ACCOUNTABILITY & DELEGATION Friday, Dec 19 2008 

Accountability refers to the management philosophy whereby individuals are held liable, or accountable, for how well they use their authority and live up to their responsibility of performing predetermined activities.

The concept of accountability implies that if an individual does not perform predetermined activities, some type of penalty, or punishment is justifiable.

The punishment theme of accountability has been summed by one company executive ” Individuals who do not perform well simply will not be around too long.

The accountability concept also implies that some kind of reward will follow if predetermined activities are performed well.

 

DELEGATION:

Delegation is the actual process of assigning job activities and corresponding authority to specific individuals within the organization.

Important Dimensions of Delegation include:

  1. Steps in the Delegating Process
  2. Obstacles to the delegation Process
  3. Elimination of obstacles to the delegation process.
  4. Centralization and Decentralization

STEPS IN THE DELEGATION PROCESS:

According to Neman and Warren, the delegation process consists of 3 steps:

  1. Assign Specific duties to the individual. Manager must be sure that the subordinate assigned to specific duties has a clear understanding of what these duties entail. Whenever possible, the activities should be stated in operational terms so the subordinate knows exactly what action must be taken to perform the assigned duties.                                             
  2.  The delegation process involves granting appropriate authority to the subordinate -i.e. the subordinate must be given the right and power within the organization to accomplish the duties assigned.                                
  3. The subordinate must be aware of the responsibility to complete the duties assigned and must accept the responsibility.

GUIDELINES FOR MAKING DELEGATION EFFECTIVE:

  1. Give employees task to pursue tasks in their own way.                                       
  2. Establish Mutually agreed upon results and performance standards for delegated tasks.                                                                                                                 
  3. Encourage employees to take an active role in defining, implementing and communicating progress on tasks.                                                                       
  4. Entrust employee with completion of whole projects or tasks whenever possible.                                                                                                                   
  5. Explain the relevance  of delegated tasks to larger projects or to department or organizational goals.                                                                         
  6. Give employees the authority necessary to accomplish tasks.                        
  7. Allow employees access to all information, people and departments necessary to perform delegated tasks.                                                                           
  8. Provide training and guidance necessary for employees to complete delegated tasks satisfactorily.                                                                                     
  9. When possible, delegate tasks on the basis of employee interests.

Key Challenge of Change Management & How to deal with it Monday, Nov 17 2008 

There are innumerable challenges in any Change Management Processes, whether the change management is in a for profit or not for profit organization.

The key factor that everyone knows for change management is People.

But, what may not be known is the real challenge in dealing with People. The real challenge in most cases is the harboured resentments. Harboured Resentments may be for any reasons, may be against anyone, against the person leading the change movement or the top management, or the old management.

Harboured Resentments are very difficult to be dealt with since, most of the times, one does not even know who has what harboured resentment, and naturally, the person concerned is not communicating the same.

Most Change Management efforts fail or give less than optimum results because of the Harboured Resentments.

Some things that one can try to deal with the challenge of Harboured Resentments are:

  1. Before starting any change management exercise, make a list of people involved in the current situation and how they could be affected by the change. What kind of conversations they are having for this change? Who are they blaming and for what? what are they upset about? what is taking away their attention? where are they getting stuck?
  2. Get all the reasons for the proposed change up on the table and have everyone empty the cup with regards to the need for the change.
  3. Ensure that the environment of Blame on anyone, is dealt with and everyone is trained and enrolled to communicate. Tell everyone that there will be Harboured Resentments and if they do not speak up and they do not get complete it for themselves, it will come in the way of the performance.
  4. Each Person has to be encouraged continually for being in full communication and any upset or potential upset has to be resolved with urgency.
  5. Teamwork and clear cut accountabilities for each and every person will help.
  6. Creating small winnable games for the teams to start experience winning.

For further inputs on this aspect of Change Management, please be in communication with us.

MANAGEMENT INNOVATIONS

managementinnovations2020@gmail.com,  manojonkar@gmail.com, 91-9375970812