Delegation
Running head: DELEGATION
Delegation
Delegation
Many organizations are structured with at least one person in complete authority. Other levels of management are dependent on the size of an organization. The larger the organization, the more levels of management it tends to have. Whether there is one manager or ten, they simply cannot do it all and delegation becomes paramount. Bateman & Snell define delegation as “the assignment of new or additional responsibilities to a subordinate” (pg. 266). Delegation allows everyone involved to get the required work done. This process can happen between individuals or groups, regardless of the tasks required. The skills required for effective delegation and how it can be used within the four functions of management will be explored.
Skills
Delegation is not just something everyone can do effectively. Some people are more adept at delegating tasks than others. In his article, Chapman (2007) states that “delegation is not just a management technique for freeing up the boss’s time, but a way to develop others”. In the same article, Chapman (2007) states “good delegation saves time, develops people, grooms a successor, and motivates”. According to Bateman & Snell, there are six steps in effective delegation. First, the manager must define the goal and know what outcome he or she expects. Next, the manager needs to choose a person who can carry out the task effectively. A manager will then ask the chosen person for his or her views and suggestions on how to accomplish the task. The manager can then give the person the authority, time, and resources necessary to complete the assignment. This can involve people, money, and equipment that are needed to finish the given task. Throughout the process, the manager needs to communicate with the person he or she has chosen, and set times to review progress. Finally, both the manager...
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