Separate and delegate or How to painlessly relieve a manager

Any level of manager (be it a newbie, an experienced manager, or someone just preparing for future management work) needs to understand that management requires certain skills and abilities.

The constant pressure of work leaves no time to analyze your actions.

If you find yourself reacting to a series of demands without being able to control everything as you would like, don’t worry, you’re not alone. All leaders at some point feel ill-prepared for their role and doubt whether they are doing the right thing.

In order to better understand which roles are suitable for the transferred function, let us turn to the classification of managerial roles according to Henry Mintzberg:

Any job is a combination of demands and constraints that determine the alternatives available to the manager.

Researcher Rosemary Stewart suggested that:

• job requirements define what a manager must do;

• job constraints indicate what the manager cannot do;

• The combination of these two factors constitutes the alternatives available to the manager and determines the degree of freedom within which the manager can do what and how he wants.

In order to understand what requirements, restrictions, and alternatives should be taken into account when transferring a function, let us turn to the cross-section of management roles according to Stewart:

• requirements:

  • superior manager,

  • colleagues,

  • external (processing requests from people from the company’s external environment),

  • systemic (work that cannot be delegated; meetings that cannot be missed; events that cannot be ignored),

  • subordinates (communication, management, certification, …),

  • the manager himself (work according to the manager’s internal guidelines and his own expectations of others).

• restrictions:

  • resources (quantity and types of available resources),

  • legal,

  • agreements with professional communities,

  • technological (determined by the characteristics of processes and equipment),

  • the physical location of the workplace of the manager and his team,

  • the organization's policies and procedures adopted within it,

  • aspirations and expectations of other people (approval of the leader's actions).

All companies are influenced to some extent by their external environment. The company you work for has its own specific areas of interest and susceptibility to external environmental factors. Most companies have been exposed to some or all of the following external factors:

• information technology (automation of a large volume of routine work),

• globalization (expansion of the company's geographic reach),

• deregulation (intensive movement of goods, people and finances),

• competition,

• work practices (focus on decision-making by a wide range of personnel, use of fewer management levels).

Companies must adapt to changes in the external environment and thus these changes are transmitted through them to their employees. Many of these changes are viewed by managers in both negative and positive ways.

To assess the transferred function, let us turn to the general classification of the impact of external changes on management roles:

• increased workload (companies are constantly increasing the workload of managers, which leads to stress and reduced productivity),

• increased volume of management (in companies the volume of management is constantly increasing; the manager needs time to restructure, build trust in the team for delegation without much control; in such situations, managers can be helped by training and development to acquire new skills),

• more universal roles (the modern leader is a jack of all trades),

• shifting the focus to achieving results,

• pressure from two sides (from below – as a result of the volume of control, from above – to achieve goals),

• expansion of powers (the ability to make decisions on innovation issues, strategy formation),

• job security (career prospects become less certain),

• impact on lifestyle (increased working hours, emphasis on individual responsibility and achieving results, decreased security; increased income levels and living standards).

The transferred function involves the implementation of part of the manager's duties.

It's important to talk about the stages of development that leaders go through. If you understand the process, you'll know what to expect when you're stressed and overworked.

Research in this area has shown that changes in a manager's daily routine produce a predictable sequence reactions and feelings.

This point will be more interesting for young managers, but experienced managers can also remind themselves of their emotional state.

To understand at what stage of the transition to a leadership role (yourself and the intended performer) it is better to transfer the function, let us turn to the classification of stages of transition according to John Adams:

• immobilization (feeling of stupor),

• minimization (a false feeling that nothing has changed),

• depression (you can’t cope with the volume of tasks that is constantly growing),

• recognition (understanding that goals are being achieved, you can accomplish more),

• verification (formation of one's own views on management, experimentation),

• search for significance (energy allocation, thinking about improving actions due to one’s own and other people’s experience),

• internalization (feeling like you are in charge of your actions; an inextricable link between you and your work).

Some pressure in the work process is inevitable, necessary and even considered mandatory by most managers to achieve good results in a limited time. Some people thrive in their work and personal life when the adrenaline is pumping. Problems arise when the pressure becomes too great or lasts too long. Stress occurs: the situation is no longer enjoyable and threatens your effectiveness and makes the whole team unhappy.

