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Delegation - An Individual and Organisational Key Skill

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23. Delegation - An Individual and Organisational Key Skill (1 or 2 days)

WHO FOR :-

All managers, particularly senior managers within an organisation who have to trust individuals within their teams to successfully take on and carry out tasks that together will be used to measure the manager's effectiveness in obtaining the results they are charged with achieving. The course is intended for excessively busy and occasionally stressed individuals who would appreciate a refreshingly new perspective to view their own job and workload.

AIMS OF THE PROGRAMME

  • To enable managers to identify the blind spots both they and their organisation have with regard to Task Delegation and allocation, and the contra effects these have on organisational effectiveness and employee motivation.
  • To provide delegates with a clear understanding of what Delegation is, how to Delegate, how not to Delegate, what to Delegate and to whom.
  • To help create an Organisational Culture and management outlook which will promote the empowerment of individuals at all levels over their job tasks and required End Result objectives thus promoting self-confidence and initiative.

CONTENTS AND METHODS

This course is one of the most important building blocks in a manager's skills inventory as it outlines in stark reality how effective or ineffective a manager may be at achieving results with and through the individuals and in their teams. The course uses film case study material, Delegates' own experience of good and poor Delegation practice and syndicate and individual tasks. A pre-course self-analysis Delegation inventory will be supplied for completion; this will then be analysed on the course.

COURSE CONTENT WILL INCLUDE:-

  • What Delegation is and why Delegation skills are so important to utilise at all management levels.
  • The Delegation Cycle.
  • Responsibility, Authority and Accountability defined.
  • What Delegation is not.
  • Allocation, Abdication and Delegation.
  • Critical symptoms of under-Delegation:
    • a.Within your organisation
    • b.With yourself
    • c.With your people
  • The consequences of poor Delegation practice within your organisation.
  • The "Yo-yo" syndrome.
  • A film case study on Delegation.
  • Reasons why managers do not Delegate
  • "Know thyself, know thy job end results".
  • Delegation as a principle for promoting an organisational empowerment culture.
  • The advantages of Delegating for the organisation, the manager, the individual and the team.
  • The 5-stage process for effective Delegation:
    • before
    • during
    • after Delegation
    • A check-list of Delegation "dos" and "donts".
    • The pitfalls and perils of well-meaning but poor Delegation.
  • Before Delegation:
    • Criteria for identifying what and what not to Delegate and to whom.
    • Individual and team Delegation plans.
    • Delegatee Evaluation worksheets.
    • Knock-on positive and negative consequences of a Delegation decision.
    • Work enrichment and Delegation.
  • During Delegation:
    • How to Delegate for results.
    • Instruction, Coaching or Counselling.
    • Setting milestone Objectives for up-skilling.
    • Empowering, monitoring and coaching.
    • Communicating with others affected by the Delegation.
  • After Delegation:
    • Setting Objectives for the new responsibility.
    • How the use of Key Result Areas and Objective setting promotes Delegation and empowerment.
    • Performance Appraisal and Planning and its link to Delegation.
    • Recognising and eliminating common problems associated with Delegation.
    • Preparing your own Delegation priorities within a planning framework.
    • Putting Delegation to work in practice.

BENEFITS

This course will coach Delegates on the what, why, where, when, who and how to Delegate effectively and will instil the necessary understanding, confidence and competence to do so.

Delegates will leave with the personal motivation and plan of action to immediately change or review their current work practices objectively and logically.

Managers who understand the benefits of being good Delegators will appreciate how much more both they and their teams will be able to achieve, and how good Delegation increases job satisfaction, recognition of individuals and happiness levels at work.

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