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Importance of leadership in the society
Importance of leadership in the society
Defining the role of leadership
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"Successful delegation of authority as a leadership style takes time and energy, but it's worth the time and energy to help employee involvement and employee empowerment succeed as a leadership style. It's worth the time and energy to help First let me preface this by explaining what my organization does. We manufacture disposable food service/ tableware products. We have six levels of management. At the top is the owner; next are the executive committee, upper management, mid-managers, front line supervisors, team leaders, and hourly workers. Being a manufacturer delegation is ingrained into the system, no one person could do everything. Everyone has a section delegated to them and all the pieces must work together to produce the end product.
The work is delegated when orders for product are received. The plant manager (upper management group) delegates the scheduling of the orders to the production scheduler (mid manager). These schedules are relayed to the front line supervisors. They in turn assign hourly workers to team leaders. The team leaders assign workers to particular machines and the orders are filled. There are also support personnel, warehouse personnel who supply the machines with raw material and packaging material. There are also maintenance personnel that provide support for the equipment. This work is always delegated starting with the maintenance manager (mid-manager), to the front line supervisors, to the team leaders, to the workers. The delegation is the same for the warehouse personnel except it starts with the warehouse manager (mid-manager).
The process also involves the engineering team (mid-managers). The engineers decide what tooling to use in which machine and delegate the work of change over to the front line maintenance supervisors. Then they in turn delegate the work to the maintenance team leader, and he delegates to his team. Although all team leaders are hands-on workers in all departments. Most of the time it is hard to tell the difference between the team leaders and the hourly workers except, at the end of the day, the team leaders make the decisions and are responsible to the supervisors.
One of the best examples of delegation occurs when a total rebuild of a machine is required. The front line supervisors are tasked with the project but without them delegating 90% of the work to the team leaders and in turn the team leads delegating work to the employees the deadlines would never be met.
Effective delegation requires one be organized.
In regards to decision making at Duplox, the vast majority of employees have limited autonomy in completing their work, more specifically the TSS’s. The TSS’s are required to receive permission from FSM’s regarding most of the incidents and issues within their work as a manager higher in the hierarchy must approve all decisions before any immediate action is able to take place. It is indicated that prior approval from a Field Service manager is required for many actions even if they are within the allotted budget limit, resulting in only a FSM to have authority to order parts. The lack of autonomy in the decisions and input from TSS’s in regards to the approval of actions is a prominent factor in the delay of the receiving of copier parts, resulting in TSSs to often have to visit the same client twice in a row. The majority of the managers do not encourage employees to perform better as many of them hold roles that are considered controlling supervisory, as they have decision authority over the TSS’s. TSS’s at Duplox are restricted from
Biank illustrates the difference in leadership and the integration of power and influence. From Sgt Stokely’s drill instructor’s use of power of her position to enforce compliance to Lt Bergan Flannigan’s personal power to have her platoon continue to fight through dedication and allegiance to her organization following her injury. Both methods of power and influence were extremely effective in their individual scenarios. Through reflection, I believe that I have always applied the personal power to change the thinking of my subordinates to complete missions. This would stem back to my very first NCO and the way head led the communications
My leadership style is primarily participative. Consultation contributes to more effective decisions leveraging the collective wisdom of the group, and, by soliciting their input, a greater degree of personal interest and satisfaction from participants (Yukl, 2013, p. 107). No one has all the answers, but together, in an open and trusting environment, all of us can collaborate toward a solution (Bennis, 2009, p. 133). Consultation and delegation within a shared philosophical framework serves to build support, personal investment, and leadership capacity amongst participants (Yukl, 2013, p. 384).
Sears Holdings is a company in transition. Now, faced with adversity and the threat of bankruptcy looming its leadership has come under scrutiny. “Great leaders not only have drive; they want to lead. Also important is a high need for power, a preference to be in leadership rather than follower positions. A high power need induces people to attempt to influence others, and sustains interest and satisfaction in the process of leadership. When the power need is exercised in moral and socially constructive ways, rather than to the detriment of others, leaders inspire more trust, respect, and commitment to their vision (Bateman, pp 399, 2007).”
The next chapter in part two is, “David Doesn’t Delegate”. This chapter highlights an experienced manager, David, who is an ineffective delegator because of his immunity to delegating. When a leader has a staff that they supervise one would think they would relish the power to be able to delegate. Delegation takes some of the responsibilities off the plate of the leader. However, the authors admit that leaders often say their goal is
There are limits to the use of authority in obtaining high performance amongst subordinates. Authority alone cannot generate a ...
