary time. Further completed work accomplishes two things. The bus is protected from these half back ideas from volume Innis memoranda and immature oral presentations. You he's subordinate who have a real idea to sell. You are enabled more readily to find a market for your ideas, your thoughts and your solution. You can't actually create a good impression on your bus. The final test when you have finished your completed work. The final test is this. If you were the bus, would you be willing to sign the paper, but you've prepared and steak your professional reputation on it being right now, if the answers in the negative take it back and work it over because it is not yet completed staff work. 9. 7 Project and Action Steps: in moving to the conclusion of this. Listen on delegation, I've put together a project which I'm sure you will enjoy, do you? The first thing is to identify a task, but you feel you can delegate to a subordinate either to grow them or just to test the delegation program and your skills. So identify task. You could delegate to particular subordinate and then using the following action steps, which are going to be coming up on the next graphic before you delegate Plan on paper your steps number one and two and enduring the delegation. Process the interaction or immediately afterwards, complete steps four and five on a piece of paper and then evaluate your performance against the action steps and what you have learned in the course on delegation. Evaluate your performance actions. Tip number one is to state the task that you would like the employees to handle and why you would like him or her to handle it to state the performance standards what how well by wind , etcetera and go back and have a look at the degree off freedom you are gowned going to allow this particular subordinate based on the competence also very important is to ask for his or her reaction. You might find one of surprise or fear or nervousness. What? Why? Why me, boss? Okay, listen and respond openly acknowledging any concern. Five. Ask for agreement and offer any assistance and the number six. Express your confidence in the employee's ability to successfully accomplish this task. This concludes the program on delegation. As we can see, it forms a vital part or twin to the time management and all time utilization program. I hope you've enjoyed it, and I'm quite confident that through delegating you will achieve the objectives and the benefits as outlined on this program. I look forward to seeing you in the next lesson, which is going to be on productivity Goodbye.