1. DELEGATION AND EMPOWERMENT

2. DELEGATION
Process by which managers allocate authority to workers who report to them
Authority is the legitimate power an organization grants to some of its members to direct and manage the actions of employees of the organization in achieving its goals
Manager shares power doesn’t give it away

3. ADVANTAGES In absence, assistant assumes interim responsibility
Permits sharing of responsibility for a task with employee with more skill or training
Training device, provides employee with additional skills and knowledge
Manager accomplishes more
Spend time in planning and staff development
Helps with time management

4. DISADVANTAGES Task may not be accomplished
Task may be performed badly, late or not at all

5. STEPS OF DELEGATION
Manager assigns clear objective or well-defined task
Manager grants authority to accomplish task and ensures all involved understand this
Employee understands objective and accepts authority and responsibility. Acceptance creates obligation
Manager holds employee accountable for accomplishing task

6. TO DELEGATE Must select employee skilled to accomplish task
Allow to assume responsibility, but monitor progress
Anticipate some mistakes and prepare to guide employee in correcting them
Lines of communication always open
Employee can rely on advice, support, and praise

7. IMPORTANCE
Delegation increases in importance as you rise to higher levels of management
How well work is accomplished is reflected by how well manager leads work of employees who report to her/him

8. DO NOT DELEGATE
Establishing missions, goals, objectives for entire unit under manager’s responsibility
Making policy decisions – for instance trayline safety
Defining standards of performance for entire unit
Monitoring the units achievement of standards
Taking corrective action when standards are not met

9. EMPOWERMENT
Self-management accomplished through intrinsic motivation

10. LEVELS OF EMPOWERMENT
PARTICIPATIVE-work environment created by a flexible, situational leadership style
JOB INVOLVEMENT-involved in job design, team emphasis, training more important, managers more supportive-less directive, employees chose responsibility, managers commit to encourage involvement
HIGH INVOLVEMENT-employee empowerment and participative management job-related decisions are promoted managers are highly competent, team building, coaching, training, delegating, more costly-additional time in hiring, in training and development – developed through communication
SUGGESTION INVOLVEMENT-encouraged to contribute with little change in day-to-day activity, managers retain power to decide if suggestion is used

11. ROADBLOCKS TO PARTICIPATIVE MANAGEMENT
Commitment from the top
Employee skepticism
Employee’s level of development
Cultural differences
Fear of failure and job insecurity
Managers as obstacles
same fears as employees
unwilling to give up power and authority
give up control
does not have skills and information