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Pages:
4 pages/≈1100 words
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4 Sources
Level:
APA
Subject:
Management
Type:
Coursework
Language:
English (U.S.)
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Topic:

Delegation: The Management Process Of Reassigning Work Or Authority (Coursework Sample)

Instructions:

Several situations were DESCRIBED and the writer was to decide whether they required delegation or not.

source..
Content:
Delegation Student’s Name Institution Date Introduction Delegation is the process of reassigning work or authority in order to meet a set deadline while at the same time being responsible for the outcomes of the task. The process occurs in a hierarchical manner from superiors to subordinates. Managers often decide to delegate in order to teach new employees new skills that will help them grow and learn. Leaders coach subordinates on how to carry out the tasks effectively, and is a great way for managers to encourage workers (Lee, 2018). However, not all tasks should be delegated depending on urgency and sensitivity of the task. It is the duty of a leader to offer good judgement on projects that require delegation and those that don’t. Scenario 1 In this case, the recommendation of the accounting software purchase should not be delegated. This is a large scale decision that needs involvement and detailed research from the manager. The manager cannot afford to have mistakes and errors when making this decision as it involves the transformation of the company’s operations. A leader should be fully responsible for the actualization of company’s visions and not leave such decisions in the hands of other organizations or employees (Kim et al., 2016). Also, in this case, the new book keeper and clerk do not have adequate skills and knowledge about what software would best suit the organizational accounting needs. It will take a lot of time for the manager to coach the new employees, and the manager has a limited time of only one month. The task is very important for the organization and failure may lead to large financial losses. Delegating this task to new employees with little skill increases the likelihood of failure. Meanwhile, the manager can coach the bookkeeper and clerk on their new roles at the revenue district. This coaching will not require a lot of time as the new employees already have accounting skills. They can continue with regular day to day accounting activities in the organization’s computerized system and this will help the manager to free up his time to focus on the software recommendations that are needed by the director. This also ensures that the daily reviews of taxes and records are not at a standstill as the manager focuses on research on the software. The manager is able to focus his energy into researching the new accounting software that will guarantee success and minimize risks. With the freed time, the manager is able to attend trade shows and other organizations with the new software and gather information on whether the software will be relevant and effective to the company. Scenario 2 The field manager can delegate the fiscal audit by the department of justice to an auditing team. Before reassigning, the leader should ensure that the financial records are accurate. Financial accuracy of the reports should be done by the department before reassigning to avoid risks (Ambek & Poitevin, 2016). The team reassigned with this work will put procedures in place that will help determine the financial performance of the department in line with their budget. They are also responsible for identifying irregular transactions and inform management immediately on this findings. Reassigning is done to a team to avoid errors and mistakes. A team is able to share responsibilities and duties for effective auditing and also for thorough scrutiny in a shorter amount of time. An individual auditor will require a longer time to finish the job. As for the performance improvement project, the field manager can appoint this duty to the administrator and the head of resource. The main purpose of this project will be to identify the facility’s problems and discuss gaps for success. This project should not be delegated since it is sensitive and is mainly an internal-based evaluation. The field manager should ensure that the HR has confirmed that the PIP is the most suitable action for the agencies. Performance improvement projects should not be an emotional decision from the managers of the agencies, but rather a commitment for employee improvement. The field manager creates a detailed list of the deficiencies of the veterans including detailed explanations and date that are then handed over to the HR. The manager is also responsible for creating a plan on the expected performance of veterans in comparison to their current performance. The details of this plan are specific and it is only the field manager who works with the veterans often who is able to provide this information. Delegating performance improvement plans is ineffective and can lead to failure and time wastage. The manager is also required to come up with specific objectives including their deadlines that can help the agency to get rid of a specific problem. After the review of the plan by the HR, the field manager is responsible for the implementation of the plan. It will be more effective if the plan was devised internally by the manager to allow monitoring and implementation. Delegation of the audit to another team will give room for the field manager to successfully monitor and analyze whether employees are working towards organizational goal. Scenario 3 The manager should delegate the unanswered field calls to a field worker. Following up backlog calls does not require expert experience, but only little instructions on what questions to ask, and where to record. It’s simple conversation logic and the risk of failure is low. The report required by the City Council can be delegated to the supervisors of the field. The supervisor can form a team where t...
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