The Power of Delegation Essay -- Delegate Engineering Management Essay

The Power of Delegation Delegation is a management tool that can be used to empower or when abused can be a detrimental force in a company. Delegation can aid employee growth and development while getting the production line done efficiently. The authorized purpose of relegating is to accomplish the confinement by assigning it to someone else (Blair, 1992). Many misunderstand the concept of delegation and therefore either will non delegate or improperly apply the principle which provides unsuccessful results. The primary reason to delegate tasks is to get the work done. The manager must be sweet enough to know that he or she cannot be everywhere and do everything. A manager must also realize that along with the assignment of the job to the subordinate, the authority to complete the task must also be given. The delegation of authority is the hardest, most difficult part for some in management positions. If the task is assigned without the authority to use independent discretion the result is frustration and incomplete production. The manager must clearly communicate the expected result also ensure that the subordinate is properly trained and/or has the required skills needed to accomplish the assigned task.Communication is a major component of successful delegation. A system of regular exchanges of information between management and employees ensure that each party is aware of what others are doing (Blair, 1992). My current employer is a nonprofit organization, which is run by a Chief Executive Officer/President who was hired 22 years ago. Her background is in education, as a principal, with a masters degree in Education Administration. The chief operating officer answers to a board of directors, which have been very good at delegating the responsibilities of running the corporation to the CEO. The board meets periodic to receive reports on the activities and financial status of the facility but other than that have no real hands-on role in the managemen t of the company. The CEO has a very different approach to delegation than the board of directors she tends to micro-manage her staff. Her idea of delegation leans more to assignment of a task and proceeding to dictate on the button how she desires the task to be accomplished or assigns the task without giving authority to carry it out. The CEO makes assignments to members of her Corporate Leadership Team (program direct... ...tion for his staff. The director is not reassured in his own competency yet feels the need to improve upon the work his staff produces. This is not a simple problem because the director, a vice prexy in the company, needs to work out personal issues in order to stop the offending actions. He can however recognize that the problem exists and airt his interference. Overall this company would benefit from formal training in the functions of management along with methods of applying the principles of management in their own jobs. A section on delegation would need to consist of the definition of delegation, the importance of communication, developing effective and efficient controls, how delegation aids in employee development, how to maintain proper access or financial aid to the delegate and awareness of the possible outcomes and failures when using delegation as a management tool (Blair, 1992). ReferencesBlair, GM, The Art of Delegation, IEE Engineering Management Journal, vol. 2, no. 4, pp. 165-169, Aug 1992. Retrieved August 19, 2005, from University of Edinburgh train of Engineering and Electronics web site http//www.see.ed.ac.uk/gerard/Management/art5.html