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.