Articles  for Improving the Use of Delegation:

Ayres-Williams, R. (April 1992). "Mastering the Fine Art of Delegation (547KB)." Black Enterprise, v22n9, pp. 91-93.

The reasons for ineffective delegation range from lack of confidence in the subordinates' capabilities to fear that an employee may perform the task better than the supervisor. According to Paul Maguire of The Human Resources Consortium, training employees, clearly communicating objectives and priorities, establishing an effective feedback mechanism, and slowly stretching subordinates with increasing responsibility will make the delegation process easier. The following 10 considerations can help make a person a better delegator: 1. Take cues from top management. 2. Allow others to grow. 3. Delegate strategically. 4. Treat delegation as a career-building tool. 5. Find the right person for the task. 6. Delegate, do not dump. 7. Delegate, do not abdicate. 8. Delegate the what's, not the how's. 9. Know when to call the project back in. 10. Know what, and what not, to delegate. Includes an exercise to help you focus on what types of tasks you’re not comfortable delegating and why.

Morgan, R.L. (April 1995). "Guidelines for Delegating Effectively (143KB)." Supervision, v56n4, pp. 20-21.

One reason why tasks are returned wrong may be that the wrong instructions were given. They may be incomplete or misleading. Several guidelines are given including: 1. Clarify the task in one's own mind. 2. Write an outline of what is wanted. 3. Enlist the delegatee's help. 4. Do the task in one's mind. 5. Follow up. 6. Put a date and time on the requests. 7. Be sure to acknowledge good jobs.

Nelson, R.B. (June 1994). "Empowering Employees through Delegation (153KB)." Small Business Reports, v19n6, pp. 56-58.

Delegation can be the key to a life of fewer pressures and greater achievement. Effective delegators get ahead not by working long hours or doing everything themselves, but by getting work done through others. They empower employees by giving them tasks and the authority to get them done, and by holding them accountable for their successful completion. When managers delegate, employees get better training and more responsibility. Without these incentives, some of the most talented workers might find opportunities elsewhere. Employees also get more involved in decision making, have more enthusiasm and take more initiative. Efficiency and productivity increase, and the company can respond to changes in the marketplace faster. Guidelines for effective delegation are presented. Includes a delegator’s checklist.

Wilson, S.B. (April 1995). "Delegate! (313KB)" Incentive, v169n3, p. 67.

Delegating is one of the most important management skills. Failure to delegate can cause a loss of efficiency, time, money and morale. The steps needed to become a master at delegation are: 1. Trust your staff. 2. Avoid seeking perfection. 3. Give effective job instructions. 4. Recognize that others have the talent and ability to complete projects. 5. Know your true interests. 6. Consider delegation a way to teach skills. 7. Follow up on progress. 8. Praise the efforts of your staff. 9. Avoid crisis management. 10. Avoid reverse delegation. 11. Do not make delegation an all-or-nothing proposition. 12. Support your employees. 13. Delegate to the lowest possible level.

HD50 .H873 1994

Huppe, F. F.(1994). Successful Delegation : How to Grow Your People, Build Your Team, Free Up Your Time and Increase Profits and Productivity, Career Press (256 pages).