Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 13 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chia sẻ: Lý Thiết Quải | Ngày: | Loại File: PPT | Số trang:14

Thêm vào BST

Báo xấu

42
lượt xem 3
download

Download Vui lòng tải xuống để xem tài liệu đầy đủ

Chapter 13 - Delegating. This chapter presents the following content: What delegation means, essentials of delegation, benefits of delegation, why people resist delegation, how to delegate successfully.

Chủ đề:

Bình luận(0) Đăng nhập để gửi bình luận!

Lưu

Nội dung Text: Lecture Supervision in the hospitality industry: Applied human resources (Fifth edition): Chapter 13 - Jack E. Miller, John R. Walker, Karen Eich Drummond

Chapter 13 Delegating • What Delegation Means • Essentials of Delegation • Benefits of Delegation • Why People Resist Delegation • How to Delegate Successfully 1
Aspects of Delegation • Delegation:Giving a portion of one’s responsibility and authority to a subordinate. • 3 Aspects of Delegation: – Responsibility – Authority – Accountability 2
As a Supervisor: • You have been given the responsibility for certain activities and the results they are expected to produce. • You have been given the the authority (rights and powers) to carry out your responsibilities. • You have been given the accountability (obligation to your boss) to produce these results. 3
Lines of Responsibility and Authority • Chain of command: The lines of responsibility and authority in an organization that provide the anatomy of its organization chart. • This shows who is responsible at each level for everything that happens or fails to happen. • Channels of communication: The organizational lines (corresponding with the chain of command) along which messages are passed from one level to another. 4
Benefits of Delegation • More time for managing • More and better work from happier people • Development of promising people • Greater efficiency • Improved leadership skills 5
Why Managers Have Trouble Delegating • Some feel workers will not take responsibility (Theory X). • Some feel that the work will not be done right. • Some have an inner need for power, authority, control, and indispensability. • Some feel the worker will do better at the task then them. • Some fear the responsibility for the mistakes of others. 6
Why Managers Have Trouble Delegating • Some are unable to let go. • Some can not shift from doing the work to managing people. • Some find it quicker and easier to do than to train others to do. • Some do not want to give up the tasks involving personal advantages or enjoyment. • Some are reluctant to lose touch. • Sometimes they are not willing, qualified workers. 7
Why Workers Won’t Accept Responsibility • Some are unable, unwilling, or both. • Some fear failure. • Some fear the consequences of making mistakes. • Some fear rejection by other workers. • Some see added responsibility as meaningless extra work (job loading). • Some like their job as it is. 8
How to Delegate Successfully • Conditions for success include: – Advance planning – A positive attitude toward your people – Trust on both sides – Ability to let go and take risks – Good communication – Commitment 9
How to Delegate Successfully • The steps in delegation: – Plan: Decide what you can delegate and to whom. – Develop the task in detail. – Delegate: Give the responsibility and authority, establish accountability, the worker accepts it, set up checkpoints (The Contract). – Follow up: observe checkpoints and give feedback. – Don’t accept reverse delegation. 10
Common Mistakes in Delegation • Failure to communicate clearly • Over supervising • Too little training and support • No controls • Job loading 11
Common Mistakes in Delegation • Assigning undesirable tasks with no reward • Picking the wrong person • Delegating management responsibilities such as discipline • Creating overlapping responsibilities 12
Adapt Delegation to Your Situation • Delegate timeconsuming detail that others are willing to do. • Delegate things others do better than you do. • Train others to take over in your absence. 13
Adapt Delegation to Your Situation • Delegate tasks and responsibilities that motivate and develop. • Keep management responsibilities to yourself (termination, discipline). • Delegate anything else that makes sense. 14