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BAHAGIAN PENDIDIKAN TEKNIK DAN VOKASIONAL

(TECHNICAL AND VOCATIONAL EDUCATION DIVISION)


KEMENTERIAN PELAJARAN MALAYSIA
KURIKULUM STANDARD KOLEJ VOKASIONAL

PROFESIONALISME PEKERJAAN

KERTAS PENERANGAN
PROGRAM / PROGRAM

PROFESIONALISME PEKERJAAN

SEMESTER

SEMESTER 7

NO. DAN TAJUK


MODUL /MODULE NO.
AND TITLE

01 PERSONNEL MANAGEMENT
05.04 : DELEGATE RESPONSIBILITIES AND/OR
AUTHORITY

KEBOLEHAN / ABILITIES

04.07 : NEGOTIATE ACCEPTANCE AND SUPPORT FOR


OBJECTIVES AND STRATEGIES

AT THE END OF THE MODULE, TRAINEES WILL BE ABLE


TO:
OBJEKTIF MODUL /
MODULE OBJECTIVE

1) DELEGATE RESPONSIBILITIES AND/OR


AUTHORITY
2) DEVELOP AND NEGOTIATE STAFFING PLANS

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TAJUK / TITLE: DELEGATION OF WORK


TUJUAN / OBJECTIVE:
The objective of this Information Sheet is to provide the trainee knowledge on how to delegate
work.

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PENERANGAN / INFORMATION:
1.

DEFINING DELEGATION

Delegation is not a task assignment. You're not simply assigning work to employees that falls
within their job duties and responsibilities. To delegate, you must give someone the
responsibility and authority to do something that's normally part of your job.
Delegation is not "dumping." If employees think you're merely throwing unpleasant assignments
on their lap, they'll resent having to find extra time for boring or dead-end projects.
Delegation is not abdication. You share accountability for the assignment. That's why you must
establish appropriate controls and checkpoints to monitor your employees' progress.
Your role is to set clear goals and expectations for the assignment including any boundaries or
criteria without telling the worker how to do it. This way, you allow others to discover for
themselves the best way to follow through.
Delegation involves three elements:
i) responsibility
ii) authority
iii) accountability
When you delegate, you distribute responsibility and authority to others while holding them
accountable for their performance. The ultimate accountability, however, still lies with you.
2.

LEARNING TO DELEGATE

The most difficult thing in the world is to know how to do a thing and to watch somebody else
doing it wrong, without comment. TH White
It is never a sign of weakness when a man in a high position delegates authority; on the contrary,
it is sign of his strength and of his capacity to deserve success. Walter Lippman
Most people vow that when they become a manager they will become good delegators. However,
when they reach the giddy heights of management they too often fail to carry out the promise.
Why is that so many managers are reluctant to delegate even the simplest of task? With few
exceptions, the reason is purely psychological, as illustrated by the following list:
i)

Assumed lack of ability of subordinates until you make yourself aware of strengths and
weakness of your staff, it is natural to assume that they lack the necessary skills.

ii) Its quicker to do it myself - in the short term, yes, but not in the long term. If a task takes
you in one hour each week, you could save yourself 45 to 50 hours a year by delegating it
to someone else.
iii) The manager enjoys the task until his recent retirement, the chairman and founder of a
haulage company in the south east of England always prepared the holiday schedule for
his 230 employees. Despites the attempts of his fellow directors, she could not be
persuaded to delegate this comparatively simple task. He enjoys doing it.
iv) The manager has always done it why? Is not to know the time for a change?
v) Reluctance to share knowledge after all, knowledge is power

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vi) Ego The manager comes to be considered to be martyr and to be seen to be


overworked
vii) Fear Fear that the person who takes on the task may do it better than the manager; fear
that the staff may feel that is too demeaning for them. Fear to unknown
viii) Over protective of staff not wishing to appear to be overloading the staff with work.
ix) Politics The top management would not approve
x) Lack of communications skills not knowing how to delegate
xi) Not knowing what to delegate
xii) Having no one to delegate to lack of staff
Delegation involves passing responsibility for completion of work to other people. This section
examines the reasons you should delegate, how to delegate, failure to delegate and what should
not be delegated.
3. UNDERSTANDING WHY DELEGATION IS IMPORTANT
Good delegation will give many benefits to you as the manager and to your staff. Good delegation
will provide:
i)

