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The Power of Delegation
Delegation is a management tool that can be used to empower or when abused can be a detrimental force in a company. Delegation can aid employee growth and development while getting the job done efficiently. The true purpose of delegation is to accomplish the task by assigning it to someone else (Blair, 1992). Many misunderstand the concept of delegation and therefore either will not delegate or improperly apply the principle which provides unsuccessful results.
The primary reason to delegate tasks is to get the work done. The manager must be wise enough to know that he or she cannot be everywhere and do everything. A manager must also realize that along with the assignment of the job to the subordinate, the authority to complete the task must also be given. The delegation of authority is the hardest, most difficult part for some in management positions. If the task is assigned without the authority to use independent discretion the result is frustration and incomplete production. The manager must clearly communicate the expected result also ensure that the subordinate is properly trained and/or has the required skills needed to accomplish the assigned task.
Communication is a major component of successful delegation. A system of regular exchanges of information between management and employees ensure that each party is aware of what others are doing (Blair, 1992).
My current employer is a nonprofit organization, which is run by a Chief Executive Officer/President who was hired 22 years ago. Her background is in education, as a principal, with a master’s degree in Education Administration. The CEO answers to a board of directors, which have been very good at delegating the responsibilities of running the corporation to the CEO. The board meets monthly to receive reports on the activities and financial status of the facility but other than that have no real hands-on role in the management of the company.
The CEO has a very different approach to delegation than the board of directors; she tends to micro-manage her staff. Her idea of delegation leans more to assignment of a task and proceeding to dictate exactly how she desires the task to be accomplished or assigns the task without giving authority to carry it out. The CEO makes assignments to members of her Corporate Leadership Team (program direct...
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...tion for his staff. The director is not confident in his own competency yet feels the need to improve upon the work his staff produces. This is not a simple problem because the director, a vice president in the company, needs to work out personal issues in order to stop the offending actions. He can however recognize that the problem exists and redirect his interference.
Overall this company would benefit from formal training in the functions of management along with methods of applying the principles of management in their own jobs. A section on delegation would need to consist of the definition of delegation, the importance of communication, developing effective and efficient controls, how delegation aids in employee development, how to maintain proper access or assistance to the delegate and awareness of the possible outcomes and failures when using delegation as a management tool (Blair, 1992).
References
Blair, GM, The Art of Delegation, IEE Engineering Management Journal, vol. 2, no. 4,
pp. 165-169, Aug 1992. Retrieved August 19, 2005, from University of Edinburgh School of Engineering and Electronics web site: http://www.see.ed.ac.uk/~gerard/Management/art5.html
The CEO needs to create a corporate culture. His culture will determine what people should be doing and what should do not be trying. He can decide who will stay, who will leave, and how the job will get done. Culture starts with the boss. He can decide how he wants people to act and start modeling the behavior publicly. STOPPED HERE…!!!:)
While the scenario is presented as a fictional work, it may well be that this occurs on a daily basis. The conclusions here are based on observations and cultural views. There are many other factors that can be used to determine who should succeed a CEO that is retiring. Some of the items that might be considered are if a style change is needed or the persons experience.
The corporation’s business is carried out by its management, under the direction of the Board of Directors. The Board, and each committee of the Board, has complete access to management. Also, the Board and committee member’s has access to independent advisors as each considers necessary or appropriate. Mallor, Barnes, Bowers, & Langvardt (2010) state that the Board of Directors also, issues shares, Adopts articles of merger or sha...
5. Heller’s Delegation Model- I have always had—and still do—have a problem with delegating tasks to other people. My biggest gripe with this is that people won’t be able to the task well, or to the level that I would have. This is not a productive way of thinking, and micromanaging is not conducive to teamwork for it will cause resentment. With the Heller’s Delegation Model, it assists in delegating tasks and avoiding the responsibility of having to do things on your own. The framework breaks it all down, starting with an analysis of the tasks and ending with an appraisal of the process. This model. Being
George, Jennifer M. "Chapter 12." Contemporary Management. By Gareth R. Jones 8e ed.N.p.: n.p., n.d. 366-400. Print.
