Super series are a set of workbooks to accompany the flexible learning programme specifically designed and developed by the Institute of Leadership & Management (ILM) to support their Level 3 Certificate in First Line Management. The learning content is also closely aligned to the Level 3 S/NVQ in Management. The series consists of 35 workbooks. Each book will map on to a course unit (35 books/units).
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Yes, you can access Organizing and Delegating by Institute of Leadership & Management in PDF and/or ePUB format, as well as other popular books in Commerce & Commerce Général. We have over one million books available in our catalogue for you to explore.
In this session and in Session D we examine the process of effective delegation and ask you to apply the process in your work by delegating a suitable task to one of your team members. If you are not yet in a position to delegate, you will still find it useful to work through the sessions now, but plan to work through them again when you come to delegate tasks.
The skills of delegation include knowing what to delegate and to which member of your workteam.
In this session we will look in general terms at what parts of a team leader's job can be delegated; then you will look at your own work to select particular tasks that you can delegate and select a real task which you want to delegate.
Delegation can be a way of demonstrating that you recognize the skills of a particular team member, or the enthusiasm and commitment they possess. Depending on the type of task you delegate, it can also be part of a system of rewards, for example, if you delegate a desirable task rather than one that may be low priority or routine.
The success of delegation depends to a large extent on your choosing the most appropriate person to take on the job. To make this judgement you must get to know the strengths and weaknesses of team members. In the second half of this session you will choose an appropriate team member for the delegated task.
2 What should not be delegated?
There are clearly parts of any manager's job that cannot be delegated. It is important to identify these activities first and separate them from the others. You can then look at these other jobs and assess which are most suitable for delegating.
Work which is of a confidential nature should not be delegated. Similarly, team leaders cannot delegate tasks for which they do not have the authority in the first place. Nor can they delegate all their authority, or they will have passed over the job altogether.
Your company regulations and policies may specify jobs which only you can do, or there may be procedures which only you can undertake.
Activity 22
Think about your own particular job and write down two things which you cannot delegate, and why this is.
Your answers will depend on your own circumstances, but here are some examples of work activities that you would not delegate:
disciplinary action;
counselling staff;
reviewing the performance of team members;
your role in promoting health and safety at work;
planning and organizing the work activities of the whole team.
3 What should be delegated?
We'll now consider which tasks you ought to delegate to your workteam.
Activity 23
You are the office manager in the editorial department of a publishing company. Much of the work in your department is done by freelance writers, editors, proofreaders, and page designers who work from home. The editorial manager wants to use the regular freelance staff more effectively. By finding out what sort of hardware and software each one uses, the various types of editorial jobs can be distributed more appropriately between them. The editorial manager asks you to do a short survey of the freelance staff, to see what equipment each one has, and which sorts of jobs they feel they are best equipped to do. The editorial manager also wants to increase the pool of design staff, and asks you to draw up a list freelance designers who might be suitable for the company.
