Developing Your Empowering People Skills
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Developing Your Empowering
People Skills (Delegating)
Adam Calderon, Antoinette Martinez, Brandon Winchester, Mona Khan
MGT/521
Dr. Robert Bloomfield
August 11, 2015
Abstract
This paper is about delegating work to subordinates in a large regional office supply distribution company. There are rational reasons to why leaders in organizations transfer their projects to the next person in the managerial hierarchy. In this conflicting situation, where one manager has more on his plate than he can handle, is using many ways to ensure that person in his department can complete his project with success. This can be advantageous to a lower ranking subordinate in the hierarchy; they can apply their knowledge expertise and combine the company’s available resources to complete a task without any difficulty.
Developing Your Empowering People Skills (Delegating)
Positive & Productive Delegation
In large or small organizations there are various tasks that need to be completed in order to be prosperous. Within these organizations there exist some form of departmentalization. Each department has to do their daily assigned work within the guideline and polices of the organization. There is always a hierarchy or chain of command that is in place, for lower level subordinates. There are management positions that have the authority to delegate projects to employees that are capable of completing the task. Managers of different departments tell the employees what needs to be done and how it needs to be done. According to Chester Bernard, an early management writer, there are four important conditions that need to be satisfied in order to delegate effectively. Subordinates will accept orders only if, “they understand the order, they feel the order is consistent with the organizations purpose, the order doesn’t conflict with their personal beliefs, and they are able to perform the task as directed” (Coulter & Robins, 2012). Managers know the competencies of all...
People Skills (Delegating)
Adam Calderon, Antoinette Martinez, Brandon Winchester, Mona Khan
MGT/521
Dr. Robert Bloomfield
August 11, 2015
Abstract
This paper is about delegating work to subordinates in a large regional office supply distribution company. There are rational reasons to why leaders in organizations transfer their projects to the next person in the managerial hierarchy. In this conflicting situation, where one manager has more on his plate than he can handle, is using many ways to ensure that person in his department can complete his project with success. This can be advantageous to a lower ranking subordinate in the hierarchy; they can apply their knowledge expertise and combine the company’s available resources to complete a task without any difficulty.
Developing Your Empowering People Skills (Delegating)
Positive & Productive Delegation
In large or small organizations there are various tasks that need to be completed in order to be prosperous. Within these organizations there exist some form of departmentalization. Each department has to do their daily assigned work within the guideline and polices of the organization. There is always a hierarchy or chain of command that is in place, for lower level subordinates. There are management positions that have the authority to delegate projects to employees that are capable of completing the task. Managers of different departments tell the employees what needs to be done and how it needs to be done. According to Chester Bernard, an early management writer, there are four important conditions that need to be satisfied in order to delegate effectively. Subordinates will accept orders only if, “they understand the order, they feel the order is consistent with the organizations purpose, the order doesn’t conflict with their personal beliefs, and they are able to perform the task as directed” (Coulter & Robins, 2012). Managers know the competencies of all...