Delegating as a Manager
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The document outlines the importance of delegation and empowerment in management, describing it as a leadership style, problem-solving technique, and organizational strategy. It compares three management philosophies—directive, democratic, and delegated—each reflecting different organizational approaches throughout the 20th century. Key examples include the Ford model, which is controlling and directive, the Volvo model, which emphasizes teamwork, and the Nissan model, which focuses on self-management and group cohesion.
Delegating as a Manager
- 1. 1 | Delegating as a Manager Delegation and Empowerment MTL Course Topics Delegating as a Manager DELEGATION AND EMPOWERMENT
- 2. 2 | Delegating as a Manager Delegation and Empowerment MTL Course Topics The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a trainer, they are perfect for adding to your classroom courses and online learning plans. COURSE TOPICS FROM MTL The written content in this Slide Topic belongs exclusively to Manage Train Learn and may only be reprinted either by attribution to Manage Train Learn or with the express written permission of Manage Train Learn. They are designed as a series of numbered slides. As with all programmes on Slide Topics, these slides are fully editable and can be used in your own programmes, royalty-free. Your only limitation is that you may not re-publish or sell these slides as your own. Copyright Manage Train Learn 2020 onwards. Attribution: All images are from sources which do not require attribution and may be used for commercial uses. Sources include pixabay, unsplash, and freepik. These images may also be those which are in the public domain, out of copyright, for fair use, or allowed under a Creative Commons license.
- 3. 3 | Delegating as a Manager Delegation and Empowerment MTL Course Topics ARE YOU READY? OK, LET’S START!
- 4. 4 | Delegating as a Manager Delegation and Empowerment MTL Course Topics INTRODUCTION Delegation is not just a technique for dealing with people on a one-to-one basis. It can also be a leadership style, a problem-solving technique and an organisational strategy. As a leadership style, it contrasts with other styles such as the directive and consultative. As a problem-solving technique, it can be used in any situation where you want to help people. As a strategy, it is a key concept in how many organisations think and plan today. Style, technique and strategy make the delegation idea.
- 5. 5 | Delegating as a Manager Delegation and Empowerment MTL Course Topics HOW TO MANAGE PEOPLE A management philosophy is the thinking that underlies management attitudes at work. In the 20th century there were three different philosophies about how people should be managed, each one being in the ascendant at different periods of the century and represented by different styles of motor car manufacturing. 1900's to 1940's: The Directive style as represented by the Ford Motor company's assembly line approach to making cars. 1940's to 1980's: The Democratic style as represented by the Volvo approach to making cars. 1980's onwards: The Delegated style as represented by the Japanese Nissan approach to making cars.
- 6. 6 | Delegating as a Manager Delegation and Empowerment MTL Course Topics MANAGEMENT STYLES The development of organisational philosophies during the 20th century mirrors the development of organisations themselves. When young and growing, organisations tend to be Directive in style. When they become established and larger, they tend to be more Democratic. In time, as parts of the organisation go their own individual ways, the organisation adopts a Delegated style. 1. Directive: The Directive style is controlling, entrepreneurial, individual-based and dictatorial. It is the relationship of father to child. 2. Democratic: The Democratic style is specialised, communicating, organising, systems-based, managerial, nurturing. It is the relationship of mother to child. 3. Delegated: The Delegated style is self-managing, hands- off, based on teams and team leadership. It is the relationship of adult to adult.
- 7. 7 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE FORD MODEL The following summarises the Directive philosophy of management as represented by the Ford model. Organisational philosophy: Profit; capitalist; economic; workers are motivated by money only. Management style: Management role is to control everything. Production: Standardised; measured; repetitive; mechanistic. Environment: Stable, predictable, monopolistic. Workers: ...output is measurable. Customer tie-in: Product-led, the customer is only interested in price. "You can have any colour as long as it's black" (Ford slogan) Country of origin: USA Organisational example: Ford, General Motors
- 8. 8 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE VOLVO MODEL The following summarises the Democratic philosophy of management as represented by the Volvo model. Organisational philosophy: Organisations have a social dimension; workers are organised around semi-autonomous teams. Management style: Consultative and democratic. Production: Standardised and measured but includes job rotation, job enrichment, the building of whole cars by teams. Environment: Relatively stable; increasingly competitive. Workers: ...teamwork. Customer tie-in: Room for variation. Country of origin: Scandinavia
- 9. 9 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE VOLVO STYLE This is the text of a Volvo advertisement that appeared in April 1990. It summarises the social approach to managing. "Henry Ford started the assembly plant. Now Volvo has stopped it. For natural reasons. Inside Volvo's latest car plant at Udevalla on Sweden's west coast is "the greatest step forward in the history of modern car production." The assembly line is gone; instead a small team builds a complete car. The team see themselves as a family. Their way of making cars is more natural and often more efficient than the traditional assembly line. They confirm Volvo's belief that responsibility, involvement, comradeship and joy increase work satisfaction and raise product quality. Volvo's thinking is quite natural: build a car with commitment, pay attention to quality and the customer will soon notice the difference."