Tolerable pressure turns into unbearable stress in different ways for different people. There are no clear boundaries between pressure on the one hand and stress on the other; one gradually turns into the other. Managers need to make the best use of pressure, but avoid stress.

Pressure is a force acting from outside that motivates and connects to action.

Stress, on the other hand, is an internal reaction: the brain and body send signals that it cannot cope with the situation. The result is inaction or erroneous behavior. People under stress behave differently.

To answer questions about what sources of stress and conflict may arise during a transition, let's turn to Charles Handy's classification of the five common causes of stress in managers:

• responsibility for the work of others,

• innovation functions (responsibility for innovation),

• integrating or boundary functions (undefined responsibilities and inadequate resources),

• relationship problems,

• career uncertainty (changes in technology, markets, organizational structures).

Handy also suggests that stress may be related to specific management roles and identifies four role sources of conflict and stress:

• role uncertainty (uncertainty creates stress),

• incompatibility in the performance of roles (the difference between the role expectations of the manager and the expectations of colleagues creates stress),

• role conflict (playing several roles at the same time, roles that are opposite to each other, creates stress),

• role overload or underload (overload is exhausting, underload is perceived as under-demand).

PS At the end of the article there will be recommendations for reducing stress (bonus).

Conflict between people can make management less effective and less enjoyable. Often the conflict is open: aggression, heightened emotions, showdowns, etc.

Due to differences of opinion and different sources of conflict, analyzing the root cause of the conflict becomes a difficult task.

To understand what sources of conflict may arise during the transfer of a function, we classify them:

• lack of understanding (random factor; misunderstanding of what was meant during the dialogue; easily resolved)

• differences in values ​​(usually personal, but may be of a structural nature due to belonging to different departments),

• differences in interests/aspirations (arise in a situation of competition for power, status, resources),

• interpersonal differences (a clash of personalities due to their individuality, temperament, manners),

• emotions (it is necessary to recognize the strength of our feelings; conflict causes strong emotions that lead to the development of conflict).

If there are conflict situations in the transferred function, it is better for the performer to know about it in advance.

The likelihood of resolving a conflict depends on the behavior of all its participants.

To better work with conflicts, let's turn to the classification of people's reactions to conflict into five categories:

• rivalry (satisfaction of one's own needs at the expense of others; this form gives rise to a feeling of hostility and resentment, a “win-lose” strategy),

• accommodation (meeting the needs of the other party at your expense; this form can lead to the destruction of your intentions; people begin to take advantage of you, discipline is lame; the strategy of “win-lose”),

• avoidance (a reaction to confrontation when the leader lacks self-confidence or is a victim of stress; the problem will never be solved; a lose-lose strategy,

• finding a compromise (getting partial satisfaction from both sides; the most common strategy),

• cooperation (searching for solutions that are understood and appreciated by both parties; win-win strategy).

P.S. At the end of the article there will be recommendations for resolving the conflict (bonus).

For better management, it is important and useful to understand your role and goals, the culture, the structure of the company. But this may not be enough. The size and activity of the company are determined by the relationships with other parties.

The company is part of a larger system that consists of consumers, suppliers, competitors and regulators. In addition, it is affected by external changes (economics, social sphere, technological progress).

To understand what environment the transferred function is in, we will define the types of possible environments from the classification:

• internal, controlled by managers (personnel, resources),

• the immediate ones that managers can influence (customers, contractors, suppliers, competitors),

• distant, to which managers can only react (social, technological, economic, environmental, political factors).

We will call the company's stakeholders people who have a legitimate interest in the company's activities.

Interested parties can:

• be external or internal (the manager is focused on the immediate environment, since everything is clear, in contrast to the external environment, where there is uncertainty),

• have different and possibly conflicting interests (e.g. employees and shareholders),

• represent certain groups with a dominant influence on the organization's activities (for example, targeting top management).

Changes in the external environment (both near and far) have the greatest impact on the company's future, but at the same time, managers spend most of their time and energy on managing the internal environment.

Communication is a vital component in building effective relationships. To be effective, communication must be carefully planned.

