CONTENTS

ABOUT THIS COURSE.....ix
HOW TO TAKE THIS COURSE.....xi

1 THE ROLE OF DELEGATION IN MANAGEMENT..... 1

INTRODUCTION
COMPETITIVENESS AND PRODUCTIVITY
ECONOMIC SHIFTS
DEMOGRAPHIC SHIFTS
RAPIDITY OF CHANGE
WHAT DELEGATION IS
WHAT DELEGATION Is NOT
How IS DELEGATION DIFFERENT?
MISUNDERSTANDINGS ABOUT DELEGATION AND MANAGEMENT
DELEGATION AND MOTIVATIONAL THEORY

MASLOW'S HIERARCHY OF NEEDS MC'GREGOR'S THEORY X AND THEORY Y HERZBERG ' S TWO-FACTOR THEORY
IMPLICATIONS FOR SATISFACTION AND MOTIVATION
DELEGATION AND ORGANIZATIONAL DESIGN
DELEGATION AND ORGANIZATIONAL RENEWAL
THE PRACTICAL SIGNIFICANCE OF DELEGATION


INSTRUCTIONAL PROGRAMMING 1

2 FACTORS THAT ENABLE DELEGATION..... 21

MANPOWER PLANNING
RECRUITING
INTERNAL RECRUITMENT EXTERNAL RECRUITMENT
SELECTING
SELECTION OF INTERNAL CANDIDATES SELECTION OF EXTERNAL CANDIDATES
ORIENTING AND TRAINING
ORIENTATION TRAINING
REMOVING PERFORMANCE BARRIERS
THE INFLUENCE OF TIMING THE INFLUENCE OF STRUCTURE REWARDING THE RIGHT BEHAVIOR
THE IMPORTANCE OF FEEDBACK THE CHOSEN ONE
PROVIDING MANAGEMENT SUPPORT
SUMMARY

INSTRUCTIONAL PROGRAMMING 2

3 WHY DOESN'T EVERYONE DELEGATE?..... 35

ORGANIZATIONAL OBSTACLES TO DELEGATION
No ONE TO DELEGATE TO INADEQUATE POLICIES AND PROCEDURES DEFICIENT MANAGEMENT INFORMATION SYSTEMS
LACK OF ROLE CLARITY
MANAGERIAL OBSTACLES TO DELEGATION
MAINTAINING MANAGERIAL "COMFORT ZONES" FEAR OF SUBORDINATES ' INCOMPETENCE
THE MYTH OF THE OMNIPOTENT MANAGER FEAR OF SUBORDINATES ' COMPETENCE MANAGERIAL INSECURITY
THE ACTIVITY TRAP FEAR OF LOSING CONTROL
SUBORDINATES' OBSTACLES TO DELEGATION
LACK OF ABILITY LACK OF INTEREST
SITUATIONAL OBSTACLES TO DELEGATION
CLIENT EXPECTATIONS THE NATURE OF THE WORK
SUMMARY

INSTRUCTIONAL PROGRAMMING 3

4 QUALITIES OF EFFECTIVE DELEGATORS..... 47

GOOD DELEGATORS ARE EFFECTIVE COMMUNICATORS
COMMUNICATION BARRIERS
PERCEPTUAL PROBLEMS ASSUMING TOO MUCH
THE PERVASIVE INFLUENCE OF MANAGERIAL COMMUNICATION
THE SELF-FULFILLING PROPHECY INPUT OUTPUT FEEDBACK CLIMATE
GATEWAYS TO EFFECTIVE COMMUNICATION
RECOGNIZING INDIVIDUAL DIFFERENCES ASSURING COMMUNICATION EFFECTIVENESS
PLANNING FOR UNDERSTANDING AND ACCEPTANCE
GOOD DELEGATORS ARE PERSONALLY SECURE
DEMONSTRATING SELF-CONFIDENCE DEMONSTRATING CONFIDENCE IN OTHERS ALLOWING FREEDOM TO MANAGE
ENCOURAGING INVOLVEMENT AND PARTICIPATION
GOOD DELEGATORS FOCUS ON RESULTS
MANAGEMENT BY OBJECTIVES QUALITIES OF OBJECTIVES
SUMMARY

