Business / Management Delegation
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Autor: anton 23 December 2010
Words: 1092 | Pages: 5
I am a security officer for P Incorporate (Inc.); however, I report to C and C organization at the Len Post from Monday through Friday. Therefore, I am technically under both companies. P is a privately own company located in Memphis, Tennessee. This company serves and protects the interest of corporations in the Memphis area. They provided security consulting to corporations for the planning and implementing of safeguards to protect the employees and property. P Inc has a human resource consultant that manages and controls the administrative part of each personnel. The head manager, S W, oversees all security supervisors and guards. His responsibility is to ensure that each guard is there at his or her assigned post. P has a contract with C and C in regards of assigning a guard. I am that assign guard. Because of his demanding responsibilities, Mr. W delegates part of his management responsibilities to his ten supervisors. He became more fulfilled and productive as he learned to count on his supervisors and is free to attend to more strategic issues. Mr. W delegation is effective; however there is always improvement.
Planning is centered on all of the four functions of management. Managers of an organization are to carry out the functions to assist in the organization's growth. Therefore, they delegate and perform the functions of management. The functions the managers are using to delegate are planning, organizing, leading and controlling. They are to make sure that clients are valued by specific planning. They also must contain a certain amount of people skills. The managers are to lead, motivate, and communicate effectively. Delegation is a critical skill in the effective management of organizations. The characteristic of good supervision is effective delegation. Delegation is when supervisors give responsibility and authority to subordinates to complete a task, and let the subordinates figure out how the task can be accomplished. Effective delegation develops people who are ultimately more fulfilled and productive. Delegation is often very difficult for new supervisors, particularly if they have had to scramble to start the organization or start a major new product or service themselves. Many managers want to remain comfortable, making the same decisions they have always made. They believe they can do a better job themselves. Managers do not want to risk losing any of their power and stature. Disdainfully, they do lose power and stature if they do not learn to delegate effectively. Often, they do not want to risk giving authority to subordinates in case they fail and impair the organization. Thomas R. Horton, in Delegation and Team Building stated general steps to accomplish delegation (Horton, 2000). The first step he suggested is to delegate the whole task to one person. This increases the personâ€™s motivation and gives the person the responsibility. The second suggestion is to select the right person. The third suggestion is to clearly specify your preferred results. You should give information on what, why, when, who and where. You might leave the "how" to them. The forth step is to delegate responsibility and authority. Assign the task; do not describe the method to accomplish the task. Let the subordinate complete the task in the manner they choose, as long as the results are what the supervisor specifies. Let the employee have strong input as to the completion date of the project. Step five is to ask the employee to summarize back to you, their impressions of the project and the results you prefer. Step six is to get non-intrusive feedback about progress on the project. Step seven is to maintain open lines of communication. Do not linger over the subordinate, but sense what they are doing and support their checking in with you along the way. If you are not satisfied with the progress, continue to work with the employee and ensure they perceive the project as their responsibility. And the final step is to evaluate and reward the performance.
Managers are only as good as their ability to put people in situations that take advantage of their strengths and grow their weaknesses. If you can not do that, you could have the most talented, high potential team in the world and quickly run them into the ground. Great managers by definition get the most out of the people who work for them. They manage with respect for the limitations of the people they have, but with insight into the potential they have not realized. We will always find a mixture of talents and attitudes that do not perfectly fit the jobs that need to be done. It is a manager job to bring the team together, finding the best matches of people and jobs that need to be done.
Sometimes delegation does mean lowering your own exacting standards and letting people find their own solutions and ways of doing things. But delegation is also the opportunity to give people the support they need to accomplish the job and develop as more valuable members of the team. And the obvious payoff is, if you do it well, you will no longer be up to your elbows in the work yourself. Delegation is an art, a key management skill that involves a lot more than just getting the work done. You do not want to be a chump or a tyrant when making a decision. If when you propose changes and you succumb to most reasonable questions, you are digging a hole for your management career. This will be harder to roll out your next decision. At the same time a tyrant, even a smart tyrant, fails for lack of collaboration. No one likes being told what to do, even if there are good reasons. A tyrant eventually misses something, and their obsessive self-reliance turns small oversights into big problems.
Also, when a managers delegate their authorities to their subordinates, they should respect their place in the chain. He or she should not undermine the authority of the person in charge by going to the workers himself or herself. Also managers should not permit workers come to them without first seeing their supervisor. Managers should back up their supervisors when required. If there is a disagreement, correction should be made in private. Communication should be made why there is a disagreement.
By following the steps mentioned, any person could dive right into delegation. As a manager become more successful in delegating, he or she will become more confident in his or her organization.
Thomas R. Horton (2000). Delegation and Team Building. San Francisco, CA: Fog City Press.
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