INSTITUTE OF LEADERSHIP & MANAGEMENT SUPERSERIES
Published for the Institute of Leadership & Management by
OXFORD, AMSTERDAM, BOSTON, LONDON, NEWYORK, PARIS, SAN DIEGO, SAN FRANCISCO, SINGAPORE, SYDNEY, TOKYO
Pergamon Flexible Learning An imprint of Elsevier Science
Linacre House, Jordan Hill, Oxford OX2 8DP.
200 Wheeler Road, Burlington, MA01803
First published 1986
Second edition 1991
Third edition 1997
Fourth edition 2003
Copyright © 1986, 1991, 1997, 2003, ILM
All rights reserved.
1 ILM Super Series Study Links
This workbook addresses the issues of Delegating Effectively. Should you wish to extend your study to other Super Series workbooks covering related or different subject areas, you willfind a comprehensive list at the back of this book.
2 Links to ILM Qualifications
This workbook relates to the following learning outcomes in segments from the Institute of Leadership & Management (ILM) Level 3 Introductory Certificate in First Line Management and the Level 3 Certificate in First Line Management.
1 Understand power and authority, responsibility andaccountability within an organization
2 Understand the process of effective delegation and its role in empowering staff
3 Recognize and encourage commitment and participation
4 Encourage and support individuals to accept responsibility
5 Monitor progress
6 Provide constructive feedback
3 Links to S/NVQs in Management
This workbook relates to the following elements of the ManagementStandards, which are used in S/NVQs in Management, as well as a range of other S/NVQs.
Unit C12 Lead the work of teams and individuals to achieve objectives
C12.1 Plan the work of teams and individuals
C12.2 Assess the work of teams and individuals
C12.3 Provide feedback to teams and individuals on their work
It will also help you to develop the following Personal Competences:
* building teams;
* thinking and taking decisions.
4 Workbook Objectives
What happens to the work in your section when you aren't there? Does the work still get done, or does it just stumble along until you get back? Many first line managers and team leaders report that there is usually a huge backlog of questions and problems waiting for them as soonas they walk through the door.
On one level this can be a great comfort — showing, as it does, just how important the manager is to the work of his or her section. But you probably agree that such dependence can put enormous pressures on any manager. It also suggests that the manager's team is not working together effectively, and perhaps that the manager is not developing the overall competenceof the team. But one of the major responsibilities of managers is to build a team which can get the work done efficiently and effectively.
Delegation allows you to share some of your work and responsibilities with your team members, and it is an important skill for managing, organizing and developing your team.
In this workbook we will be exploring what delegation means, why it is important andwhat it involves. We will look at the advantages of delegating work, why some managers are reluctant to delegate and at how to achieve a balance when you delegate. Then we will turn to the question of how to delegate successfully. We will investigate such issues as:
* what tasks can be delegated;
* to whom we should delegate;
* how to set objectives for a delegated task;
* how tobrief a team member for delegation;
* what controls we need to use.
The workbook helps you to put effective delegation into practice in your own work.
When you have worked through this workbook you will be better able to:
* explain why delegation is an important management technique;
* achieve a balance in the extent to which you delegate;
* use the process of...