Reversing reverse delegation

Article Abstract:

Techniques are discussed to help supervisors avoid doing their subordinates' jobs. 'Reverse delegation' is often a simple three step process in which the employee gets the supervisor's attention by saying that a job is too difficult to perform. The manager asks what kind of help is needed. The supervisor becomes 'caught' by accepting responsibility for solving the problem. Reverse delegation occurs because the employee wishes to avoid risk, is afraid of criticism, lacks confidence, lacks the information or resources to do the job, or because the manager wants to be needed, or is unable to say no to requests for help. The pattern of reverse delegation can be stopped by providing better training, obtaining the resources that employees need to do their jobs, and communicating with employees. A way to get employees to take on more responsibilities is to build their self-confidence by praising them when they do things right.

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The why, what, and to whom of delegation

Article Abstract:

Appropriate work delegation by managers addresses problems of wasted time and energy, decreased productivity, and high operating costs. Effective delegation benefits include: (1) freeing the manager from repetitive and routine functions, (2) ascertaining that work is performed by the right person, and (3) improving employee confidence, motivation, and development. Factors which may hamper managerial control include: (1) deficiencies in staff, (2) management shortcomings, (3) belief in the superiority of one's own work, (4) preoccupation with routine approaches to work, (5) poorly defined management functions, (6) perfectionism, and (7) unwillingness to take risks. The chances of successful delegation can be improved by: delegating a whole task to one person; and transferring all accountability, responsibility, and authority to the employee, with written documentation of their accountability.

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Are you making the most of that intern?

Article Abstract:

Internships offer students, recent graduates, and professionals making career transitions the opportunity to gain work experience which might not otherwise be available to them, build confidence, and make professional contacts. Wages or stipends may be paid, or the intern may be a volunteer or pay the employer for the work opportunity. Employers benefit from interns' enthusiasm and intellectual curiosity. Internship program implementation entails needs assessment, describing the internship, creating a job title, advertising, setting hours and pay rates, outlining background requirements, and establishing job responsibilities. The key to internship program success is effective supervision and an understanding of intern motivation. Internship programs are less likely to succeed when management fails to make full use of the interns' skills and abilities.

Management, Usage, Employee recruitment, Interns (Business), Business interns, Internship programs, Employee motivation

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