Managerial Leadership Practices - A quiz on requisite delegation

Delegation Quiz: Requisite Organization Principles

Instructions:
Based on the Requisite Organization principles in Nancy Lee's book, select the answer that most accurately reflects the specified aspect of delegation.

1. Effective delegation within the RO framework begins with the manager:

a) Identifying tasks the manager personally dislikes doing.
b) Assessing the subordinate's current workload and availability.
c) Clearly planning the work of the unit and how a specific task fits into achieving the unit's goals.
d) Asking the subordinate which tasks they would prefer to take on.

2. Specifying QQTR (Quantity, Quality, Time, Resources) for a delegated task is essential primarily because:

a) It provides objective criteria for the subordinate's annual performance review.
b) It minimizes the need for the manager to provide ongoing context during the task.
c) It defines the task boundaries clearly, enabling the subordinate to exercise appropriate judgment and the manager to hold accountability appropriately.
d) It allows for easy comparison of task difficulty across different roles.

3. According to RO, changing the Target Completion Time (T) for a task:

a) Is primarily a tool for testing a subordinate's ability to work under pressure.
b) Fundamentally changes the nature and complexity of the task itself, requiring different decisions and potentially different resources or quality expectations.
c) Should only be done if the subordinate agrees the new deadline is achievable.
d) Has minimal impact as long as the quantity and quality requirements remain the same.

4. When a manager delegates a task that constitutes "Direct Output Support" (DOS), it means the subordinate is:

a) Fully accountable for the final output which goes directly to an end-user or client.
b) Assisting the manager in completing work for which the manager retains final accountability (Aided Direct Output - ADO).
c) Authorized to further delegate the task to their own subordinates if applicable.
d) Performing a routine administrative task unrelated to the manager's core outputs.

5. The concept of "Delegated Direct Output" (DDO) implies that:

a) The manager must review and approve the output before it is finalized.
b) The subordinate completing the task requires continuous direct supervision.
c) The subordinate has the authority to decide when the output meets standards and to release it, potentially delegating parts further down if appropriate and permitted.
d) The task is considered low priority and can be completed at the subordinate's discretion.

6. Effective delegation requires the manager to provide sufficient context. This context primarily enables the subordinate to:

a) Understand the manager's personal leadership style and preferences.
b) See how their task fits into the larger picture, allowing for better decision-making and alignment with unit goals.
c) Complete the task exactly as the manager would have done it.
d) Report progress using the correct terminology and formats.

7. In the RO framework, a manager should avoid delegating which of the following?

a) Tasks that require specialized technical knowledge the manager doesn't possess.
b) The integration of the unit's overall functions and the core managerial leadership practices (like appraisal or context setting).
c) Tasks that are part of a multi-stage project involving other teams.
d) Any task that the manager could complete faster themselves.

8. If a subordinate encounters unforeseen problems preventing task completion as originally specified (QQTR), their requisite accountability is to:

a) Independently solve the problem and adjust the QQTR parameters as they see fit.
b) Stop work on the task and wait for the manager to notice the delay.
c) Inform the manager in a timely manner, explaining the issue and potentially suggesting solutions, allowing the manager to decide on adaptive action.
d) Continue working towards the original QQTR despite the problems, documenting the difficulties encountered.

9. The RO principle of delegating work to the correct level cautions against "empowerment" initiatives that:

a) Involve extensive coaching and development from the manager.
b) Push tasks too far down the hierarchy to levels potentially lacking the necessary capability (CIP) to handle the work's complexity.
c) Require cross-functional collaboration between teams.
d) Grant subordinates significant autonomy within their defined tasks.

10. When delegating, explicitly defining the Quality (Q) parameters is important because:

a) It ensures the subordinate uses the maximum possible resources.
b) It prevents the subordinate from spending too much time on the task.
c) It ensures the output meets necessary standards without being wastefully over-engineered or unacceptably sub-par.
d) It is the primary factor determining the task's Time Span.

11. A manager specifying how a task should be done, rather than focusing on the what (QQTR), may indicate:

a) A high level of trust in the subordinate's capabilities.
b) An attempt to micromanage, potentially because the task is too complex for the subordinate or the manager lacks confidence in delegation.
c) Effective application of situational leadership principles.
d) A standard procedure for delegating highly critical tasks.

