Delegating For Role and Organizational Effectiveness, PG Course, inc. Delegated Task, 360 Degree Feedback, Delegated Task, Delegating Authority, Delegating Responsibility, Internal Promotion, Management Succession, Planning to Delegate, Self-Appraisal, Skills Identification, Task Delegation, Task Performance, Time Management, Training Effectiveness, Training Needs, Training Programme, When not to Delegate, When to Delegate, in Abuja, Accra, Amman, Bangkok, Banjul, Beirut, Birmingham, Bogotá, Brasilia, Brunei, Brussels, Bucharest, Cairo, Colombo, Conakry, Dodoma, Doha, Dubai, Durban, Gaborone, Georgetown, Hanoi, Islamabad, Jakarta, Jeddah, Kathmandu, Kinshasa, Kuala Lumpur, Kuwait, Lagos, Lima, London, Luanda, Lusaka, Manama, Manila, Maputo, Muscat, Nairobi, New Delhi, New York, Niamey, Paramaribo, Paris, Quito, Rabat, Seoul, Singapore, Tokyo, Toronto, Tripoli, Windhoek, Wolverhampton, etc. and Online.

Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)};

MEd Management (University of Bath);

Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol);

Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University);

Diploma in Doctoral Research Supervision, (University of Wolverhampton);

Teaching Certificate;

Fellow of the Institute of Management Specialists;

Human Resources Specialist, of the Institute of Management Specialists;

Member of the Asian Academy of Management (MAAM);

Member of the International Society of Gesture Studies (MISGS);

Member of the Standing Council for Organisational Symbolism (MSCOS);

Member of ResearchGate;

Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of:

Human Resources;

Organization and Management Theory;

Organization Development and Change;

Research Methods;

Conflict Management;

Organizational Behavior;

Management Consulting;

Gender & Diversity in Organizations; and

Critical Management Studies.

Professor Dr. Crawford has been an Academic in the following UK Universities:

University of London (Royal Holloway), as Research Tutor;

University of Greenwich (Business School), as Senior Lecturer (Associate Professor) in Organisational Behaviour and Human Resource Management;

University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management;

London Southbank University (Business School), as Lecturer and Unit Leader.

His responsibilities in these roles included:

Doctoral Research Supervisor;

Admissions Tutor;

Postgraduate and Undergraduate Dissertation Supervisor;

Programme Leader;

Personal Tutor.

 He is formerly an Expatriate at:

Ministry of Education, Sokoto, Nigeria;

Ministry of Science and Technical Education, Sokoto, Nigeria;

University of Sokoto, Nigeria;

College of Education, Sokoto, Nigeria; and

Former Editor-In-Chief of ‘Sokoto Journal of Education’.

For Whom This Course is Designed

This Course is Designed For:

Board of Directors;

Business Analysts;

Business Entrepreneurs;

Client Managers;

Corporate Managers;

Departmental Managers;

Divestment Managers;

Divisional Directors;

Entrepreneurs;

Executive Directors;

Executive Managers;

General Managers;

Human Resource Development Experts;

Human Resource Directors;

Human Resource Managers;

Human Resource Professionals;

Investment Managers;

Junior Managers;

Knowledge Management Protagonists;

Line Supervisors;

Management Graduates;

Management Lecturers;

Middle Managers;

National Directors;

Non-Executive Directors;

Organisational Analysts;

Organisational Development Practitioners;

Organisational Development Specialists;

Organisational Improvement Specialists;

Private Equity Managers;

Product Directors;

Product Oriented Team Leaders;

Project Managers;

Project Specialist Team Leaders;

Public Equity Managers;

Quality Assurance Practitioners;

Quality Improvement Managers; 

Regional Directors;

Senior Executives;

Senior Managers;

Senior Managers;

Service Directors;

Supervisors;

Talent Management Experts;

Team Leaders;

Venture Capitalists;

All others who are desirous of enhancing their knowledge and expertise effective organisational role and task delegation.

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Continuous snacks throughout the Event Days;  

Hot Lunch on Event Days;                           

City Tour;             

Stationery;                               

On-site Internet Access;

Postgraduate Diploma; Postgraduate Certificate; Diploma – Postgraduate; or

Certificate of Attendance and Participation – if unsuccessful on resit.

Leather Conference Folder;

Leather Conference Ring Binder/ Writing Pad;

Key Ring/ Chain;

Leather Conference (Computer – Phone) Bag – Black or Brown;

8-16 GB USB Flash Memory Drive, with Course Material;

Branded Metal Pen;

Branded Polo Shirt.; &

Branded Carrier Bag.

