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imporatnce of delegation
imporatnce of delegation
the importance of delegation
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The Delegation of Managers
The Oxford English Dictionary defines Delegation as “The action of delivering or assigning a thing to a person or to a purpose.” Delegation is very important in the Air Force and military in general. When managers do not delegate, they can become overwhelmed. The concept of delegation can be difficult to master. I was a Contracting Officer for 6 years. 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. Delegation can be a great motivational tool, showing employees that they are trusted enough to complete a task. It shows that managers have confidence in the employee. Delegation can also help you as a manager and a sense of accomplishment once the task is completed. As a manager who delegates, you have more time to do other tasks. You could move up the career ladder more quickly because you have time to devote to other projects and your team gets more work done. Every business or office has an opportunity for some form of delegation.
Delegation is an everyday occurrence in the Air Force. The Air Force consists of a Chain of Command. At the top of this list is the President of the United States. At the bottom is your average airman. In the middle of this list are commanders, first sergeants, and superintendents. Everything from when to show up for work to how long physical training will last is delegated down the chain. It is the people at the top who make the decisions of what needs to be done, but the individuals at the bottom are the ones who actually get the job done. This is only the military tasks. When it comes to the individual jobs in the Air Force, each unit delegates in it’s own way.
As a Contracting Officer, our office negotiated and wrote contracts for every service and supply needed on the base. This included buying new computers and office supplies for offices to the janitorial services for every building. Before the contract was awarded, market research needed to be done. We ...
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...ponsibility and recognition. Managers need to delegate the right information to the right people and let those employees shine.
Stephen Comiskey once stated, “You can delegate authority, but not responsibility.” When used properly, delegation can be a great tool for both managers and employees. Managers and employees working together to get tasks done are more efficient and work better as a team. It takes time and effort to develop a good system of delegation, but the end result can help you in your career and confidence level. During my Air Force career, I learned a lot about delegation. This helps me delegate in my current job as a stay at home mom. Everything from my husband’s honey-do list to getting my son to pick up his toys require some level of delegation.
1. Oxford English Dictionary on-line, http://80-dictionary.oed.com.ezproxy.apollolibrary.com/cgi/entry/50060042?query_type=word&queryword=delegation&first=1&max_to_show=10&single=1&sort_type=alpha, accessed on March 9, 2005
2. Alan Chapman, http://www.businessballs.com/delegation.htm, accessed on March 9, 2005.
3. http://en.thinkexist.com/quotes/with/keyword/delegating/, accessed on March 9, 2005.
Commanders at all levels face increasingly challenging scenarios as the operational environment changes. Some instinctively motivate and empower their subordinates to think and act independently, thereby influencing actions during combat. However, those who understand the commanders' activities of mission command will influence not only subordinates, but the outcome of the battle as well. Mission command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders.1 Commanders who understood the importance of mission command was Major General Horatio Gates. General Gates at the Battle of Saratoga successfully utilized mission command through leading, understanding, visualizing and assessing.
Mission command is the commander's use of authority and direction to empower adaptive leaders in the conduct of unified land operations. It helps subordinates exercise disciplined initiative when operating within their commander’s intent. To facilitate effective mission command, commanders must accomplish four consecutive stages of the operations process. They must thoroughly understand the problem, visualize a solution that achieves a desired end state, and then accurately describe this visualization in order to direct the organization. Commanders continually lead and assess their organizations and provide input and influence to their subordinates and staff.
Delegation is seen as a daily routine in clinical settings which can be traced back even to the Holy Bible where Moses father inlaw (Jethro) stated as follows
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,
A Delegation is the process by which responsibility and authority for performing a task or activity is transferred to another person.
The exercise of authority and direction by the commander using mission orders is the Army’s book definition of mission command (ADRP 6-0, 2012). This theory empowers subordinate leaders with the ability to exercise disciplined initiative to execute unified land operations. The philosophy of the term fosters an environment of mutual trust and encourages a staff and subordinates to accept prudent risk, so that delays in communication do not hinder the ability to seize opportunities. The warfighting functional aspect of mission command deals specifically with systems and tasks that enable a commander to balance command and control of other warfighting capabilities. This is important because commanders and their staff seek to
and competency to perform that skills that were delegated. The tasks that are delegated must fall
Mission Command is the exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander’s intent to empower agile and adaptive leaders in the conduct of unified land operations (Department of the Army, 2014, p. 02). Today’s Army requires that leaders be more adaptive, disciplined and empowered due to the ever-changing battlefields that we are encountering in today’s world. In order to successfully conduct unified land operations, Non Commissioned Officers need to know how to successfully help their Commanders
Accountability is a subject that covers everything from knowing how many diapers are left for the baby, to knowing how many AT-4 Rocket launchers are in the Platoon, who has them, and how experienced they are with using it. If you hold yourself accountable for your actions then your superior will not have to, because you already know the proper course of action to take to correct your issue, and to present any change to them so as to keep the Unit in working condition, and the Corps able to complete its mission.
assigned to them and the situation. We as leaders can develop leaders within our ranks
As such, in an attempt to improve leadership behaviors (S4), the delegating style involves letting the followers or subordinates run their team the best way needed to motivate when performing tasks. In other words, “any leader is able to delegate since the followers have the ability, and are willing to take the additional responsibility for directing behaviors” . Again, while each person is not unique to the readiness and specific leadership style, any leader has to increase socioemotional support when the situational style
Similarly, the roles of power are confused. As I mentioned before, the hierarchy of command is thrown off when they become involved in decision making. Management wants them to feel like they have a commanding role in the company and simultaneously they are being ordered.
“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.
108). Elements of this theory include the direction given on tasks by the leader, the support provided by the leader, and the readiness of those tasked to take on responsibilities which works as a leveling mechanism. As the subordinate’s responsibility and ownership increases the leader’s support and direction will decrease. If the opposite occurs then the leveling is reversed. When the leader’s direction and support are high they are considered telling leaders. When the transition to subordinate responsibility is made the leader becomes for of a selling leader. This concept is important because its holds the leader responsible for adapting their leadership style to the development of the subordinates. There are times when leaders are looking for subordinates to take ownership or responsibility and reversing the roles enables the leaders to understand the importance of accountability and
Officers in the United States military carry a significant distinction as opposed to their noncommissioned counterparts prescribed under Constitutional Article II, Section 3 mandating those appointments by the President. Although no guarantee of an outcome, it is a distinction worthy of note for those considering a career in the military. In the broadest of descriptions, these are strategists and principal sources of authority, whether directing a tactical combat unit in a military theater or commanding an entire geographical region. And at the highest level of the chain of command, these officers require approval and confirmation of the United States Senate for promotions.