In a company, delegation generally follows a hierarchy and moves from top-level management to middle level management to lower level management to the workforce. The person delegated should be the appropriate level for the goal that will be accomplished. There is no sense in delegating a task to someone without the skill or knowledge to complete it unless the delegator is willing to teach the procedures to do so. Unfortunately some managers use delegation as a way to pawn responsibility off on subordinates and avoid circumstances involved with not achieving a goal. These are bad management practices and should not be tolerated by upper level management.
You thus use your experience to ensure that the task is done well, rather than to actually perform the task yourself. In this way you gain time for your other duties and someone else becomes as good as your once were (increasing the strength of the group). By delegating, a manager exhibits trust in his or her employees by giving other people's ideas a chance. A subordinate's decision doesn't have to be exactly what yours might have been. So welcome and reward ingenuity.
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.
Though the employees may not particularly like this form of management, it does allow management to efficiently guide the organization in the direction that they feel it should go. Within the autocratic style of management there are at least two sub categories, directive and permissive. In the directive autocratic style the manager make all of the decisions regardless of what the employees think. The manager also tends to closely monitor the employees, not allowing them to deviate from the plan (Exploring Different Management Styles). In contrast the permissive autocratic style still allows the manager to make whatever decision he or she feels is in the best interest of the organization, while still allowing subordinates the ability to execute their job as they see best as long as they achieve the goal set by the manager (Exploring Different Management Styles).
Some managers obtain their position in management for various reasons and not for their leadership skills. A leader may not have the skills to organize but he can motivate people to perform their duties to best of their ability to achieve a common goal. Management vs Leadership A manager is someone who hands down instructions on how they want things don. The leader is the individual who is followed by others. Management is the process of working with people and resources to accomplish organizational goals (Bateman, Snell, 2007) Management represents the company not the people; the people are important as a way of getting things done (Management, n.d.).
If he/she may not know exactly how or what to do but if she wants to do it she will seek out the appropriate resources or find help to complete the task (Valerie Gatlin-Best, 1997, pg. 313). Managers in my organization delegate a task- the person being delegated to does not feel demeaned; be consistent-delegate certain tasks to certain people; stimulate personnel by encouraging others; be open, honest when looking at the picture as a whole ...look for positives/not negatives(Debby Kennedy, 1997, p.312). Managers in my organization are accountable for what ever goes on (or does not go on) in their departments. If subordinates make mistakes because they... ... middle of paper ... ...loyees’ knowledge and experience to get the results they want.
However, they do not provide the same skill set and differ in several areas. It is easy for leaders to exhibit management skills and for manager to exhibit leadership skills. It is imperative to seek out those skills to develop each person individually, but first to give you some facts to help discern the two positions. Managers are a point of authority for employees. They are typically autocratic in making decisions without much input from their subordinates.
This is especially so for the management and the government. First, in the implementation of organizational work reforms, the consent of the management is important. In fact, it is the sole determinant on whether the reforms will be implemented or not. [vii] In most cases, if the management does not approve the reforms suggested, it becomes difficult to implement them in any way. At times, the management usually acts as barriers intentionally as they may not be pleased by the demands of the employees.
During that time, I not only saw delegation within the military structure but also to the contractors we employed. Delegation seems like an easy concept, but not everyone understands it and completes it with confidence. Some managers use delegation to ensure that they are not the only ones to blame in a failure. Some managers will delegate the difficult jobs or the ones they don’t want to complete themselves. These are not the reasons delegation should be used in the business world.
Don’t pass on tasks involving highly confidential information unless the person you are delegating them to has a similar level of clearance as you do. For rather different reasons, you shouldn’t delegate jobs simply because you don’t like doing them, as this can be very demoralizing. Similarly, don’t hang on to low-grade jobs just because you really enjoy them, although it doesn’t hurt to get your hands dirty