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The inability to delegate is one of the most common problems of managers. Management and leadership are all about getting results by organizing and supervising a workforce. Bad or no delegation is inefficient and costly. And the worst thing about not delegating is that managers are missing out on wonderful training opportunities for their workers.

Managers have many reasons not to delegate:

• They are comfortable performing routine tasks rather than supervising the work of others.
• They are not familiar with the skills of their workers and are therefore unsure of other people’s ability to take on more responsibility.
• They hate proofreading other people’s work.
• They know that they can do some things better than others.

Delegating is hard work, but it is necessary work to help an organization grow and improve. You can tell people what to do, you can show people what to do, but the best way to teach people is to just let them do the work for themselves. Delegation provides that avenue of training.

There are basically two good reasons to delegate:

One: gets the job done more efficiently

Two – Provides training and new experiences to the members of the work teams

Writer Andrew E. Schwarts says, “Too many managers waste time and energy performing tasks that an employee could perform just as well, reducing productivity and increasing operating costs. The answer to the problem is easy: delegate. Yet many Managers still limit their own effectiveness, create imbalances in the organization, waste their department’s time and energy, and fail to develop subordinates by ignoring or mismanaging delegation techniques.

The ability to delegate tasks and control productivity simultaneously is an essential element

skill for managers. It’s like juggling three or four balls in the air while ordering fast food out the car window and talking on the cell phone at the same time. There are many pitfalls that can undermine efforts to

delegate, but there are also some basic steps to help managers ease their workload through

delegation maintaining control.

There are six functions of an effective delegation and control system:

1. Planning and goal setting: If everyone is involved in planning and goal setting for a project, everyone is more likely to buy into the work involved in bringing the project to fruition, making delegation easier.
2. Responsibility and authority: Before delegating, everyone must know how responsibility flows. Who reports to whom? That question must be answered for effective delegation. James G. Patterson, a business writer and failing fellow at the University of Phoenix, advises: “Be prepared to monitor. All projects require regular monitoring, especially in the early stages. So do all employees. But some projects require more scrutiny.” than others, and some employees demand more direction. Here, too, it’s about matching the task to the person.”
3. Negotiation: “Can you do this?” Giving and receiving is part of the delegation process.
4. Management by exception: only the unusual problem or case is brought to the top.
5. Consultation and training: Think of the consultation as a doctor’s way of taking a family member’s pulse at the bedside. The manager needs to know how the patient is doing and should make suggestions to improve the general health of the individual.
6. Review and control: this is something like consulting and training, but from a step back. Review of project aspects and control of work and schedule ensure continuous progress toward worthwhile goals. When reviewing the project, the results should be addressed, the methods involved should not be criticized much, if at all.

Delegation can lead to some mistakes being made, but mistakes can also be learning opportunities. A job well done is to be commended. Every time a delegation happens, there is a chance for everyone to improve their position in the organization.