In the scope of the organizations, delegation of tasks is one of the most important processes and at the same time one of which they awaken more expectations at all levels. Today the delegation has become an almost indispensable process, since the need to be more competitive, the introduction of new technologies of information and communication and the flattening of traditional hierarchical structures exert increasing pressure on the intermediate levels. In reality, the three above elements (competitiveness, TICs and more responsibilities) appear to be the bisector of modern life, and especially if you’re a / Manager or an officer of the intermediate level of the Organization, you will have late or early deal with this process. Now that achieve a successful delegation is not all easy! Then some ideas to help you deal with the process. What is delegate? It is interesting to know that delegate is ordered the completion of certain tasks or compliance certain functions to other people.
Precisely this is the focal point of the delegation in organizations: the higher delegated tasks or functions, and part of the authority, while it shares the responsibility and establishes control mechanisms. A well-structured delegation is beneficial for partners, because it gives them autonomy, ability to take decisions and commitment to the task. Attitude toward the delegation as important as the ability of employees to take on new tasks and responsibilities is your own attitude towards the delegation! Since if you’re convinced that nobody can do things better than you, or you are only quiet when you make them, or don’t trust nobody hardly you can delegating. The consequences: catastrophic, since you’ll soon crowded tasks, without possibilities of organizing your times and stressed to say enough. The first key to the delegation is therefore to develop the ability to delegate.
Tasks and people a second stage is the identification of the tasks to delegate, in close relationship with the ability of people in them will be delegated. Many times there is a tendency to delegate only routine tasks or those that the directors don’t want to perform. In fact, a process of delegation to be successful, must understand as far as possible complete tasks, in which the team or person that is delegated, can measure the positive or negative results of management. According to Larry Culp, who has experience with these questions. And of course, allow the Executive the objectives proposed to initiate the process: have more time free to dedicate it to strategic thinking, destine it to other activities or, primarily, to spend more time with his family. Control, the litmus test for completion, the delegation includes a stage of control; to reach this, the Executive must have overcome cultural barriers that prevent or hamper the delegation, and the definition of tasks, objectives, deadlines and associated authority. In fact, the stage of control is the litmus test of the delegation: allows to check if the collaborator is able to perform its task and level given confidence. To take into account: get assurances about the ability of employees to assume tasks if you must be corrected, do it in a timely, easy and operational, with warmth and good humor. If something has been done well, don’t hesitate to admit it. From VA Spain wish you good luck in your process of delegation!. Original author and source of the article