.

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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 1: The Role Set: Conceptual and Contextual Explorations (1)

 Role: A Definition;

The Role Set;

Exemplifying Roles;

The Role Actor or Incumbent;

Role Perception;

Role Expectation;

Role and Role Relationships;

Incumbent’s Role Perception;

Individual’s Role Perception;

Role and the External Environment;

Role and the Internal Environment;

Defining the Role Set;

Role Segments and their Interconnectedness;

The Relationship between an Incumbent’s Experience and Role Enactment;

The Relationship between an Incumbent’s Role Perception and his or her Role Performance.

 

Part 2: The Role Set: Conceptual and Contextual Explorations (2)

 Role and the Behavioural Expectations of a Role Set;

The Place of an Incumbent’s Perceived Role Expectations on His or Her Role Enactment;

Segmental Expectations.

The Boundary Relationship of a Role Set;

Role Expectations of Social Support;

The Democratic Incumbent;

The Autocratic Incumbent;

The Generous Incumbent;

The Dedicated Incumbent;

The Social Self;

Self-Ideal as a Behavioural Construct;

Self-Ideal and a Performance Enhancer.

Part 3: Establishing The Conceptual and Contextual Bases For Organisational Delegation.

Organisations: A Definition;

Formal and Informal Organisations: A Distinction;

Organisational Tasks and Task Groupings;

‘Departmentation’ and its Contextualisation;

Business vs. Non-business Organisations;

Objectives Defined;

Social Objectives;

Business Objectives;

Perusing Business Objectives through Social Objectives;

Profitability of Social Objectives:

Direct Gains;

Indirect Gains.

Division of Work or Labour;

Delegation;

Responsibility

Part 4: Exploring Accountability, Authority, Efficiency and Effectiveness in Organisations

 Accountability;

An Organisation’s Internal Accountability;

External Organisational Accountability;

Authority Demythified;

Authority - Facet #1: Conceptualisation;

Authority  - Facet #2: Contextual Issues;

Power;

Efficiency;

Effectiveness;

Role Effectiveness;

Organisational Effectiveness.

Part 5: Factors Necessitating Delegation

 A Working Definition of Delegation;

The Concept of ‘Leasing’;

Why Delegate?;

How Managers Benefit from Delegating;

How Subordinates Benefits from Being the Recipient of a Delegated Task;

Managerial Concerns about Delegating;

Delegating Authority for  Effective Task Performance;

Delegating Responsibility with Delegated Task;

Factors Influencing Effective Delegation;

Delectation in a Time Management Context.

Part 6: Contextualising Delegation

Delegation as Internal Promotion;

Informal Management Succession Charts;

Formal Management Succession Charts;

Internal Selection Mechanism;

Delegation and External Candidature;

Authority: Facet #1.

Part 7: Planning to Delegate

What to Delegate;

When to Delegate;

When not to Delegate;

Setting Parameters in Task Delegation;

Skills Identification Required for the Delegated Task Performance.

Part 8: Managerial Support to Delegatee vs. Managerial Contr

Authority: Facet #2;

Delegatee’s Autonomy VS Managerial Control;

Releasing Control, without Relinquishing Responsibility;

The Emergent New Dimension of ‘Supervision’;

Scheduled ‘Supervision’;

Unscheduled ‘Supervision’;

Delegation Resourcing Requirements;

Conflict Resolution Mechanism.

Part 9: Monitoring Delegatee’s Performance

Establishing Performance Standards;

Monitoring Progress and Providing General Feedback about the Delegated Assignment;

Addressing Target Progress;

Addressing Predetermined Problems in Delegated Task;

Evaluating Delegatee’s Role Performance.

Part 10: Delegatee’s Development: Maintaining and Improving Authority and Performance

Maintaining Authority Facet #1;

Determining Delegatee’s Training Needs:

Specified Performance Measurement;

Self-Appraisal;

Positive Application of 360 Degree Feedback.

Deciding on Training Programme;

Re-entry and Transfer;

Measuring Training Effectiveness.

Seminar or Course Number 054 - Delegating For Role and Organisational Effectiveness, Postgraduate Course, Leading to Diploma – Postgraduate – in Organisational Delegation, Double-Credit, 60 Credit-Hours, accumulating to a Postgraduate Certificate, with 120 additional Credit-Hours, and a Postgraduate Diploma, with 300 additional Credit-Hours. Click to download the PDF Brochure for this Course.

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