Developing Your Empowering People Skills
DEVELOPING YOUR EMPOWERING PEOPLE SKILL
MGT/521
October 22, 2013
Developing Your Empowering People (Delegating) Skill
“Managers in the chain of command had authority to do their job of coordinating and overseeing the work of others. Authority could be delegated downward to lower-level managers, giving them certain rights while also prescribing certain limits within which to operate” (Robbins & Coulter, 2012). In most corporate settings, managers are frequently discovering that delegation is essential to challenging his or her own growing responsibilities and in accomplishing their assigned tasks. Successful delegation necessitates the delegator to recognize the right individual for the task, explain to the associate what he or she wants individuals to do, identify the individual’s span of responsibility, permit the employee to partake, notify others that delegation has transpired, and create a means of feedback.
In the provided scenario, Anne Zumwalt has delegated the project of producing a new departmental-procedures manual to Ricky Lee (manager of the contracts group of a large regional office supply distributor). Ricky is inundated with other work tasks, so he asks Anne (his boss) if he can delegate the work to Bill Harmon. Bill has been with the company for three years. Anne approves as long as Bill knows the parameters of the project (Robbins & Coulter, 2012, p. 281-282). Before delegating any project it is essential that the individual or manager assigning the tasks considers the skill and motivation level of the individual taking on the task, and the dependability of the individual (Schweitzer, 2012). The consideration of these things can help avoid reassigning projects and taking additional time to explain the requirements of the project.
In this assignment, it is imperative that a delegator recognize what they are asking someone else to do and to whom it will be known. Anne knew that Ricky was more than competent of completing the assignment. However, Anne did not think about what Ricky may already be working on. As a consequence, Ricky was overwhelm and repeated the error when he tried asking Anne if he may perhaps advocate it to Bill. If Anne were to think about the other tasks that Ricky is working on or had asked him earlier to giving the assignment she could have gone straight to Bill at the present time. Ricky knows Bill was proficient, just as Anne thought Ricky was proficient. Ricky unsuccessfully thought about what Bill may also be working on. In this occurrence both Ricky and Anne failed to include Bill in on the reassignment of the task and in addition, ask Bill if there was anything he may be working on.
When Anne delegated the task to Ricky, she should have been