One set up operator can get hold of one place at a time and during waiting time, other lose the considerable amount of production. Subsequently, they framed a goal inclined to set up the sequence of work to get the maximum output by utilizing the capacity of the plant. The third step takes into consideration the installation of planning boards. These boards, lists the standard methods for each procedure, work sequence to reflect the order in which the process runs, and standard cycle time to complete a process. Moreover, these boards not only provides the information about the workers in the process but also identify the areas of improvements of the process. Moreover, works as the chief statistics for workers since it helps them to have a better and clear understanding of the process for a flawless vision of the further scope of improvements. On the contrary in another part of the same plant, they found a number of machines seeking attention at the same time. Automation is not always automatic. It requires humanized automation (Jidoka). The machines read the signal of attention by Andon light and need an operator to check the workflow consisting of a warning by each machine. Irrespective of the machine operating
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
In the world of business, there are many tasks and a single person alone cannot do roles that need to be filled and all. The responsibilities that leaders and their subordinates have can range from one to one hundred and the importance of these tasks should always be taken seriously. By delegating responsibilities throughout a team of people, tasks get taken care of and the business is run, in a perfect world, smoothly. Delegation is a skill of which we have all heard - but which few understand. It can be used either as an excuse for dumping failure onto the shoulders of subordinates, or as a dynamic tool for motivating and training your team to realize their full potential (Blair). The following paragraphs I will discuss delegation and how it affects the leader, subordinate and the business as whole as well as the skills that are needed to do so.
Staffers report to a functional manager who can help with skills and help prioritize and review work, and to a product line manager who sets direction on product offerings by the company. This structure has some advantages such as resources can be used efficiently, since experts and equipment can be shared across projects. Products and projects are formally coordinated across functional departments. Information flows both across and up through the organization. Employees are in contact with many people, which helps with sharing of information and can speed the decision
Delegation is the method of giving decision-making authority to lower-level employees. For the process to be successful, a worker must be able to obtain the resources and cooperation needed for successful completion of the delegated task. Empowerment of the workforce and task delegation is closely interrelated. Empowerment occurs when upper-level employees share power with lower-level employees. This involves providing the training, tools and management support that employees need to accomplish a task. Thus, the employee has both the authority and the means to accomplish the work. Even though authority can be delegated, responsibility cannot; the person who delegates a task is held responsible for its success in the end. Thus the assigned worker is liable for meeting the goals and objectives of the assignment (Camp 2006).
Employee empowerment can be a powerful tool. The leadership style can increase efficiency and effectiveness inside an organization. Empowerment can also increase productivity and allow managers more tim...
Once the decisions are made organizing becomes the crucial function in order to facilitate completing any plan. In the case of Honda it was decided that a team of conversion specialists would be assembled from various centers across the US. That new team would be fully trained on how the new system is implemented and facilitate all conversion functions. Prior to any facility being converted the new team spent eight months learning, researching, and performing pre-installations. The new team assembled wasn't the only people involved in the process, each parts center was given some guidelines for preparation and tasks that needed to be accomplished.
There will be a manger who is in charge of the stores’ profitability and the overall cooperation of all functions within the region like making sure every stores sells the same collection of clothing. By using matrix, managements not only organize their work more flexible with lower costs, but also improving communication and coordination across the countries. However, the matrix structure violates the unity of command principle as each employee reports to at least two or more managers. Next, high degree of centralization is exercised in H&M. Centralization is the concentration of authority for making most decisions at the top levels of the organization. In this instance, the head office in Sweden are in charge of establishing the code of ethics, internal policies, and manuals. Important decisions that are strongly related to the company’s profits are also made by the top management. Nonetheless, H&M has a decentralized system. For example, there are 32 production teams that handle
Thus, to be effective in the empowerment process, empowerment requires that managers and staff members, who play a critical and essential role in the entire empowerment process, must define their empowerment, not assume or guess at their roles. Managers should never permit ambiguity about the power or its exercise. The consequences of its expression (both positive and negative) should also be clearly defined at the outset of the empowered relationship between managers and staff (Rapp, et al., 2006; Porter, 1998). The core of employee empowerment process is: show people what they have to know, teach them how to do it, give them the tools they need, and they will do a job that will meet, and often exceed, expectations. The key words here are "show," "teach" and "give." So if you want empowered employees, you have to prepare them for the job. This means that empowerment is a process of things linked with each other to form empowerment at the end (Gresham,