.
By the conclusion of the specified learning and
development activities, delegates will be able
to:
Analyse how delegation
contributes towards effective time management;
Analyse the concept of leasing
in relation to delegating;
Analyse the perception in each
role;
Ascertain the concept of
delegation;
Ascertain the importance of
delegating tasks;
Ascertain the relationship
between an incumbent’s experience and role
enactment;
Ascertain the relationship
between an incumbent’s role perception and his or
her role performance;
Deal with external
organisational accountability;
Define a Role;
Define objectives, generally;
Define, describe, and analyse
the nature of an organisation;
Demonstrate a heightened
understanding of how best to support delegatees in
their task performance;
Demonstrate a heightened
understanding of role relationships;
Demonstrate an understanding
of the concept of power and how it might be applied
for the benefit of the organisation;
Demonstrate an understanding
of the issue of ‘responsibility’ and how it
translates in superior-subordinate relationships in
organizations;
Demonstrate their
understanding of how effective delegation is
performed;
Demonstrate their understanding of role enactment;
Describe role as the
behavioural expectations of a role set;
Describe self-ideal as a
behavioural construct;
Describe the democratic
incumbent, autocratic incumbent, the generous
incumbent, the dedicated incumbent, the social-self
and the role of each;
Determine how to delegate
responsibility with delegated tasks;
Determine how to provide
support even when the task is overwhelming for the
delegatee;
Determine some exemplifying
roles;
Determine the benefits of
delegating, thereby encouraging them to perform
delegation whenever necessary;
Determine the boundary
relationship of a role set;
Determine the importance of a role incumbent’s
perception and the successful performance of his or
her role performance;
Determine the place of an
incumbent’s perceived role expectations on his or
her role enactment;
Determine the requisites for
delegation to avoid any problem during the process;
Determine when delegation is
inappropriately executed;
Differentiate social
objectives from business objectives;
Distinguish a role set from a role segment;
Distinguish among internal,
upward, and downward organisational accountability;
Distinguish between an incumbent’s internal and
external environments;
Distinguish between formal and
informal organisations;
Distinguish between informal
management and formal management succession charts;
Distinguish the underlying
concepts of delegation, empowerment and
decentralization;
Elucidate the concerns of
managers in delegating;
Employ some tools for
effective delegating;
Enumerate examples of business
and non-business organisations;
Enumerate the concept of
internal selection mechanism;
Enumerate the factors
influencing effective delegation;
Establish the link between
role and the external environment;
Establish the link between
role and the internal environment;
Establish the relationship
between delegation and external candidature;
Establish the relationship
between self-ideal and a performance enhancer;
Establish the right
environment for successful delegation;
Evaluate the performance of
the person with whom the job was delegated and the
result of the completed assignment;
Exemplify at least 4 Organisational Roles;
Exhibit their knowledge of the
situations when delegating is effectively executed;
Explain at least 3 reasons for
delegating;
Explain facets #1 and 2 of
authority;
Explain how managers and
subordinates, benefit from delegating;
Explain how social objectives
lead to profitability gain;
Explain the concept of
delegation as internal promotion;
Explain the concept of role perception;
Explain the concept of
segmental expectations;
Explain the concept of the
role actor or incumbent;
Explain the importance of
delegation in increasing productivity and workflow;
Explain the organisation’s
accountability to owners or sponsors, clients, Adopt
different approaches in delegating;
Explore the bases for
‘division of labour/work’ in organisations and their
relation to organisational effectiveness;
Expound the facet of
authority, providing practical examples;
Express familiarity with the
concepts of responsibility, authority, and
accountability, as they relate to delegation;
Identify role segments;
Identify some organisational
tasks and determine how they might be grouped;
Identify the concerns of
managers, in delegating;
Identify the difference
between delegating authority and task;
Identify the role expectations
of social support;
Identify the set of
complimentary relationship in every role;
Identify at least three tasks
that can be delegated;
Illustrate their knowledge of
how to determine the skills required for a specified
delegated task;
Indicate how to address
problems in delegation;
Manage the risk of internal
‘sabotage’;
Monitor progress and provide
feedback about the delegated assignment;
Peruse business objectives
through social objectives;
Provide a working definition
of accountability;
Provide at least three different role segments in a
defined role set;
Select the most competent
person to undertake atask;
Set parameters in delegating a
task;
Contribute to a discussion
regarding task delegation;
Suggest how authority might be
delegated effectively;
Suggest how to delegate
authority for effective task performance;
Suggest the constituents of an incumbent’s internal
environment;
Suggest the strategies for
addressing the problems being experienced by a
delegatee;
Teach delegation skills to
team leaders;
Utilise the techniques to
improving delegating skills;
Vividly explain the relationship between an
Incumbent’s Role Perception and his or her Role
Performance.
Part 3: Establishing The Conceptual
and Contextual Bases For Organisational Delegation;
Part 4: Exploring Accountability,
Authority, Efficiency and Effectiveness in
Organisations;
Part 8: Managerial Support to
Delegatee vs. Managerial Control;
Part 10: Delegatee’s Development:
Maintaining and Improving Authority and Performance.