Delegation dynamics
C.V. Prakash

Delegation of a task, with regard to manager, is as important as doing the job himself. Delegation is not just a matter of telling someone else what to do, though many managers tend to think, the job ends the moment a task is delegated. Managers fail to realise that they own equal or more responsibility of the successful completion of a task as much as those to whom a task has been delegated.

This makes delegation itself a careful blend of good judgment and thorough evaluation of both the task and the person or persons, to whom the task is delegated. This is exactly why there are a lot many aspects that a manager has to take into consideration, while delegating tasks.

First of all, one has to know and understand that there is a wide range of varying freedoms that one can confer on the other person, while delegating a task. This is where the judging capabilities of a manager comes into use. If the person to whom the job is being delegated has good experience and is reliable, then the manager can afford to give the person more freedom.

However, it is important for the manager to apply his discretion perfectly while delegating a task based on the critical nature of the job. A manager has to be cautious about extending a lot of freedom, especially if the job or reputation depends on getting a good result.

The accompanying table illustrates how various instructions are mistaken to be delegation of a task whereas, a close understanding of the instructions tell us that they are actually far away from ‘delegation of a task.’

The table illustrates beyond doubt that except the last instruction, the rest are all mistaken forms of delegation of a task.

When a job is delegated to a person for the first time, the ‘boss’ always puts them on the first level of delegation. However, based on the performance, the level of delegation mentioned in the table goes on getting higher or remains at the lowest, depending on how the subordinate performs.

But the ultimate aim for every person working in an organisation must be to get into the seventh level of delegation. Once this is done, there is no looking back for an organisation because every person working there is efficient and perfect.

Make a matrix sheet with the name of all the people you interact with and then based on the instructions you get each time from them, rate yourself on the levels.

Once you rate yourself, you will realise which level you are in the mind of the others.

Once you realize how the others assess you in terms of work, you will know how and where you need to improve yourself.

The moment you realise that you are on the seventh level of delegation with everybody you interact`85.. you are there.

Try this because probably this is one of the best forms of self-appraisal.