Why Delegation Is So Important - Assignment Example

Why is delegation so important for entrepreneurs who are making the transition from an entrepreneurial venture to diversified managerial operations of the growth stage? A person’s ability to accomplish a task may be assessed according to the level of the assignments that he can complete, as well as to the height of quality of such task that had been carried out. Indeed, the capacity to attain an undertaking can not possibly be based on the amount alone. It should always be quality against quantity. Common mistakes of entrepreneurs---who, of course---only wish the best for the business, is that they try to get all things done by themselves. Undeniably, they may really be good; much better than the regular employees. But then, a strained mind cannot possibly be as functional as unsullied ones. The reason why most people do not wish to delegate is that they feel that the job will not be perfectly done. That may be true. However, the fact that the main factor of the feeling of uncertainty had been defined should lead to an act to resolve it. Instead of continuously hesitating to hand over a responsibility, one must do something to make certain that the task will be accurately brought about. One must try not to take the burden of trying to do things which can actually be made lighter by the subordinates. It is definitely not easy especially for entrepreneurs, who are making a critical move of taking a crack at the managerial operations. Managers cannot be managers without having to trust their successor’s abilities. They take the lead, train and develop their assistants so they can rely on them. Undeniably, delegation is also about trust. Confidence is a major issue in order for one to delegate. It is not easy. People tend to be perfectionists. It is a fact that we easily see the mistakes and faults, while we tend to overlook the efforts. Or even when such hard work is recognized, the approval is often left unsaid. As mentioned, the principal issue about distrust is the thought that the task may not be completed as desired. The resolution is quite simple. For one to be able to trust another, what he needs to do is to coach that person, make him be the person whom he can one day trust. The key to an effectual passing on of a job is to successfully educate other people to competently handle the tasks. To do this, one must also become skilled at numerous delegation processes. Certainly, it is not that simple. There are certain factors that must be taken into account: Is he the right person? Is the person being considered to prepare to become the successor the right person for the job? It is important to assess his traits, and it is imperative to be objective. It is crucial to get the appropriate worker for the right assignment. Some talents are put to waste when they are given the wrong tasks to take care of. A smart person may not be effective in one department, but may truly excel in another. Make certain that the capabilities of the person(s) suit the job description. Russell, Chuck (p.94) said: “The traditional recruiting definition of a good employee---ambitious, hardworking and loyal---has given way to flexible, possessing a specialized set of abilities, and quick to learn. Business today can rarely tolerate indefinite learning curves. Getting the right person in the right job quickly is a decisive element in maintaining a competitive edge.” Training materials availability. To avoid mishaps, it will really help if the manager can provide training materials, tools that are utilized in the actual operation---if possible. For instance, when the manager aims to have his staff to become an expert of a certain software that only him had been using, it is then about time that he lets the trainee use it. When training, it is also important to be generous of what one knows. Some things cannot be kept from the successors; otherwise the task will not be perfected. Identification of desired outcome. Managers who aspire to get perfect results must be bold enough and let the successor know exactly what they expect. Then again, it must be level-headed expectations. The situation calls for an open and honest relationship between or among the manager and the subordinate(s). It is vital to be sincere and be professional at the same time. The goal to effectively delegate can only be achieved when the trainer and the trainee understand each other. Continuous communication. Even after training, it is of the essence to incessantly keep in touch. The manager must continue to remind his staff his responsibilities, what he needs to do, and update and assess his performance. Through evaluation, the trainee will become more conscious of his mistakes, and he will get the chance to improve his errors. Chapman, Alan states that “Delegation is a very helpful aid for succession planning, personal development - and seeking and encouraging promotion. It's how we grow in the job - delegation enables us to gain experience to take on higher responsibilities. Effective delegation is actually crucial for effective succession. For the successor and for the manager too: the main task of a manager in a growing thriving organization is ultimately to develop a successor. When this happens everyone can move on to higher things. When it fails to happen, the succession and progression becomes dependent on bringing