Delegating for Role and Organisational Effectiveness (Milan)

HRODC Postgraduate Training Institute
A Milan, Italy


Informazione importanti

  • Corso intensivo
  • Milan, italy
  • 30 ore di lezione
  • Durata:
    5 Days
  • Quando:
    Da definire

Limited Objectives: By the conclusion of the specified learning and development activities, delegates will be able to: Ascertain the concept of delegation. Explain at least 3 reasons for delegating. Determine the benefits of delegating, thereby encouraging them to perform delegation whenever necessary. Elucidate the concerns of managers in delegating. Identify the difference between delegating authority and task.
Suitable for: This course/seminar is specifically designed for: Managers, Project Managers, Supervisors, Executives, Board of Directors, Team Leaders, Business Owners and Those who are interested to know the techniques of effective delegation

Informazione importanti

Requisiti: Degree or Work Experience


Dove e quando

Inizio Luogo
Da definire
Da definire
Milan, Italy
Via Washington, 66 Milan, 20146, Milano, Italia
Visualizza mappa

Cosa impari in questo corso?

IT Development
IT Management
Delegation Skills


Course Contents, Concepts and Issues:

Factors Necessitating Delegation

  • A Working Delegation 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.

Contextualising Delegation

  • Delegation as Internal Promotion;
  • Informal Management Succession Charts;
  • Formal Management Succession Charts;
  • Internal Selection Mechanism;
  • Delegation and External Candidature;
  • Authority: Facet #1

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;

Managerial Support to Delegatee 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;
  • 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;

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.