More time in which to manage

ii) Valuable development for staff


iii) A mean of motivating staff
iv) More staff job satisfaction
v) A Sense of responsibilities for staff
vi) A good working environment
vii) More staff involvement
viii) More respect from staff
Delegation is useful for the following reasons:
a) Once people have learned how to work with you, they can take responsibility for jobs you

do not have time to do.


b) You can develop people to look after routine tasks that are not cost-effective for you to

carry out
c) It transfers work to people whose skills in a particular area are better than yours, saving

time.
d) Transfer of responsibility develops your staff, and can increase their enjoyment of their

jobs

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4. KNOWING HOW TO DELEGATE


Good delegation will be highly motivating to all concerned, while poor delegation will be very
demotivating. To delegate effectively, follow this sequence of simple steps:
i)

Decide the task to be delegated. Preferably it should be a continuing task, not a one-off.

ii) Select the most appropriate member of your staff to delegate to. This will largely depend
upon the task.
iii) Check the existing workload of that staff member. You will not be thank I they thin that you
are dumping extra work on them. It may be necessary to delegate some of their work to
somebody else.
iv) Discuss your proposals with the person you have selected. Explain the task, its
importance and why you have chosen them. Get their agreement to take on the job.
v) Train the person until you are both happy that they can do the task
vi) Establish and agree a monitoring procedure
vii) Assign the necessary authority and responsibility with the task.

viii)

The amount of delegation by a manager should be a balance between dictatorship


and abdication

ix) Accountability should always go with responsibility


x) Let go the reins when the time is right
The following points may help you in delegating jobs:
a) Deciding what to delegate
One way of deciding what to delegate is simply to list the things that you do which could
be more effectively done by someone either more skilled in a particular area, or less
expensive. Alternatively you may decide to use your activity log as the basis of your
decision to delegate: this will show you where you are spending large amounts of time on
low yield jobs.
b) Select capable, willing people to carry out jobs:

How far you can delegate jobs will depend on the ability, experience and reliability of your
assistants. Good people will be able to carry out large jobs with no intervention from you.
Inexperienced or unreliable people will need close supervision to get a job done to the
correct standard. However if you coach, encourage and give practice to them you may
improve their ability to carry out larger and larger tasks unsupervised.
c) Delegate complete jobs:

It is much more satisfying to work on a single task than on many fragments of the task. If
you delegate a complete task to a capable assistant, you are also more likely to receive a
more elegant, tightly integrated solution.
d) Explain why the job is done, and what results are expected:

When you delegate a job, explain how it fits into the overall picture of what you are trying
to achieve. Ensure that you communicate effectively:
o the results that are needed
o the importance of the job

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the constraints within which it should be carried out


the deadlines for completion
internal reporting dates when you want information on the progress of the project

e) Then let go!

Once you have decided to delegate a task, let your assistant get on with it. Review the
project on the agreed reporting dates, but do not constantly look over their shoulders.
Recognize that your assistants may know a better way of doing something than you do.
Accept that there may be different ways of achieving a particular task, and also that one of
the best ways of really learning something is through making mistakes. Always accept
mistakes that are not caused by idleness, and that are learned from.
f)

Give help and coach when requested:


It is important to support your subordinates when they are having difficulties, but do not do
the job for them. If you do, then they will not develop the confidence to do the job
themselves.

g) Accept only finished work:

You have delegated a task to take a work load off you. If you accept only partially
completed jobs back, then you will have to invest time in completing them, and your
assistant will not get the experience he or she needs in completing projects.
h) Give credit when a job has been successfully completed:

Public recognition both reinforces the enjoyment of success with the assistant who carried
out the task and sets a standard for other employees.
4.1

Why do people fail to delegate?

Despite the many advantages of delegation, some managers do not delegate.


This can be for the following reasons:
i)

Lack of time:
Delegating jobs does take time. In the early stages of taking over a job you may need to
invest time in training people to take over tasks. Jobs may take longer to achieve with
delegation than they do for you to do by yourself, when coaching and checking are taken
into account. In time, with the right people, you will find that the time taken up reduces
significantly as your coaching investment pays back.

ii)

Perfectionism - fear of mistakes:


Just as you have to develop staff to do jobs quickly without your involvement, you will
have to let people make mistakes, and help them to correct them. Most people will, with
time, learn to do jobs properly.

iii) Enjoying 'getting my hands dirty':

By doing jobs yourself you will probably get them done effectively. If, however, your
assistants are standing idle while you do this, then your department will be seriously
inefficient. Bear in mind the cost of your time and the cost of your department's time when
you are tempted to do a job yourself.