in new people from outside. Delegation can be used to develop your people and yourself - delegation is not just a management technique for freeing up the boss's time. Of course there is a right way to do it. These delegation tips and techniques are useful for bosses - and for anyone seeking or being given delegated responsibilities. As a giver of delegated tasks you must ensure delegation happens properly. Just as significantly, as the recipient of delegated tasks you have the opportunity to 'manage upwards' and suggest improvements to the delegation process and understanding - especially if your boss could use the help.” Details are available from the website . It is also important, when delegating, that the manager let the other person know that he trusts him. Such confidence can make wonders. It can truly infuse people to do better. Delegation is not simply giving a task away, or it is not merely letting other people do one’s chore. It is about allocating works, permitting other people to be part of one’s important task. The significance of designating tasks to others is really indispensable. It can truly assist in the realization of a good quality project. It can result to better sales, or increased revenue for other types of businesses. It has numerous benefits. Myanmar Industries Association revealed the numerous “Importance of Delegating Authority: A. Superior can concentrate on important matters, in order to avoid the valuable time of Superiors being taken up with work of lesser important matters, authority should be delegated to the subordinates. B. It facilitates development of subordinates' abilities. C. Handling work promptly is possible. D. Raising morale can be expected.” Details can be found in . On the other hand, delegation has some blemishes as well, it is not simple to define the successor’s abilities, thus, and managers may truly find it complicated to assess which one is really suitable for the job. Some managers, especially those who were previous entrepreneurs may lack the authority that may be called for. The power does not only pertain to the person’s capacity to give orders, it is also the person’s influence to his subordinates including the way he naturally gains the respect and admiration of his subordinates. Synergy Solutions International believes that “Most managers will agree that they don t have enough time to do everything they need to accomplish. Many end up functioning in a crisis mode or reactive management mode. Too often we think we are delegating when we give goals, assignments and/or work to others. When proper delegation isn’t done, the people the work is given to become resentful because it s more of a dumping more work on them effect. Growing resentment, anger and poor morale is the result on their end, and from the manager s perception, delegation just doesn‘t work.” Details are available from the website: . Conversely, the details that give light to the unhelpful aspects of delegation can also assist in the prevention of its crash. It is said that giving out tasks to others is something that people would love to do but are often afraid of the consequences. Without a doubt, managers would love to have a hand that can make their loads a lot lighter. Then again, it is the results that they are apprehensive about. As a company grows, most entrepreneurs find themselves feeling overwhelmed by too much responsibilities. They sometimes feel helpless; there are just too many details to give focus to, while other tasks remain unattended. Most entrepreneurs are at fault when it comes to failure in delegation. In comparison to those who have worked as managers, and have not started out as capitalists, the former entrepreneurs are more likely to be more angst-ridden with regards to delegating of responsibilities. Entrepreneurs are more used to doing the tasks by themselves, and they have gotten used to that---that even when they have made the transition---they are still not adept of entrusting most of their chores. Most entrepreneurs had humble beginnings; wherein they look after their own financial statements, marketing strategies, selling, research and development and other business responsibilities. The limitations of the businesses in several aspects, including finances, manpower forced these entrepreneurs to learn to multi-task. However, as the business expands, these people fall short in adapting to changes. Some of them refuse to believe that others can also do as much as they can. Others become too accustomed to doing such tasks that they cannot simply let go, while few become obsessed with quality and productivity. Entrepreneurs need to understand that they cannot keep on performing all of the tasks they used to do in past. As the business grows, they need to grow up as well as leaders. They must carefully choose their battles, and dwell on concerns that are of high importance, things that cannot be attended to by others. These managers have to know the importance of being able to do better things and allowing others to watch over other matters. Virtual Advisor Inc. (2002) mentioned, “Delegating tasks and responsibility is a vital component of time management. The primary reason most people delegate is to decrease their workload, which enables them to focus on other tasks and responsibilities. Other reasons to delegate include improved staff satisfaction, better ability to get an increased amount of work done, and faster career growth for the supervisor and the employee who completes the project. Not only does the supervisor's workload decrease, but his staff members also have the opportunity to advance. When delegation is effective, the entire team and the business itself can succeed.” Details are available from the website .    