Delegation in ManagementMGT/330Delegation in ManagementDelegation should be seen by a manager as an opportunity rather something to be feared or fought. It is an opportunity to help grow new talent while allowing them to better focus on the management process. Yet many managers rebel against delegating work, "despite the earnest resolve to do more delegation, a manager often finds it difficult to give an employee a job that he thinks he can do better" (Pollock, p10). After all, it probably took years of their own hard work and attention to detail that helped get them where they are. Effective delegation will benefit all of the parties involved: the manager, the associate performing the t ...view middle of the document...
Without this understanding the associate could only complete very basic steps of the task and would be unable to offer any additional thoughts or perspectives. Only by fully engaging the associate will the associate grow from the experience of the work.Selecting the right person for the task is imperative to its success. The associate receiving the project should first and foremost possess the necessary skills to complete the task. They should also be open to the opportunity, "too great a challenge is threatening and may lead to failure; too small a challenge may lead to boredom" (Pollock, p31). The manager should also give the associate an opportunity to provide his or her own input on ways to tackle the problem, possibly discovering an approach not previously identified.Essential to success will be empowering the associate with the authority, time, and resources necessary to perform the task. The associate should feel confident that the manager fully trust's decisions the decisions they make and will stand behind them. The associate should have access to any information previously gathered so time is not spent duplicating work already done. They should also feel comfortable in contacting other associates or managers to gather additional needs and information for the project.The manager should also meet with the associate during the project and be open and available to offer direction, encouragement, or answer questions. The dates for some of these meetings should be pre-scheduled at the beginning of the project, possibly based on key milestones of the project. These meetings will assure the project is on-track and that the associate is not struggling. Managers should also keep an open line of communication throughout the entire process, associates should be able to approach them any time between meetings with any difficulties they run into and are not sure how to handle.Delegation is a commonly used practice at Hewitt Associates. Division leaders and managers rely very heavily on subordinate associates to carryout tasks and projects. A culture has been developed where associates at all levels are considered valuable to the process and whose input is sought out. All teams haves associates specifically designated as Project Managers. These Project Managers work very closely with Unit Managers and Delivery Group Managers (the two next highest management levels) on special team projects and needs. They are involved in many of the standing team meetings and have regularly scheduled meetings with their direct managers so they have a full understanding of all team initiatives.All associates who have had w...