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iv) Fear of surrendering authority:

Whenever you delegate, you surrender some element of authority (but not of
responsibility!) This is inevitable. By effective delegation, however, you get the benefits of
adequate time to do YOUR job really well.
v) Fear of becoming invisible:

Where your department is running smoothly with all routine work effectively delegated, it
may appear that you have nothing to do. Now you have the time to think and plan and
improve operations (and plan your next career step!)
vi) Belief that staff 'are not up to the job':

Good people will often under-perform if they are bored. Delegation will often bring the best
out of them. People who are not so good will not be effective unless you invest time in
them. Even incompetent people can be effective, providing they find their level. The only
people who cannot be reliably delegated to are those whose opinions of their own abilities
are so inflated that they will not co-operate.
It is common for people who are newly promoted to managerial positions to have difficulty
delegating. Often they will have been promoted because they were good at what they were
doing. This brings the temptation to continue trying to do their previous job, rather than
developing their new subordinates to do the job well.
4.2

What should not be delegated?

While you should delegate as many tasks as possible that are not cost effective for you to carry
out, ensure that you do not delegate the control of your team. Remember that you bear ultimate
responsibility for the success or failure of what you are trying to achieve.
Effective delegation involves achieving the correct balance between effective control of work and
letting people get on with jobs in their own way
5.

DECIDING WHAT TO DELEGATE

One of the problem facing managers when it comes to delegation is knowing what and what not
to delegate. As a rule of thumb, you should able to delegate the following:
i)

Project that expand the capabilities of the individual, e.g. preparation of statistical data,
restructuring departmental workflows, recommendations for future activities.
ii) Complete task with responsibilities. Giving only part of job will provide no sense of
achievement.
iii) Closed decision with clear cut criteria.
On the other hand, task that should not be delegate include:
a) Management prerogatives and key tasks : e.g. salary review, departmental objectives,
confidential or sensitive task.
b) Part task with no overall responsibility
c) Only boring, mundane, routine task
The following are a list of tasks that could be delegated to staff

The recruitment of a new member of staff


A project in an area in which you are particularly competent

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The preparation of forecast of budgets


Recommendations for future changes
Employee disciplinary procedures
Routine work
GOOD DELEGATION

Choose the appropriate person

Delegate complete task


Provide full training for the task
Ensure both you and the person

BAD DELEGATION
Giving additional tasks to already overworked
staff
Delegating only part of a task
Nil or inadequate training
Constantly checking up on progress

Delegate are satisfied that they can do the


job

Ignoring the person after delegating the task

Delegate task that will develop the person

Failing to give the authority or responsibility


that goes with the task

Arrange to monitor progress


Delegate the authority and responsibility
along with the tasks
Table.1: Good Delegation vs. Bad Delegation

6.

THE PROCESS OF DELEGATION

Step 1: Choose What to Delegate


Study what kind of job you intend to delegate. Plan how you are going to present the assignment,
including your requirements, parameters, authority level, checkpoints, and expectations.
To determine what tasks you should delegate, begin by keeping a log of what you do during the
day. After two weeks, review your daily activity log and ask yourself if it truly reflects what you
should be doing.
Say you make the most contribution to your firm by focusing on five duties:
i)
ii)
iii)
iv)

Courting new customers


Mapping out your firm's growth strategy
Exploring acquisitions and marketing alliances
Analyzing new markets for your products or services

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v) Coaching employees
If your activity log shows you do not spend the bulk of your time in these five areas, this should
spur you to delegate. Squandering your day on minor matters will divert you from what really
counts and stymie your company's growth.
Do delegate:

All routine or even sporadic clerical duties (filing, counting, sorting, routine reports)
Making minor decisions
Answering routine questions
Minor staffing problems such as scheduling
Anything your employees are expected to do when you're not there
Jobs that can develop the employee in other areas for potential promotion

Don't delegate:

An emergency or short-term task where there's not time to explain or train


Morale problems
A presentation to investors about your company's financial performance and future
plans
A job no one else in the company is qualified to do
Personnel issues such as hiring, firing or disciplinary matters

Step 2: Choose the Right Person to Delegate to


Andrew Carnegie once said, "The secret of success is not in doing your own work but in
recognizing the right man to do it."
The key to finding the right person to delegate to is to match skills and personality to the task at
hand. As a preliminary exercise, ask each of your employees these questions:
i)
ii)
iii)
iv)

What would you like to learn more about at this company?