The process of effective communication takes place in three stages:

• defining the target audience,

• message development,

• choice of communication means.

Everyone is familiar with the traditional model of needs according to Maslow, which indicates that, having satisfied physiological needs, a person moves on to satisfying the needs for safety, social well-being, respect and self-realization.

There is also research by Frederick Herzberg that illustrates the hypothesis that some improvements in certain areas may help reduce dissatisfaction but will not lead to increased satisfaction.

Motivation factors according to Herzberg's model in categories:

P.S. At the end of the article there will be recommendations on how to increase motivation (bonus)

Job design theory examines how individual tasks are interrelated and how work can be organized or reorganized to meet the needs of the employee and the organization.

There are certain critical moments when it is necessary to revise the content of the work:

• implementing global organizational changes,

• planned recruitment of new employees,

• Conducting annual/semi-annual assessments to present the results of your work to colleagues and managers.

When the work of one member of a group depends on the work of others, and everyone works towards a common goal, it can be said to be teamwork. Achieving a common goal requires the cooperation of all team members and the coordination of their efforts.

To understand which role is best suited for the transfer of functions, we will use the classification of roles in a team according to Meredith Belbin:

• thinker (creative, unconventional approach),

• executor (transforms decisions into manageable tasks, gives the group a methodical approach),

• follow-through (sees the completion of a task as the most important thing),

• evaluative (conducts critical, impartial analysis, has a strategic view),

• resource researcher (diplomat, has many connections, acquaintances, sociable),

• action-oriented (task-oriented, moves work forward)

• collectivist (promotes harmony in the team, reduces tension),

• coordinator (clarifies goals, facilitates decision making, leader),

• specialist (possessor of narrowly focused knowledge and skills, dedicated to his work).

The ability to influence others is essential to success in management. You will need to influence the team for which you are responsible, ensuring that they work together effectively and achieve agreed goals.

The French and Raven models propose the following classification of six sources of power:

• position or authority,

• control over resources

• social connections,

• expert (specialized) knowledge,

• control over information,

• personal characteristics.

Leadership has three main functions that correspond to key issues:

• strategic (developing a sense of direction within a group or company);

• task function (definition of tasks that must be completed to achieve the company's goals; control over their implementation);

• interpersonal (maintaining morale, cohesion, and commitment of people to a group or company).

Leadership skills and abilities include the ability to:

• organize networks of connections,

• represent the interests of other people (be an ambassador),

• communicate,

• be a role model for subordinates,

• maintain morale, cohesion and commitment to the group.

What should you pay attention to in the change management process?

When assessing the prospects for change, it is worth:

• identify the need for change,

• determine what needs to be changed (for example, the Levitt diamond),

• assess the feasibility of changes (force field analysis can help assess the chances of making changes).

Understanding the change process includes the ability to complete the following steps in implementing change:

• preparation (discussing the need for change, including the feelings and reactions of the people involved, weighing the factors supporting change and the costs of change);

• change (use of management and leadership skills such as planning, controlling, managing individuals and groups, decision making, leading, anticipating and overcoming problems);

• consolidation (monitoring and evaluation of changes).

Change Strategies:

• directive (the right of managers to manage changes),

• expert (change management as a problem-solving approach),

• negotiation (reaching agreement on changes through negotiations; there is an understanding that concessions may have to be made)

• educational (influencing people's values ​​and beliefs so that they support change and are committed to shared values),

• participation (responsibility for changes is assigned to all participants in the change).

Selecting a change strategy depending on the speed of change:

• the urgency of the situation (the greater the threat to the organization's work, the faster changes need to be made),

• the degree of expected resistance (the greater the expected resistance to change, the more acceptable slow strategies are),

• the power of the initiator of change (the higher the power of the initiator of change, the faster the pace at which changes can be carried out, and vice versa),

• the need for information and support from other people (the more information and support other people must provide, the slower the implementation of changes will be).

When determining priorities for change, the following factors should be considered:

• available resources,

• possible scale of changes,

• the degree of control over the implementation of changes by the manager,

• the amount of acceptable damage,

• the motivating value of achieving a positive result,

• the possibility of transferring solutions to other areas,

• probability of success.

PS At the end of the article there will be recommendations on how to overcome resistance to change (bonus).