- 10. 10 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE NISSAN MODEL The following summarises the Delegated philosophy of management as represented by the Nissan model. Organisational philosophy: Organisations exist to fulfil long- term missions for the benefit of the community. Management style: Delegated and empowered. Production: High use of technology. Self-managed, highly trained and educated groups. Environment: Unstable and changing. Workers: The difference that makes the difference. Customer tie-in: Total quality; right first time; zero defects; quality first. Country of origin: Japan
- 11. 11 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE NISSAN STYLE In Japanese organisations, the "company" means "family" and employees are like children in the family. Japanese organisational charts show only collective units, not individual positions or title or names. The business goal is to survive and motivation comes from belonging to the group. Competition is a sin and co-operation is all. The employee's sense of identification comes from the group's prestige within the organisation. Training, loyalty, sacrifice and diligence are looked on as key qualities. Loyalty to the group is a respected personal attribute, akin to personal integrity in the West. Work groups provide social bonds of great importance. People don't want to be left out. Daily routines are about group routines. When a Japanese worker retires, he rarely misses the work but invariably misses the group.
- 12. 12 | Delegating as a Manager Delegation and Empowerment MTL Course Topics PHILOSOPHY IN ACTION The delegated style of management can be seen in... 1. allowing employees to participate in decisions instead of shutting them out 2. open communications instead of closed 3. managers as helpers instead of controllers 4. person-centred learning instead of manager-centred telling 5. teamwork instead of individualism 6. problem-solving counselling instead of discipline 7. facilitating group development instead of telling the group what to do. Moving to a delegated management style can happen in one of two ways: through the natural evolution of the organisation or through a major change in culture and philosophy. In today's world of rapid change, the option of taking time to evolve is less and less a viable one.
- 13. 13 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE LIONS’ LAWS Twenty-four hours before leaving on their first tour of South Africa since the end of apartheid, the British Lions rugby team produced a list of rules of conduct to see them through the tour. Unlike their counterparts in the English cricket teams, the rules were not given to them by management but were drawn up by the team themselves. The list was summarised under 21 bullet points covering areas such as "discipline", "cohesion", and "no cliques". For example, under "discipline", the team decided there would be no alcohol before any match; under "no cliques", they agreed that at any social function or when travelling, they would aim to sit next to someone they didn't know well. The rules were printed and given to all 47 members of the touring party. There were few serious problems on the tour and contrary to expectations, the team won the series.
- 14. 14 | Delegating as a Manager Delegation and Empowerment MTL Course Topics INTRAPRENEURING One of the logical consequences of the Delegating management style is that self-managing teams will develop within the organisation and start to see themselves as mini- businesses within it. Geoffrey Pinchot in his book "Intrapreneurship" calls such teams internal entrepreneurs or intrapreneurs. Pinchot says that such a culture can be fostered by... 1. leaders who protect and encourage innovation 2. leaders who encourage others to become leaders 3. leaders who create a central vision and provide justice so that others can be free to work out their ideas safely 4. leaders who create a sense of community by sharing information, problems and rewards. "The alternative to corporate bureaucracy is not merely training your people to behave in an empowering way...but in developing a system of freedoms we call free intraprise."