What areas would you like to expand your skills?
What parts of this company do you feel you know the most/least about?
Are you eager to change your current job duties in any way? If so, how?

Armed with the answers, you can delegate duties to people who are receptive to accepting them.
Also consider the work habits of individuals on your team. Some people may need lots of
explanation, while others merely want to know your expectations and any guidelines before
they're left alone to "get it done."
Step 3: Communicate What You Want Done
Rather than rush to give "do this, do that" orders, effective delegation consists of explaining the
WHAT and the WHY:
WHAT do you want the employee to do?
WHY did you choose them to do it?
When you delegate, include a "WHAT-WHY statement." Examples:
I'd like you to make ten survey calls to find out what our customers think of our new product.
Given your excellent phone manner, I think you would represent us well and get people talking.

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We need to turn in some financial information to state regulators by next Friday, and I want you to
confirm all the numbers are up-to-date and accurate in our financial exhibits. You're a stickler for
details, so I'm depending on you to crosscheck everything.
Can you write a letter to our suppliers about our new purchasing policies? You're familiar with our
expense control measures and you're a good writer, so I think you would be perfect to write this
letter and provide the proper context.
Step 4: Follow Up
Establish checkpoints to monitor progress. This discussion should be a collaborative process
where you reach mutual agreement on how you intend to follow up.
You have three options to track an employee's work:
a) Scrutinize and approve every step of the assignment before the worker proceeds to
the next stage.
Pro: You ensure the project is completed satisfactorily, and you can satisfy your urge to
know what's going on throughout the process. Many control-oriented entrepreneurs prefer
to keep a close watch on an assignment after they delegate it, especially if it involves lots
of details or complicated steps.
Con: You might make the employee feel stupid by signing off on each step. You risk
showing you don't trust others to think for themselves without your constant oversight.
Plus, it takes more of your time.
b) Set a date for the individual to complete the work. Instruct the employee to come to
you with any questions along the way; otherwise, you stay out of it.
Pro: You give the worker a chance to operate independently without lots of interference.
Your hands-off role also frees you to do what's most important.
Con: You may be in for an unpleasant surprise if the work isn't done by the due date or it's
done incorrectly, and you may have no way of knowing how it's going unless the
employee chooses to keep you informed.
c) Designate a manager who's in charge of overseeing the employee's work. This is
really double delegation: you're assigning work to someone and assigning a supervisor to
monitor that work.
Pro: You increase the odds the work will get done properly without having to spend
time tracking it yourself. You can also give your team leaders a chance to expand their
supervisory role by making them the "contact person" for your employee and by having
them follow the worker's progress.
Con: In a fast-growing business, you may not have the luxury of putting a manager in
charge of monitoring an employee's work. And that manager may not have the time to
track the project carefully or provide meaningful help to the employee.

7.

MONITORING SYSTEM
After delegating tasks, we must ensure that the work is done accordingly. Therefore, we must
develop and maintain a certain monitoring system to monitor and control the work being
delegated to other staff.

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i) The value of effective strategic control systems


ii) The key difference between traditional and contemporary control systems
iii) The imperative for contemporary control systems in many of todays complex and rapidly
changing environments

iv) The benefits of having the proper balance among the three levers of behavioral control,
culture, rewards and incentives/boundaries

v) Why there is no one best way to design strategic control systems and the important
contingent roles of business- and corporate-level strategies

vi) The key participants in corporate governance: shareholders, management (led by the
CEO), and the board of directors
vii) The role of corporate governance mechanisms in aligning the interests of managers with
those of shareholders

Formulate/
Formulate/
Plan
Plan
Strategies
Strategies

Implement
Implement
Strategies
Strategies

Strategic
Strategic
Control
Control

Fig. 1 Traditional approach to strategic control

Contemporary Control system


Fig. 1 : Traditional approach to strategic control
6.1 Contemporary Control System
Fig.1 Traditional approach to strategic control

Constant
environmental scanning and monitoring, what is of strategic
importance
Formulate
Implement

Formulate
Implement
Strategies
Strategies
Strategies
Strategies
Operational
managers and professionals involved in scanning and
monitoring

This information is best discussed using rich media - face-to-face conversation involving multiple levels

Behavioral
Informational
Discussion is a catalyst for critique of assumptions, data, and action plans
Control
Control
Strategic
Strategic
Control
Control

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Fig. 2 Contemporary elements of strategic control


