Course contents
include: Why Delegate, How Managers Benefit from
Delegating, Subordinates' Benefits, Delegated Task,
Managerial Concerns, Delegating Authority, Effective
Task Performance, Delegating
Responsibility, Factors Influencing Effective
Delegation, Delectation in a Time Management
Context, Contextualising Delegation, Delegation as
Internal Promotion, Informal Management Succession
Charts, Formal Management Succession Charts,
Internal Selection Mechanism, Delegation and
External Candidature, Planning to Delegate, What to
Delegate, When to Delegate, When not to Delegate,
Setting Parameters, Task Delegation, Skills
Identification, Delegated Task Performance,
Maintaining Authority, Determining Delegatee’s
Training Needs, Specified
Performance Measurement, Self-Appraisal, Positive
Application, 360 Degree Feedback, Deciding on
Training Programme, Re-entry and Transfer, Measuring
Training Effectiveness.
Course Coordinator:
Prof. Dr. R. B. Crawford is the Director of HRODC
Postgraduate Training Institute, A Postgraduate-Only
Institution. He has the following Qualifications and
Affiliations:
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
For Whom This Course is Designed
This Course is Designed For:
Board of Directors;
Business Analysts;
Business Entrepreneurs;
Client Managers;
Departmental Managers;
Divestment Managers;
Divisional Directors;
Executive Directors;
General Managers;
Human Resource Development Experts;
Human Resource Directors;
Human Resource Managers;
Human Resource Professionals;
Investment Managers;
Knowledge Management Protagonists;
Line Supervisors;
National Directors;
Non-Executive Directors;
Organisational Analysts;
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;
Service Directors;
Talent Management Experts;
Team Leaders;
Venture Capitalists;
All others who are desirous of enhancing their
knowledge and expertise effective organisational
role and task delegation.
Classroom-Based Duration
and Cost:
Classroom-Based Duration: 5 Days
Classroom-Based Cost:
£5,000.00 Per Delegate
Online (Video-Enhanced)
Duration and Cost
Online Duration:
10 Days @ 3 Hours Per Day
Online Cost:
£3,350.00 Per Delegate
Classroom-Based Course and Programme Cost includes:
Free Continuous snacks throughout the Event Days;
Free Hot Lunch on Event Days;
Free City Tour;
Free Stationery;
Free On-site Internet Access;
Postgraduate Diploma/ Diploma – Postgraduate –or
Certificate of Attendance and Participation – if
unsuccessful on resit.
Students and Delegates will be given a Selection of
our Complimentary Products, which include:
Our Branded Leather Conference Folder;
Our Branded Leather Conference Ring Binder/ Writing
Pad;
Our Branded Key Ring/ Chain;
Our Branded Leather Conference (Computer – Phone)
Bag – Black or Brown;
Our Branded 8-16 GB USB Flash Memory Drive, with
Course Material;
Our Branded Metal Pen;
Our Branded Polo Shirt.;
Our Branded Carrier Bag.
Daily Schedule:
9:30 to 4:30 pm.
Delivery Locations:
Central London, UK;
Dubai, UAE;
Kuala Lumpur,
Malaysia;
Amsterdam, The
Netherlands;
Brussels, Belgium;
Paris, France; and
Durban, South Africa;
Other International
Locations, on request.
Course Objectives
By the conclusion of the specified learning and
development activities, delegates will be able to:
Adopt different approaches in delegating;
Ascertain the concept of delegation;
Demonstrate a heightened understanding of how best to support
delegatees in their task performance;
Demonstrate their understanding of how effective delegation is
performed;
Determine how to provide support even when the task is
overwhelming for the delegate;
Determine the benefits of delegating, thereby encouraging them to
perform delegation whenever necessary;
Determine the requisites for delegation to avoid any problem
during the process;
Determine when delegation is not proper;
Distinguish the underlying concepts of delegating, empowerment
and decentralization;
Elucidate the concerns of managers in delegating;
Employ some tools for effective delegating.
Enumerate the factors influencing effective delegation;
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;
Exhibit their knowledge of the situations when delegating is
effectively executed;
Explain at least 3 reasons for delegating;
Express familiarity with the concept of responsibility, authority
and accountability as it relates to delegation;
Identify the difference between delegating authority and task;
Identify the tasks which can be delegated;
Illustrate their knowledge of how to determine the skills
required for the delegated task;
Indicate how to address problems in delegation;
Monitor progress and provide feedback about the delegated
assignment;
Select the right person to do the tasks;
Set parameters in delegating a task;
Set up a discussion when about task delegation;
Suggest how authority might be delegated effectively;
Suggest the strategies for handling descent from delegation;
Teach delegation skills to team leaders;
Use some techniques in improving delegating skills;
Course Contents,
Concepts, and Issues
Part
1: 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
2: 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
3: 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
4: Managerial Support to Delegate vs. Managerial
Control
Authority: Facet #2;
Delegatee 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
5: 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
6: Delegatee 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.