1. Define assignments

For effective delegation it is necessary to clearly define the task to be carried out. The goals of the activity to be undertaken need to be clarified and boldly spelt. A haphazard assignment of work leaves doubts in the mind of the individuals.

2. Select the person according to the task to be performed

Every person has certain skills and also an ability to perform certain tasks. While selecting the individual or the team members, a thought should be given regarding the appropriateness of this individuals in the role. The delegation should be done taking into consideration the task to be performed.

3. Maintain open lines of communication

Since the superior does not delegate all authority or abdicate responsibility and since managerial independence does not exist, decentralization should not lead to isolation. There should be a free flow of information between the superior and his subordinate, furnishing the subordinate with the information needed to make decisions and to interpret properly the authority delegated.

4. Control

Managers cannot relinquish responsibility. Henceforth, delegations should be accompanied by techniques that ensure that the authority is being properly used. A manager needs to be vigilant enough to catch hold of the loopholes that arise when improper carry forward of tasks takes place.

5. Rewards

Effective assumption of authority and successful completion of the task should be rewarded. These rewards may be in monetary form or non-nonetary form. But, if a subordinate has carried on the task discretionally, reward motivates for future assumption of further responsibility.

6. Keep the end in mind

Managers must articulate clearly the desired results intended from the delegated task. Being clear about what is to be accomplished and why it is to be accomplished is prerequisite for effective delegation. Unless people are aware why a task is important and what is to be achieved by performing it, they are unlikely to act at all.

7. Delegate Completely

Managers need to specify the constraints under which the tasks will be performed. Every organization has rules and procedures, resource constraints and boundaries that limit the kind of action that can be taken. These should be made clear at the time the task is delegated. Managers also must specify precisely the level of initiative expected. No other oversight in the delegation process causes more confusion than the failure to delineate clearly the expectations regarding the level of initiative expected or permitted.

8. Parity between authority and responsibility

The oldest and most general thumb rule of delegation is to match the amount of thumb is delegation is to match the amount of responsibility given with the amount of authority provided. It is common for managers to assign responsibility for work to subordinates without furnishing a corresponding amount of discretion to make decisions and authority to implement those decisions. Although managers cannot delegate ultimate accountability for the delegated task, they can delegate prime accountability, which means that subordinates can be given responsibility for producing desired short-term results.

9. Work within the organizational structure  

Another general rule of delegation is to delegate to the lowest organizational level at which the job can be done. The people who are closest to the actual work being performed or the decision being made should be involved. They are usually the ones with the largest and most accurate fund of information. Besides, all individuals affected by the decision must be informed that it has been delegated. If delegation occurs, but no one knows about it, the authority is essentially nullified.

10. Provide adequate support for delegated task

Once authority is delegated, the work of the superior does not end. Managers must provide adequate support for the performance of the task to them. Managers should help subordinates learn where to acquire needed resources, time constraints, credit or blame involved in completion etc.

11. Avoid upward delegation

Although it is very important for subordinates to participate in the delegation process in order to become empowered, managers must resist “upward – delegation”, in which subordinates seep to shift responsibility for delegated task back onto the shoulders of the superior. Managers who fail to forestall upward delegation will find their time being used to do subordinates’ work rather than their own.

12. Clarify consequences

Subordinates should be made aware of the consequences of the tasks being delegated to them. they are more likely to accept delegation and be motivated to take initiative if it is clear what the rewards for success will be, what are the opportunities and what is the ultimate mission.

TEN COMMANDMENTS OF EFFECTIVE DELEGATION

1. Begin with the end in mind and specify desired results.

2. Delegate completely and thoroughly depending upon the level of initiative       taken by subordinate.

3. Allow participation. Tasks are achieved quicher and better with co-ordianted effort.

4. Match levels of authority with levels of responsibility.

5. Working within the structure retains control.

6. Provide full support for the delegated task. Your subordinates stall respect you for that.

7. Maintaining accountability for results is of prime importance.

8. Delegate consistently, do not delegate merely because you are overloaded.

9. Avoid upward delegation.

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