Effective contemporary control system

Mission-driven

Promote operating legally

Promote operating ethically

Essential Elements of Strategic Control


Boundarie
s

Culture

Rewards

Fig. 3 : Essential elements approach to strategic control


RULES
(EXPLICIT)
under conditions of:

Stability

CULTURE
(TACIT)
under conditions of:

Unpredictability

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Less educated workforce, labor

More educated workforce, human capital

Consistency is critical

Adaptability is critical

Risk of malfeasance is high

Risk of malfeasance is moderate

Table.2: Organizational Rules vs. Culture


7.1

7.2

Effective Reward Systems

i)

Objectives are clear, understood, agreed upon

ii)

Objectives are stretch level of difficulty, specific, measurable, and within a


timeframe

iii)

Rewards are linked to performance AND desired behaviors (ends AND means)

iv)

Performance measures are clear and visible

v)

Feedback is prompt and clear

vi)

The system is fair and equitable

vii)

The system is flexible and adjustable

Effective Boundaries and Constraints

i)

Focus individual efforts on strategic priorities

ii)

Translate long-term objectives into short-term objectives

iii)

Create action plans to channel efforts and denote accountabilities

iv)

Improve efficiency and effectiveness

v)

Work to minimize improper and unethical conduct

Effective delegation is an important tool that some managers hesitate to use. This may result
from inexperience with delegation particularly for a novice manager, a reluctance to release work
one personally enjoys doing, or even an adherence to the old adage, "If you want something
done right, do it yourself." Here are eight basic guidelines to help you delegate more effectively:
Determine what you will delegate. You decide which task(s) you want to delegate.
Keep in mind that delegating is different from simply assigning someone a task
that is already a part of the normal job requirements. When you delegate, you give
someone else one of your job tasks; but you maintain control and responsibility.
Clarify the results you want. Determine the results you consider necessary for
successful completion of the task. In general, the employee to whom you delegate
uses his or her own methods to accomplish the task. If you expect use of a specific
method to accomplish results, relate that to the employee at the beginning.

Clearly define the employee's responsibility. You, not the employee, determine the
level of responsibility. Be sure the employee understands that level. After you have

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given the employee the information about the delegated task, ask him to tell you
his understanding of both the task and goals. If the employee's answers do not
match your expectations, review the matter in detail again.

Communicate the employee's authority over the delegated task. Define the scope
and degree of authority given to the employee for the delegated task. Explain
which decisions he or she may make independently and which require your
approval. Be specific. If you tell the employee, "Do whatever it takes," you may
end up with an unpleasant surprise if the employee violates company standards.
However, a too-limited authority may stop the employee from accomplishing the
task. Give the employee the authority necessary to accomplish the task but not so
much authority that he or she can create a major disaster before anyone discovers
the problem. Also, make clear the budget available and budgetary limitations.

Be sure the employee understands his or her authority. Again, have the employee
repeat back to you his or her understanding of authority regarding the task.
Resolve any misunderstandings at the beginning.

Establish a time limit. Time means different thing to different people. If you want
the delegated work completed within a certain period, make that clear to the
employee. (If you say, "When you get time, work on this," the project may remain
untouched for weeks.) Also, if you want portions of the work completed by certain
dates, make that clear.

Establish a follow-up schedule. Use a series of follow-up meetings to 1) monitor


progress and 2) determine need for assistance. Monitoring
8. AVOIDING PITFALLS
Most entrepreneurs expect their employees to wear many different hats. But some workers lack
the versatility to take on different roles in a young company.
Even if they're comfortable taking on a range of duties, they may lack the drive to do what you
ask of them. They may take the easy way out, in which they keep coming back and asking you
what to do.
Many entrepreneurs fall into the trap by taking the assignment back unwittingly. They might say,
"Here, let me show you," and they wind up doing the whole project.
To avoid falling victim to the reverse delegation syndrome, make employees think or problemsolve for themselves. Play the role of coach. Begin by asking the employee various open-ended
questions to find out what has already been done and what the person thinks should come next.
Offer help and support, but don't take back an assignment that you have delegated to someone
else.

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SOALAN / QUESTION(S)
1. What is the definition of delegation?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
2. Why do people fail to delegate?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
3. Why is delegation important?
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
RUJUKAN / REFERENCE (S):
1. Patrick Forsyth P (2005) Grolier Business Library. Managing Through People. Grolier
International inc. Pages 47 60
2. McGraw-Hill Companies,inc (2004) Student CD-ROM for use with Strategic
Management Text and Cases

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