This activity is scored at 30 points.

• What did youthink aboutwhile participating in the journalMonitoring Delegationin steps 55-86?
• Whatconceptshave you gained from participating in the journal onMonitoring Delegation?
• What did youknow before; what did youwant to know; and whatdid you learnin the journal?
• What did you learn in the journal that youwon't forget tomorrow?
• The answer should be around 150-200 words

>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>

MONITORING PROGRESS For delegation to be successful it is vital to have an effective and responsive system of controls. Use them to monitor delegates and the progress of assignments. Working with Controls A good monitoring system consists of a light rein and a tight hand. You can always exercise more control if you feel it is necessary, but you should do so with tact and sensitivity. This is especially the case if your delegate is inexperienced. 55. Give inexperienced delegates special attention when monitoring tasks. 56. Operate on the assumption that every process can be improved. Minimizing Risks Understanding the risks involved in delegating a task will help you to anticipate problems and monitor progress. So form contingency plans, take action to reduce risks and intervene in good time before minor problems lead to major failure. 57. Ensure that bad news is not kept from you by a worried delegate. 58. Never gamble when taking risks; act on judgments based on probabilities. 59. Try to anticipate problem areas for the delegate. 60. Make contingency plans just in case things go wrong. 61. Speedily remove delegates who make several serious mistakes. Reinforcing a Delegate's Role When appointing delegates always introduce them to team members clearly stating the delegates' responsibilities. This will help delegates feel part of a team and encourage them to accept ownership of the tasks for which they are responsible. 62. Give praise when delegates notably improve on their performance. 63. Treat delegates as equals when meeting with third parties. 64. Take action to get delegates to come forward with new ideas. Providing Support Delegates will often need positive support and encouragement in the early stages of an assignment. You can help them to succeed by providing, all the information, time, and resources they need, and be being prepared to secure extra help if necessary. 65. Be aware that a helpful attitude may be perceived as interference. 66. Meet at regular times for feedback sessions, but not too frequently. 67. Turn to staff members whose work impressed you in the past. 68. Consider using outside sources of help if necessary. Maintaining the Boundaries When monitoring progress, ensure that the boundary between yourself and the task remains clear. Your delegate is now responsible for doing the work. If there are difficulties, the line may have to be crossed, but you should step back as soon as possible. 69. Having delegated a task, do not interfere with how it is done. 70. If you have to take back a task, start looking for a new delegate at once. 71. Keep all review sessions brief and well organized. 72. Do not let a delegate become discouraged when problems arise. Giving Feedback The most effective way to review staff performance is to provide delegates with constructive feedback sessions after each task. Use these meetings to recognize and analyze achievements, and to discuss problems and solutions. But be sure to avoid laying blame. 73. Make sure that review sessions are conducted in a constructive way. 74. Use positive and polite language when managing all delegates. 75. Hold impromptu review sessions only when it is really necessary. Praising and Rewarding Always acknowledge a delegate's exceptional performance, and give credit where credit is due. Identify all faults and errors, but remember that praise and reward play an important part in motivating and encouraging future achievements. 76. Use handwritten notes rather than typed letters to praise delegates. 77. Always recognize the effort that was put into a task, and reward it. 78. When things have gone wrong, look for solutions - not scapegoats. Analyzing Difficulties Both the delegator and delegate need to analyze, and learn from, any difficulties encountered during a delegation. The first step toward finding a solution to a problem is to ascertain whether it stems from you, your delegate, the task brief, or procedure. 79. Try to give a delegate another change if a task is mishandled. 80. Analyze your own actions if difficult problems arise. 81. Consider all the implications before you radically alter an agreed brief 82. Be open and constructive when discussing the performance of a task with a delegate. 83. Be firm with delegates who conceal errors or do not admit them. 84. Use mistakes as learning tools to improve your managerial skills. 85. Consider whether a project brief was the cause of any serious error. 86. Keep notes of errors made and