- 15. 15 | Delegating as a Manager Delegation and Empowerment MTL Course Topics EVERYONE A LEADER Delegated forms of management not only blur the boundary between leaders and followers, they create the paradox that everyone in the team is their own leader. The mark of the leader is the application of skills such as working out a personal vision that ties in with that of the organisation; developing values in line with the vision; and through commitment and enthusiasm setting the pace for others to follow. "Mention the word leadership and the vast majority of folks think of Gandhi or Churchill or Iacocca. In doing so, they raise the concept to a level where it seems relevant to a handful of people at most. But leadership with a small "l" is of incredible importance. Needless to say, it would greatly help if we could get more people to think of leadership in the small "l" sense and not just the larger-than-life capital "L" sense." (John Kotter)
- 16. 16 | Delegating as a Manager Delegation and Empowerment MTL Course Topics I - WE - YOU The evolution of management styles from directive through democratic to delegated is the evolution from what "I, the boss" wants to what "we, the organisation" wants to what "you, the team" wants. 1. When the management style is "I", others have little say in how things are done. This means that the boss rules or the rules rule. Suggestions from the team fall on deaf ears and soon dry up. 2. When the management style is "we", everything about the job is open for discussion, even if the final decisions are made by management alone. 3. When the management style is "you", it is the views and actions of the team that matter most. The manager now acts as facilitator, motivator and supporter to the team. The application of these styles can be made to any management activity including planning and review.
- 17. 17 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THE DELEGATING PLANNER Planning has traditionally been a management preserve since it is closely tied in to the acquisition and use of resources. Yet planning can be quite easily delegated to members of the team if they know what's required. Individuals who make their own day-to-day plans have a greater sense of ownership. Team planning can be immeasurably superior to what one manager alone can do. The command-and-tell manager says: "There's an extra order that's just come in. We'll have to work this weekend. I know you didn't really want to, but, Joe, you and Ann will have to do Saturday." The delegating manager says: "There's an extra order that's just come in. Thornton's are an important customer as you know. Can I leave you to work out the best plan? Let me know what you decide."
- 18. 18 | Delegating as a Manager Delegation and Empowerment MTL Course Topics DELEGATING PROBLEMS Many workplace problems arise because management ignore the contribution from the people closest to the problem. The command-and-tell manager says: "That's the third week running we've been late with Thornton's order. Joe, I've decided you'll have to go on packing; and Ann, you'll have to go on QC." The delegating manager says: "That's the third week running we've been late with Thornton's order. What's gone wrong?“ "As a manager it is very tempting to tell others what to do. They come to us with a problem and if we solve it we feel smart. However, we have failed in two ways. Firstly, we have failed to grow them by taking their problem away from them; and secondly, in this rapidly-changing world, we are taking a big risk giving them yesterday's solutions to today's problems." (Sir John Harvey-Jones)
- 19. 19 | Delegating as a Manager Delegation and Empowerment MTL Course Topics ANN AND PHIL Ann is an established supervisor who uses delegation as her primary way of managing her team. Phil is a new team leader. Phil: Ann, can you explain how you do delegating? Ann: Well, I don't really think about how I do it, Mark. It's second nature most of the time. Phil: How do you mean? Ann: Well, if I get any problems with the team, I'll always leave my mind open and see what they've got to say first. Take Julia, for example. I knew she'd started taking time off which was a bit unusual for her. When I asked her what was wrong, she eventually told me she was having problems at home. That's when I could have come on strong. But I didn't. I asked her outright what she wanted me to do and that's when she came up with the idea about the job share idea. Which works fine. Phil: I see. Ann: It's really about keeping an open mind and telling yourself that where others are concerned they know far more about their problem than you're ever going to.
- 20. 20 | Delegating as a Manager Delegation and Empowerment MTL Course Topics DELEGATING REVIEWS When an individual or the team appraise their own performance, it is invariably a more honest and useful way of reviewing than appraisal by someone else such as the team leader or manager. A combination that works particularly well is for managers to provide statistics and facts and for the team to draw conclusions from them. The command-and-tell manager says: "The output figures for last week were 20% below plan. I've looked at the records. I think we could do a lot better on downtime. From next week, I want to hear about any downtime above five minutes." The delegating manager says: "The output figures for last week were 20% below plan. Why do you think that happened?"
- 21. 21 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THAT’S IT! WELL DONE!
- 22. 22 | Delegating as a Manager Delegation and Empowerment MTL Course Topics THANK YOU This has been a Slide Topic from Manage Train Learn