However, in management, this type of situation is commonly referred to as delegating. Here, the employees do not require a lot of supervisions. They follow directions and instructions given by their managers and supervisors to the letter. However, in delegating, there is a low relationship level between the employee and their
Delegating tasks is one area that I must work on in my leadership skills. When a leader cannot delegate task appropriately, this can lead to their downfall. My action is to learn more of the reasons why I chose not to delegate tasks. When that piece is understood, I can then move forward in correcting and adjusting my delegating. The employee specialist along with the Vice President of Nursing give me projects where delegating is necessary. They both follow these projects closely and challenge my moves of when and what I delegate and to whom those tasks are delegated to. Attending a seminar on delegation is also in my action
The delegator is accountable for the acts of delegation and incur liability if found negligent in the process of delegating and supervising; while the delegate is accountable for the completion of the delegated task. The delegator is accountable for the transfer of responsibility and authority to a competent delegate (Porter-O-Grady & Malloch, 2016). The distinct concepts of accountability and responsibility are the key elements in the effectiveness of the delegation process. The difference of “accountability and responsibility relates to their orientation” (Porter-O’Grady & Malloch, 2016, p. 53). Responsibility emphases on the work, the competence of the delegator and delegate, the efficiency of the processes, the quality of work, and the excellence of the application; while, accountability focuses on the issues of outcome and demands attention to the effects of the work (Porter-O’Grady & Malloch,
We now know a few things about CEOs. Their job is to make their organizations look good, however troubled and ineffective they might be. They do not feel obligated to divulge troubling information that might affect public confidence, cause valuable employees to leave, or make it difficult to recruit in the future.
Empowerment is another feature of post bureaucracy. It represents organizations awarding power and authority to those lower in the organizational hierarchy (Knights & Willmott, 2007). To some extent empowerment could be beneficial to a organization because empowerment would allow the workers to work...
“Effective delegation leverages the manager’s energy and talent and those of his or her subordinates. It allows managers to accomplish much more than they would be able to do on their own. Conversely, lack of delegation, or ineffective delegation, sharply reduces what a manager can achieve. The manager also saves one of his or her most valuable assets—time—by giving some of his or her responsibility to somebody else.
Choosing a topic for this paper was very difficult. Many topics seemed very interesting, but after reviewing many topics the choice was clear. I also took into consideration the fact that we would be presenting these topics to the class. So, I choose the communication process. It is very important in management. Having been a manager for three years, I felt I would be able to explain this topic well to the class.
To help staff understand the complexities of the early phase of organizational development. The manager must provide a clear understanding of the purpose of the organization to the employees. Emphasizing the importance of recognizing the direction the company is going and how its methods of working can be improved. Plus, explaining the identification of general objectives would lead to the clarification of responsibilities and purpose at each level of the organization. When a manager discusses these issues with his team, he is encouraging ownership by the employees. (Moore, 2004)
Employee empowerment can be described as giving employees' accountability and ability to make choices about their work without managerial authorization. Good managers are expected to assist employees to improve job success by supporting, training, leading and giving advice. Employee empowerment can increase employees' motivation, job satisfaction, and loyalty to their companies. The power that managers comprise should now be shared with employees with confidence, assertion, inspiration, and support. Work decisions and the ability to control an individual’s amount of work are now being relied upon at lower-level management positions (Fragoso, 1999). Groups of empowered employees with little or no supervision are now being formed and these groups are being called self-managed teams. These groups can now solve work problems, make choices on schedules and operations, learn to do other employees’ jobs, and are held accountable for the quality of their finished products.
2. Kinicki, Angelo, Williams, Brian Management, a practical introduction, Second Edition. New York, New York, McGraw-Hill 2006/2003