Many problems can arise when working with information. A useful method for analyzing the causes of problems in working with information is a cause and effect diagram (fishbone diagram).

The scheme allows you to group reasons into categories and, thanks to this, determine effective ways of working with each block of reasons.

Developing a cause-and-effect diagram may seem like a difficult task. Here are the most common categories of causes that will help with the analysis:

• People,

• equipment/devices,

• materials,

• methods,

• environmental conditions.

When analyzing information systems, it will also be useful to identify the following blocks of reasons:

• input data,

• input data sources,

• processes,

• people and structures.

The four categories provide a fairly good basis for systematizing the causes and finding solutions. This approach follows the logic of moving from one situation to another, which suggests whether the solutions can be the same if the causes of different information problems are similar.

Situational approach is based on the belief that managerial roles and appropriate behavior are “entirely contingent on circumstances.” Since situations are always different, the contingency approach states that it is impossible to prescribe a single solution that would be best in all circumstances.

First of all, the situational approach is based on the belief that there is no right company structure and the required structure depends on the circumstances (confirmed by many years of research).

Delegation is a key skill for managers because it frees up time for other activities and develops staff..

Effective delegation can yield many benefits, making it highly beneficial for a manager who will be able to:

• get more work done and meet deadlines more easily;

• better control over work by distributing specific tasks;

• develop a team whose members will gain extensive experience and new skills;

• better evaluate the team's performance;

• distribute the workload more fairly among team members;

• develop your own skills of planning, organization, motivation and control.

Also:

• your team will appreciate that you are developing them,

• Your manager will appreciate that you and your team are focused on achieving results.

Researcher Maddox suggested nine categories of tasks suitable for delegation:

• frequently occurring (secondary decisions that consume time),

• in which you are very competent (operational work, not management decisions),

• in which you are not competent enough (some of your employees are more competent),

• causing hostility (analyze who it would suit better and give it away),

• allowing subordinates to gain experience (growth and motivation for subordinates),

• adding variety (additional motivation of subordinates),

• expanding the scope of work (to develop personnel to increase responsibility and level of authority),

• disseminating experience (tasks for a group that require a lot of effort to complete the task),

• encouraging creative approaches (freedom to express creative initiative; not used in oppressive environments).

List of possible actions to reduce stress:

• Activate teamwork (involve the team in making decisions about tasks that affect the team);

• create “zones of stability” (areas of work over which a person has some control);

• ensure that people understand the broader context of the demands placed on them;

• make sure everyone is aware of the role and functions that are expected of them;

• Set clear priorities and have a common understanding of everyone's workload;

• manage your time:

  • plan (use your time more efficiently),

  • analyze (how you use your working time at the moment),

  • reflect (the difference between a plan and an analysis and what you would like to change),

  • change (use of time),

  • evaluate (progress on a regular basis to self-check that the approach is working)

There are three options for resolving the conflict:

• non-intervention (may be successful, there is a risk of transition to a destructive conflict),

• prevention (ideal situation; achieved through a win-win strategy; this will require:

  • set common goals,

  • carry out reorganization (eliminate conflicts caused by the structure),

  • improving communication (formal movement of people in groups, informal support of discussions).

The psychological contract between an employee and a company is the expectations associated with mutual obligations.

Questions that will help you better understand motivation and manage it through a psychological contract:

• Do both parties share a psychological contract?

• How are promises and commitments communicated by employees?

• Different people may have different attitudes towards the same result.

Failure to establish a healthy, sustainable psychological contract that is shared by both parties can lead to destructive consequences for both parties (employee and organization).

Adams's equity theory argues that fair treatment and fair procedures are important motivators.

Whatever change management strategy is adopted, there will certainly be doubts and worries about possible troubles.

There are the following approaches to overcoming resistance:

• determining the causes of resistance,

• choosing appropriate methods to overcome resistance,

• using a commitment plan,

• using additional methods to develop commitment,

• selectivity in efforts to overcome resistance,

• using additional methods to develop commitment,

• creating a climate for change.

• evaluation and consolidation of results:

  • implementation of monitoring,

  • corrective measures,

  • implementing other changes necessary to support the major change.