Welcome to your online Delegation Skills training course. All Total Success courses are designed to give you quick tips, techniques and strategies to help you become better at what you do. We've been running leadership courses for over 20 years. We’ve design all of our courses to be practical and easy to put into practice. We've included things that we feel will help you to learn quickly and easily. This course covers tips and strategies that will allow you to: know how to delegate effectively, what to delegate and what not to delegate, the barriers and benefits of delegation and the ability to use a delegation planner to plan effective delegations. You are allowed to complete the course within 30 days of booking. During this time you can take as many attempts as you like. Please note, after 30 days your booking will expire and you will have to repurchase the training course. This online course or any portion thereof may be copied, reproduced or used in any manner. Permission granted to reproduce for personal, educational or commercial use.

Table of Contents

Chapter 1 - Delegation Skills

It is recognised that the best managers are the ones who can delegate. The modern manager, with ever increasing workloads and responsibilities, must use the delegation of responsibility to encourage career growth amongst his/her staff. The results in terms of job satisfaction and morale have to be seen to be believed. This chapter sets out:

 

  • How to delegate effectively
  • What to delegate and what not to delegate
  • Barriers and benefits of delegation
  • Using a Delegation Planner to plan effective delegations

Introduction

Welcome to your online Delegation Skills course. 

 

This course has been written to teach you time-tested, practical skills and techniques. Delegation is an essential part of management. Yet many managers fear to 'let go' of vital tasks, feeling that they run risks in delegating and that 'it's quicker to do it myself'. This course will give you the essential tools you need to delegate well.

 

The course is broken up into the following sections:

„Chapter 1: Delegation Skills

„Chapter 2: Why You Should Delegate More

„Chapter 3: Selecting Appropriate Delegates

„Chapter 4: The Golden Rules

„Chapter 5: Course Summary

 

 

Before starting the course, let's look at your own reasons for taking this course and what you hope to achieve from it. Think through the reasons why you decided to take it and then write down as specifically as you can what you hope to achieve.

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Chapter 2 - Why You Should Delegate More

Delegation is not just task assignment. Task assignment is simply assigning work to an individual within the duties and responsibilities of his/her position. Delegation, on the other hand, involves the manager giving someone the responsibility and authority to do something that is normally part of the manager's job.

 

Although you may have some tasks that you would like to delegate, remember that effective delegation is not spelt D-U-M-P-I-N-G.

 

You should take special care to make sure that the employee does not think you are trying to "dump" unpleasant assignments on him or her as this could lead to demotivated staff members. If delegation is not done properly, employees feel put upon and resent what they perceive as doing the boss's work.

Chapter 3 - Selecting Appropriate Delegates

The next step is to select the appropriate delegate. As Andrew Carnegie once said, "The secret of success is not in doing your own work but in recognising the right man [person] to do it."

 

Think about the delegates personality as well as his/her skills. This is an important consideration when presenting the assignment to the chosen person.

 

Some people may want and need a great deal of detail and explanation; others respond better to a simple statement of expectations and guidelines, then want to be left alone to "get on with it."  

 

The art of delegation is the ability to identify the skills and knowledge needed to successfully complete a job, and match them with the skills and knowledge in your team.

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