the reasons are discussed why people do not delegate authority and responsibility.
who do not delegate are compelled to focus more on what they are doing than
what their subordinates could be doing. They spend more time checking details
instead of attending to their executive and urgent matters such as
policy-making, planning and leading their subordinates. Reluctant to use the
knowledge and skills of subordinates, such people often make,
override or reverse subordinates’ decisions in such a manner to show their authority
even though it may demotivate subordinates’ moral. But why are people
sometimes reluctant to delegate? Surely part of the reason may be the
fact that some people
are inexperienced and afraid of the possible consequences of delegation.
Perhaps they do not delegate because they fear that subordinates will not
accept the new responsibility delegated to them or they fear that subordinates will
draw higher management attention by doing better. These feelings of insecurity
cause them to avoid delegating. The
following examples are the most common excuses people sometimes
use for not delegating.
Managers sometimes prefer to perform some
activities by themselves. They feel that no one can do the work like them.
There is always a possibility that subordinates will not do the task properly.
Ego therefore plays a definite role.
Some managers tend to think that delegating
responsibilities will threaten their own positions. They feel that their
positions will become less important incase their subordinates perform well.
Lack of confidence in subordinates or in their
skill set, capabilities and ability to delegate is another important reason why
managers are sometimes reluctant to delegate.
Managers sometimes argue that inadequate control
measures in the institution make it impossible for them to delegate, because it
may allow for activities to be carried out ineffectively and inefficiently
without them being aware of it.
Sometimes managers think that delegation will
cause overlapping of tasks and will make coordination more difficult.
Managers sometimes argue that delegation will
divide subordinates into too many sub-objectives.
Some managers believe that their subordinates
Managers sometimes explain that it takes more
time to train subordinates to do the tasks that have been delegated than to do
the work themselves.
By authority of their positions in the
hierarchy, managers sometimes believe that they can get a quicker response.
Sometimes managers explain that their
subordinates are specialists in their respective fields and do not have the required
knowledge and experience for some responsibilities.
Managers sometimes also argue that their
subordinates are too busy and have no time for additional duties.
responsibilities as a Supervisor.
main responsibilities are to make sure of smooth flow of review changed
policies, endorsements and riders, calculation of commissions and maintain
records. And to make sure these practices are smoothly undertaken he needs to
focus on following basic roles as a supervisor.
Educator- Harris will have to act as an
educator when team members are new, when there is a new member he will most
likely have to educate when holding or attending meetings, write and distribute
policies, manuals, or other documents, and provide cross-training
Sponsor- When acting as a sponsor, Harris
has to assume that his subordinates have the skills needed to perform their current
jobs and should provide opportunities for them to showcase their talents and
strengths. Additionally, he is expected to support employee career development,
even if it means that his subordinates will move to positions outside his team.
Coach- Harris will have to be coaching employees
when he is explaining, encouraging, planning, correcting, or just checking in
with his employees.
Counsel- Counseling is used when an
employee’s problems impact performance and is intended to mitigate any further
action, including formal disciplinary action. The employee should solve the
problem and Harris’ role is to be positive, supportive, and encouraging in that
Director- Directing is used when
performance problems continue and assumes Harris has educated, coached, and
counseled. During “directing” conversations, he should make recommended
alternatives and consequences clear.
should keep to himself reviewing changed policies and endorsements he can delegate
riders but should closely monitor until the delegated people are fully trained
and can delegate calculation of commissions and maintaining records as well. However
Harris must identify workers who can take up those responsibilities and should
delegate the responsibilities after identifying and confirming that they have
the required skill set and abilities as well as competencies to deliver
first step in delegating is to identify what should and should not be delegated. He must determine what he is going to
delegate then take the time to plan how he is going to explain to his
subordinates his requirements, parameters, authority level, checkpoints, and
must identify the right person by Assessing the skills and experience of the
subordinates as objectively as possible without being too quick to choose. After
identifying each subordinate whose competencies are up to the required level
Harris must give an overview explanation importance of assignment and why each
one of them have been chosen to the delegated job.
responsibilities must be described in detail. Any necessary parameters should
be defined and performance standards should be set. Harris must educate his
subordinates their level or degree of
authority. By the way he must make sure that he notifies those who are affected
by the delegatee’s power.
must check with solicit questions and suggestions the subordinates what
approach they might take in given working conditions.
listening to the comments and respond empathetically Harris will be able to get
employee “buy-in” and will also help him to get it cleared whether subordinates
do indeed understand what is expected of them.
can offer help or some type of back-up assistance whenever required thus the
output quality of his subordinates will be up to standard levels but he must express
confidence in his subordinate’s ability to successfully handle new
establish checkpoints, deadlines, and ways to monitor progress. The entire
discussion should be a collaborative process. He should strive for mutual
agreement. Keep in contact with the subordinates and observe the checkpoints
the two of them agreed to and also he has to adopt the company’s reward system
and must recognize and reward those who do well and identify those who don’t and
lead them to improve (Personal Development Plan) in their newly delegated responsibilities.