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Delegation

The process by which a manager assigns and

transfers duties , authority , and responsibility to

his or her subordinates.

●May also occur among colleagues of the same rank,

whenever necessary and appropriate.

●Benefits the organization.

Process of Delegations

●Assignment and Transfer of Duties

●Assignment and Transfer of Authority and

Responsibility

Assignment and Transfer of

Duties

Managers are expected to have many duties as part

of their high positions in the management hierarchy

and must be able to identify those critical tasks that

they must really focus and spend time on, and those

tasks that they may assign and transfer to their

subordinates.

SMARTER

s-specific

m-measurable

a-attainable

r-realistic

t-time-bound

e-ethical

r-recorded

Specific

stating clear instructions to the employee. Delegate

tasks that will encourage new skills and experiences.

Measurable

employee must know exactly the level of effort

and quality necessary to accomplish the task.

Attainable

know the skills and capabilities of the employee to

determine if he or she can perform the delegated task. Provide

access to resources required.

Realistic

the task must be relevant and can be achieved and

be performed within the existing conditions.

Time-bound

deadline or expected date to achieve the task.

Know the pace of work an employee is used to.

Ethical

reflect any ethical issue involved in achieving the

task. Be guided by ethical principles when delegating tasks to

his or her employees

Recorded

proper communication with the employee in a

manner that can be recorded for documentation

Assignment and Transfer of

Authority and Responsibility

In delegations, the manager

assigns and transfers authority to

the employee or subordinates to

do the delegated task. He or she is

grants authority to the subordinate

to act and to take necessary action

needed.

Elements of Delegation

• Responsibility

• Accountability

• Release

Responsibility

duty of a person to complete the tasks assigned

to him or her.

Accountability

duty of a person to give an account for any

deviation or discrepancy between what was expected of the task

from the beginning and what actually resulted at the end.

Release

capability and mindset to learn how to delegate

nonmajor task.

Advantage of Delegation

1. It leverages managers' energy and talent by allowing them to

focus more on important tasks needs to be accomplished.

2. It allows managers to accomplished more as compared to what

they can accomplish if they are working alone.

3. It helps develop effective and productive subordinates .

4. It promotes a sense of being an important and contributing

member to the organization on the part of the subordinates.

5. Subordinates feel that their superiors trust them by assigning

tasks for them to do.

6. It creates a feeling on the part of the subordinates that their

superiors believe in their abilities to accomplish certain jobs.

7. It transfers responsibility to others as a means of promoting

one's own productivity.

8. It allows subordinates to develop and grow on their jobs by

learning how to handle responsibility and more productive.

9. It increases commitment to decisions and work goals on the

part of subordinates.

10. Delegations leads to empowerment by giving subordinates the

freedom to contribute ideas and do their jobs in the best possible

way, as well as giving opportunities to discover new skills and

things that they can be good at.

EFFECTS WHEN MANAGERS DO

NOT DELEGATE

1. It may be a sign that the manager wants to exercise "too much

control" over tasks.

2. It might show that the manager does not trust his or her

subordinates.

3. It might overload the manager of work that can be done by

others.

4. It denies others many opportunities to utilize their talents on

the job and discover their potentials at work.

TEAM

●The common way to describe a team is that it is a

group of people organized to bring together their

complementary skills to achieve a common

purpose.

●They are also refered to as a task team, a small

group of people with different skills working

together and are accountable to each other in

achieving their common goal.

Stages of Team Development

• Forming

• storming

• norming

• performing

• Terminating

Forming

Members of the team start to get to know each other.

They are courteous and formal with each other. They begin to

identify and clarify their tasks.

Storming

the members know their individual tasks and they

start to complete. They argue about actions to take. Conflict is

very visible.

Norming

group members begin to be cooperative. They turn

their focus on group goals. They have established norms or

agreed ways for doing things. They start performing as a

group.

Performing

The group matures and handles complex

challenges. They fully function as a team. They get successful

results.

Adjourning

Having completed their goal, the group breaks

up. Members reflect on their experiences and what they have

learned. They return to their original group, or they start to

join a new task team.

PLANNING TECHNIQUES AND TOOLS

pertain to the different methods for

determining, analyzing, and predicting

situations that will likely occur.

The long-term success of an organization

depends on how well managers are able

to use and apply their knowledge, skills,

and talent for planning.

FORECASTING

A proactive approach that uses

techniques to predict the

likelihood of events or changes

in the environment. It allows

managers to prepare for the

future.

2 types of forecasting

• Quantitative

• Qualitative

QUANTITATIVE

Uses statistical tools

and data for prediction.

Relies on historical data

that can be measured

and quantified.

