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By N2H

Delegation

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Delegation is an advanced leadership skill. Delegationen er et avanceret lederskab dygtighed. Its one way leaders: Dens en måde ledere:

• free themselves of time consuming chores. frigøre sig af tidskrævende pligter i hjemmet.
• provide followers with development opportunities give tilhængere med udviklingsmuligheder
• increase the number of tasks accomplished by the work group, team, or committee. øge antallet af opgaver udført af den arbejdsgruppe, team eller udvalg.

However it is often overlooked and underused in management. Men det er ofte overset og underudnyttet i forvaltningen.

Defined, delegation implies that the leader empowers another person to take responsibility for completing certain tasks or engaging in certain activities. Defineret, delegation indebærer, at lederen bemyndiger en anden person til at tage ansvaret for færdiggørelsen af visse opgaver eller deltage i visse aktiviteter. Delegation gives the responsibility for decisions to those individuals most likely to be affected by or to implement the decisions. Delegationen giver ansvaret for beslutninger, at de personer, de fleste forventes at blive berørt af eller til at gennemføre beslutninger.

Delegation is more concerned with autonomy responsibility and follower development than with participation. Delegationen er mere optaget af autonomi ansvar og fulgte trop udvikling end med deltagelse.

MISUSE OF DELEGATION. Misbrug af delegation.

• Failure to delegate authority needed to accomplish delegated tasks. Manglende evne til at uddelegere kompetence, der er nødvendig for at udføre uddelegerede opgaver.
• Monitoring too closely those delegated to. Overvågningscenter for tæt disse uddelegeres til.
• Delegating only those tasks the leaders do not want to do. Uddelegering kun de opgaver lederne ønsker ikke at gøre.

IMPORTANCE OF DELEGATION Betydningen af delegation

Frees time for other activities . Leadership entails achieving goals through others. Frigør tid til andre aktiviteter. Leadership indebærer nå mål gennem andre. Leaders have to think in terms of the whole group or organizations, capability not just their own. Ledere er nødt til at tænke på hele gruppen eller organisationer, kapacitet ikke kun deres egne. This may cause conflict in some leaders who may have been successful on their own. Dette kan medføre konflikter i nogle ledere, der kan have været en succes på egen hånd. However leaders have some responsibilities they must delegate. Men ledere har nogle ansvarsområder skal de delegerede. Due to delegation, the leader is able to have some time to attend to those other activities he is more suited or situated to accomplish. På grund af delegation, lederen er i stand til at have nogen tid til at deltage til de andre aktiviteter, han er mere egnet eller placeret til at udføre. Delegation allows the leader to invest his time wisely. Delegationen giver lederen til at investere sin tid fornuftigt.

Delegation develops followers. Developing subordinates is one of the most important responsibilities of any leader. Delegationen udvikler tilhængere. Udbygning underordnede er en af de vigtigste ansvarsområder for enhver leder. Delegating significant tasks to subordinate is one best way to support their growth. Uddelegering af væsentlige opgaver til underordnede er en god måde at støtte deres vækst. This provides the subordinate with opportunities for initiative, problem solving, innovation, administration and decision making. Dette giver de underordnede med muligheder for initiativ, problemløsning, innovation, administration og beslutningstagning. By providing practical experience in a controlled fashion, delegation allows subordinate the best training experience-learning by doing. Ved at yde praktisk erfaring på en kontrolleret måde, delegation tillader underordnet den bedste uddannelse, erfaring-learning by doing.

Delegation strengthens the organization. Strengthening/developing subordinates strengthens the organization. Delegationen styrker organisationen. Styrkelse / udvikle underordnede styrker organisationen. This depicts that that subordinates are trusted and their development is important. Denne afbilder, at underordnede er pålidelige og deres udvikling er vigtig. This motivates the subordinates to want to work in the organization. Dette motiverer de underordnede, at man ønsker at arbejde i organisationen. Skillful delegation tends to increase the significance and satisfaction levels of most jobs making subordinate’s jobs better. Dygtige delegation tendens til at øge betydningen og tilfredshed niveauer fleste arbejdspladser gør underordnet's job bedre. In turn an organization systematically develops its personnel, its overall experience level, capability and vitality also increases. Til gengæld en organization systematisk udvikler sit personale, sin generelle erfaring niveau, kapacitet og vitalitet også stigninger. Delegation therefore stimulates innovation and generates fresh ideas and new approaches throughout the whole organization. Delegationen derfor stimulerer innovation og genererer nye idéer og nye tilgange i hele organisationen.

WHY AVOID DELEGATION? Hvorfor undgå delegation?

Delegation takes too much time. Delegation saves time for the leaders in the long run, but it costs time for the leader in the short run. Delegation tager for meget tid. Delegationen sparer tid for lederne i det lange løb, men det koster tid for lederen på kort sigt. It takes time to train the subordinates to perform any new tasks. Det tager tid at uddanne de underordnede til at udføre alle de nye opgaver. However when the task is a recurring or repetitive one, the long-term savings will make the additional effort in training worth it, for both the leader and the followers. Men når opgaven er et tilbagevendende eller gentagne et, det langsigtede besparelser vil gøre den ekstra indsats inden for uddannelse værd, for både lederen og tilhængere.

Delegation is risky. Delegation is risky ie it reduces direct personal control over the work Delegationen er risikabelt. Delegationen er risikabelt dvs. den reducerer direkte personlig kontrol over arbejdet

• The job will not be done as well Jobbet vil ikke ske såvel
• The task is a desirable one Opgaven er en ønskelig en
• Others are already too busy. Andre er allerede alt for travlt.

PRINCIPLES OF EFFECTIVE DELEGATION. Principperne om effektiv delegation.

• Decide what to delegate. Beslutte, hvad der skal uddelegere.
• Decide who to delegate Bestemme, hvem der til at uddelegere
• Make the assignment clear and specific. Gøre opgaven klar og specifik.
• Assign an objective, not a procedure. Tildele en objektiv, ikke en procedure.
• Allow autonomy, but monitor performance Tillad autonomi, men følge resultaterne
• Give credit, not blame. Give kredit, ikke skylden.

POINTS TO COVER WHEN DELEGATING A TASK. Punkter til at dække når uddelegering af en opgave.

• How does the task relate to organizational goals Hvordan virker den opgave vedrører organisatoriske mål

• When does the subordinate’s responsibility for the task begin? Hvornår har underordnet ansvar for opgaven begynde?

• How has the task been accomplished in the past. Hvordan har til opgave gjort i fortiden.

• What problems were encountered with the task in the past? Hvilke problemer med opgaven i de tidligere?

• What sources of help are available? Hvilke kilder til hjælp er tilgængelig?

• What unusual situations might arise in the future? Hvad usædvanlige situationer kan opstå i fremtiden?

• What are the limits of the subordinates authority? Hvad er grænserne for den underordnede myndighed?

• How will the leaders monitor the task(eg provide feedback) Hvordan vil ledere overvåge opgave (f.eks give feedback)

• Always convey high confidence and expectations. Altid udtryk for stor tillid og forventninger.

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