12. The manager's accountability for planning before delegating is critical because:

a) It ensures the manager appears organized and prepared to the subordinate.
b) Effective delegation requires the manager to understand how tasks interrelate and contribute to unit goals before assigning them.
c) It allows the manager to accurately predict the exact time required for task completion.
d) Subordinates are generally unwilling to accept tasks that haven't been pre-planned.

13. Which statement best reflects the subordinate's authority in the delegation process?

a) Authority to reject any task they deem uninteresting or too difficult.
b) Authority to demand specific resources beyond what the manager initially allocated.
c) Authority (and accountability) to seek clarification on the QQTR and discuss feasibility or anticipated problems with the manager.
d) Authority to change the task's priority level relative to other assigned work.

14. An individual contributor who is assigned subordinates to help them complete their (the individual contributor's) primary output is:

a) No longer considered an individual contributor.
b) Also a manager, typically assigning Direct Output Support (DOS) tasks to those subordinates.
c) Expected to delegate full accountability for the final output to the subordinates.
d) Functioning outside the normal managerial hierarchy.

15. True delegation, in the RO sense, is most likely undermined when:

a) The manager checks in periodically on the subordinate's progress.
b) The manager provides coaching or removes obstacles encountered by the subordinate.
c) The manager bypasses the subordinate to give instructions directly to the subordinate's own team members (if applicable).
d) The manager allows the subordinate significant freedom in how the task is accomplished within defined boundaries.

Answer Key with Explanations

1. c) Clearly planning the work of the unit and how a specific task fits into achieving the unit's goals.
   Delegation starts with the manager's planning, ensuring each task supports the unit's objectives.

2. c) It defines the task boundaries clearly, enabling the subordinate to exercise appropriate judgment and the manager to hold accountability appropriately.
   QQTR clarifies expectations and accountability for both manager and subordinate.

3. b) Fundamentally changes the nature and complexity of the task itself, requiring different decisions and potentially different resources or quality expectations.
   Changing the time span alters the task's complexity and requirements.

4. b) Assisting the manager in completing work for which the manager retains final accountability (Aided Direct Output - ADO).
   DOS means the subordinate supports the manager, who is still accountable for the outcome.

5. c) The subordinate has the authority to decide when the output meets standards and to release it, potentially delegating parts further down if appropriate and permitted.
   DDO grants the subordinate authority over the output, including further delegation if allowed.

6. b) See how their task fits into the larger picture, allowing for better decision-making and alignment with unit goals.
   Context helps subordinates understand the broader purpose and make informed decisions.

7. b) The integration of the unit's overall functions and the core managerial leadership practices (like appraisal or context setting).
   Managers should not delegate core leadership and integration responsibilities.

8. c) Inform the manager in a timely manner, explaining the issue and potentially suggesting solutions, allowing the manager to decide on adaptive action.
   Subordinates must escalate problems so the manager can adjust plans or resources.

9. b) Push tasks too far down the hierarchy to levels potentially lacking the necessary capability (CIP) to handle the work's complexity.
   Delegating beyond capability undermines effective work and accountability.

10. c) It ensures the output meets necessary standards without being wastefully over-engineered or unacceptably sub-par.
    Defining quality prevents both overwork and inadequate results.

11. b) An attempt to micromanage, potentially because the task is too complex for the subordinate or the manager lacks confidence in delegation.
    Specifying "how" instead of "what" is a sign of micromanagement, not effective delegation.

12. b) Effective delegation requires the manager to understand how tasks interrelate and contribute to unit goals before assigning them.
    Planning ensures delegated tasks are aligned with overall objectives.

13. c) Authority (and accountability) to seek clarification on the QQTR and discuss feasibility or anticipated problems with the manager.
    Subordinates must clarify expectations and raise issues for true accountability.

14. b) Also a manager, typically assigning Direct Output Support (DOS) tasks to those subordinates.
    Assigning subordinates for support makes the individual contributor a manager in practice.

15. c) The manager bypasses the subordinate to give instructions directly to the subordinate's own team members (if applicable).
    Bypassing undermines the subordinate’s authority and disrupts the chain of accountability.