QUALITATIVE

Uses expert opinions or

judgments for predictions.

Suitable for non

quantifiable data or when

historical data is

unavailable.

CONTINGENCY PLANNING

A strategy to address uncertainties and risks

by identifying alternative courses of action

for unforeseen or uncontrollable events.

SCENARIO PLANNING

involves predicting alternative future events

and preparing actions to mitigate risks or

seize opportunities.

APPROACHES TO SCENARIO PLANNING

• inductive

• deductive

• Incremental

• normative

INDUCTIVE APPROACH

Starts with a possible scenario based on familiar context

and expands on it..

DEDUCTIVE APPROACH

Begins with a general principle and develops

detailed applications

INCREMENTAL APPROACH

Gradual development of possibilities, moving from one to

another.

NORMATIVE APPROACH

Focuses on an ideal future vision and works towards

achieving it..

BENCHMARKING

A technique of learning from the best

practices of other organizations to

improve efficiency and effectiveness.

TYPES OF BENCHMARKING

• External Benchmarking

• Internal Benchmarking

DECISION-MAKING TECHNIQUES

is a crucial

part of planning, requiring the

selection of the best path

forward.

MANAGERS OFTEN RELY ON 2 APPROACHES

• Intuitive Decision-Making

• Rational Decision-Making

Intuitive Decision-Making

Based on “gut

feel” or “hunches,” often used in

emergencies when quick action is needed.

Rational Decision-Making

A systematic

approach used when time allows for

thorough analysis.

STEP 1: Identify and Define the Problem

The first step in rational decision-making is to

clearly define the problem by distinguishing root

causes from symptoms. This involves consulting a

team, gathering factual data, and verifying

accuracy before finalizing the problem statement.

STEP 2: Generate and Evaluate Alternative

Courses of Action

The second step involves

generating and evaluating

possible solutions by analyzing

key factors.

Costs

Financial impact of each alternatives

Benefits/Desired Features

Advantages and specific outcomes of each choice

Speed/Timeliness

How quickly the alternatives

can be implemented

Creativity/Innovativeness

The ability of the

alternative to encourage innovation

Social Acceptability

How well the alternative is

received by those affected.

Step 3 : Choose the Most Appropriate

Course of Action

In the third step, managers assess

alternatives by assigning scores based on

key criteria. Using their judgment or group

input, they selected the option with the

highest total score.

Step 4: Implement the Chose Course

of Action

In the fourth step, a work plan is created

and the manager collaborates with

relevant groups to implement the

decision.

Step 5: Evaluate the Results

The final step involves monitoring

progress to determine the solution’s

effectiveness. If results are unsatisfactory,

adjustments are made while considering

any side effects.

KEY DECISION MAKING

CRITERIA

Ethnic Implications

Environmental Sustainability

Costs

Benefits

Timeliness

Creativity/Innovation

Social Acceptability

ORGANIZATIONAL

STRUCTURE

defines how

tasks are assigned, reporting

relationships are established, and

authority is distributed. It ensures

workflows, communication channels,

and coordination mechanisms align with

organizational goals.

FUNCTIONAL STRUCTURE

Is an organizational framework

where employees are grouped based on specialized

roles and expertise. Each department focuses on a

specific function, such as Human Resources,

Manufacturing, Finance, Accounting, and Marketing,

under the leadership of a Chief Executive Officer

(CEO).

DIVISIONAL STRUCTURE

is an organizational

framework where members of an

organization are grouped together based

on their work on the same product, service,

process, or customer segment. This

structure is typically used by complex

organizations with diverse operations

across multiple products, customers,

processes, or territories.

MATRIX STRUCTURE

is a combination of both functional and

divisional structures. Employees report to two managers:

one from the functional department (such as marketing or

finance) and another from the project or divisional team.

This dual authority enhances collaboration, resource

sharing, and flexibility but may create confusion and

conflicts due to overlapping responsibilities and reporting

lines. It is commonly used in organizations that handle

multiple projects simultaneously.

TEAM

STRUCTURE

is

the pooling of diverse skills, enabling

efficient task completion. However, its

temporary nature can reduce commitment,

and personality differences may lead to

conflicts. Strong leadership is crucial, as a

weak leader can put at risk the team’s

success. is an organizational setup

where employees are grouped into teams

that work collaboratively to achieve specific

goals. These teams can be temporary (e.g.,

project-based) or permanent (e.g.,

department teams). It encourages open

communication, shared responsibility, and

flexibility.

NETWORK STRUCTURE

is an organizational model where a

company outsources various functions to external firms,

suppliers, or freelancers while focusing on its core

competencies. This allows organizations to remain agile,

cost-efficient, and scalable.