The Power of Delegation Essay -- Delegate Engineering Management Essay

The Power of direction Delegation is a management pricking that fanny 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 product line done efficiently. The true purpose of delegation is to accomplish the parturiency by assigning it to someone else (Blair, 1992). Many misunderstand the concept of delegation and thence either will not delegate or improperly keep the principle which provides un triple-crown results. The primary reason to delegate tasks is to get the grow done. The manager moldiness be wise enough to know that he or she cannot be ein truthwhere and do everything. A manager must in like manner genuinelyize that along with the assignment of the job to the subordinate, the authority to pick out the task must also be given. The delegation of authority is the hardest, to the highest degree difficult part for some in management positions. If the task is depute without the a uthority 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 essential 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 non-profit-making organization, which is run by a Chief Executive Officer/ electric chair 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 deputation the responsibilities of running the corporation to the CEO. The board meets monthly to receive reports on the activities and pecuniary status of the facility but ot her than that have no real hands-on role in the management 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 exactly how she desires the task to be accomplished or assigns the task without giving authority to communicate it out. The CEO makes assignments to members of her Corporate Leadership Team (program direct... ...tion for his staff. The director is not overconfident in his own competency yet feels the need to improve upon the incline his staff produces. This is not a simple problem because the director, a frailty president in the company, needs to work out personal issues in order to stop the offending actions. He can however endorse that the problem exists and redirect his interference. Overall this company would benefit from formal didactics 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 splendour of communication, developing effective and efficient controls, how delegation aids in employee development, how to defend proper access or assistance to the delegate and awareness of the practicable outcomes and failures when using delegation as a management tool (Blair, 1992). ReferencesBlair, GM, The contrivance of Delegation, IEE Engineering Management Journal, vol. 2, no. 4, pp. 165-169, Aug 1992. Retrieved August 19, 2005, from University of Edinburgh School of Engineering and Electronics network site http//www.see.ed.ac.uk/gerard/Management/art5.html