INSTRUCTIONAL PROGRAMMING 4

5 ESTABLISHING A FAVORABLE CLIMATE FOR DELEGATION..... 63

CHARACTERISTICS OF ORGANIZATIONAL CLIMATE
STRUCTURED VERSUS UNSTRUCTURED DYNAMIC VERSUS STATIC PROACTIVE VERSUS REACTIVE
ORGANIZATIONAL CLIMATE AND DELEGATION
MANAGING CONFLICT
SOME PERSPECTIVES ON CONFLICT DELEGATION AND CONFLICT STRATEGIES FOR MANAGING CONFLICT
TURNING OBSTACLES INTO ASSETS
SUMMARY

INSTRUCTIONAL PROGRAMMING 5

6 DELEGATING SUCCESSFULLY..... 77

WHAT TO DELEGATE
THINGS THAT WILL BENEFIT THE ORGANIZATION THINGS THAT WILL IMPROVE YOUR OWN PERFORMANCE
THINGS THAT WILL IMPROVE YOUR QWL THINGS THAT WILL ENRICH SUBORDINATES' JOBS
OTHER GOOD CANDIDATES FOR DELEGATION
WHAT NOT TO DELEGATE
ILL-DEFINED ACTIVITIES RESPONSIBILITIES THAT ARE UNIQUELY MANAGEMENT
PROVIDING LEADERSHIP VERSUS CONTROLLING STAFF ACTIONS
THE LEADERSHIP PROCESS IN DELEGATION
SOME THOUGHTS ON WHOM TO DELEGATE To
DELEGATE TO THOSE WHO ARE CAPABLE DELEGATE FOR EFFICIENCY AND EFFECTIVENESS
DELEGATE FOR AN EQUITABLE DIVISION OF LABOR DELEGATE FOR PERSONNEL DEVELOPMENT DELEGATE TO SOLVE PROBLEMS
DELEGATE TO EMPLOYEES WITH SPECIAL INTERESTS OTHER GUIDELINES
FACILITATING DELEGATION THROUGH GOOD TIMING
SUMMARY

INSTRUCTIONAL PROGRAMMING 6

7 DELEGATING WITHOUT LOSING CONTROL..... 97

A DELEGATION DILEMMA
THE CONTROL PROCESS
DEFINE EXPECTATIONS CONTROLLING THROUGH OBJECTIVES AND GOALS
MAKING GOALS OPERATIONAL
DEFINE GOALS SPECIFICALLY ESTABLISH A TIME FRAME MAKE GOALS ATTAINABLE BE REALISTIC
INCREMENTAL GOAL SETTING FOR PLANNING AND CONTROL
CONTROLLING THROUGH PERFORMANCE STANDARDS
PERFORMANCE EXPECTATIONS PERFORMANCE APPRAISALS MAKING PERFORMANCE APPRAISALS MORE EFFECTIVE
POLICIES AND PROCEDURES AS TOOLS FOR CONTROL
FEEDBACK CONTROL SYSTEMS
THE THERMOSTAT MODEL A DELEGATION GUIDE
SUMMARY

INSTRUCTIONAL PROGRAMMING 7

8 REFLECTIONS AND CONCLUDING TIPS..... 117

DELEGATING AND SUPERVISING ARE NOT THE SAME
HELP, DON'T DOMINATE
BEWARE OF REVERSE DELEGATION
BE SUPPORTIVE
SUPPORT SUPERVISORY DECISIONS AND ACTIONS
DELEGATION IS NOT ABDICATION
THE DYSFUNCTIONAL EFFECTS OF CONTROL
THE ASSIGNMENT OF AUTHORITY
DELEGATION Is NOT AN EVENT
DELEGATION Is NOT AN END IN ITSELF
DELEGATION Is NOT A SHORT-TERM STRATEGY
SUMMARY

INSTRUCTIONAL PROGRAMMING 8

BIBLIOGRAPHY.....127
POST TEST.....129
CASE STUDY.....137
CASE STUDY SOLUTION.....137
SELECTED READINGS.....159
INDEX.....175

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