As discussed on the earlier part, delegation has several positive aspects. As mentioned in Bnet.com: “Delegating tasks to employees accomplishes a variety of things. One of which is less work for the supervisor. So why doesn't one delegate? Is not it that supervisors don't know how to delegate work nor could it being that there are different reasons why supervisors don't delegate work to their employees. The answer is simple, supervisors tend to think they can do it better or the employee may make a mistake or even worse the employee may do a good job and the supervisor may feel threatened. Well being a good supervisor is largely about knowing how to delegate work.” Details can be found from . It will really help to keep an open mind, be amenable to numerous possibilities. Delegation cannot be that bad, its positive aspects outweigh its unconstructive elements. Try to have faith in other people’s abilities. Let others be part of the company’s growth. Managers should recognize the fact that they cannot always play the same role that they used to play when they were entrepreneurs. Peck, David wrote: “Many mistakes in delegation can be tracked back to a small-business owner’s own fears or desires. If, after delegating a task, you spend more time checking in and giving advice or direction to your employees than you would like, perhaps it’s time for a hard look in the mirror. Assuming your employees are capable and motivated, what holds you back from letting them work more independently? Effective delegation is about asking great questions, listening hard, learning from your employees, and guiding and inspiring them. Examining your own fears and desires could be a key to improving these skills.” Details can be accessed from . People should now realize that it is about time that others must be given trust as well. It is a significant factor when an employer believes in his employees’ abilities. A brilliant mentor brings out the best in his employees. A confident manager is one who is not afraid of failure or success of his people. The competent executives are those who celebrate their subordinate’s talents; they are the type of business people who are confident on their own skins---and not scared of being overtaken or outdone by a subordinate. It may be a cycle. A series wherein an entrepreneur was forced to do numerous tasks for several reasons, and when it is time to let go of those duties--and he needs to execute affairs that are more critical---he finds it grueling to simply let loose. Definitely, he needs to learn. He has to go through a phase wherein he will gain knowledge of effective delegation. Then again, it must given emphasis that people, in due time, has to do things that will be more beneficial to the majority. It must be remembered that it is necessary to delegate; for one cannot possibly continue on doing all the tasks by himself. That may result to numbers of unhealthy issues. It may cause deficits on the part of the company; for certain aspects may not be given adequate attention. It may also result to a bad health condition of the person who tries to do everything. It is not that difficult to acknowledge the benefits of delegation. One simply has to become conscious of others’ gifts also. It is about overcoming the fear of not achieving the desired output. It is about conquering a person’s lack of trust on other people. It may begin as a struggle and it absolutely will not be easy, but for as long as the person has the aspiration to grow---and is willing to set one’s self free from the burden and stressful life brought about by doing more than what he can actually do---it is absolutely workable. The contribution that others can eventually give to the company may even be surprising, and that is exactly what is looked-for as the company strives to become bigger. What truly makes a company successful is the manager’s ability to talk into his staff. His capability to inspire his organization and his potential to motivate them to push themselves to walk an extra mile is what really makes an effective manager. Managers do not only pass on a task when they delegate, in fact, they entrust the company’s success and stability. For when a manager discovers the advantages of delegation, he also learns the profit of confidence. List of References: Bnet.com, Oct 2006, How and when to delegate. Accessed from: [09 March 2009]. Chapman, Alan, (1995-2008), Delegating authority skills, task and the process of effective delegation. Available from: [09 March 2009]. Myanmar Industries Association, Heart of Myanmar industries. Available from: < http://www.mia.com.mm/hrm.htm> [09 March 2009]. Peck, David, Mistakes in delegation. Available from: [09 March 2009]. Russell, Chuck, Right person, right job, p. 94. Synergy Solutions International. Proper delegation isn’t dumping. Available from: [09 March 2009]. Virtual Advisor Inc., 2002. When to delegate. Available from: < http://www.va-interactive.com/inbusiness/editorial/hr/ibt/delegate.html> 09 March 2009. Read More