The Power of Delegation Essay -- Delegate Engineering Management Essay

The Power of Delegation Delegation is a way scape that can be used to empower or when abused can be a detrimental force in a company. Delegation can aid employee process and development while getting the job done efficiently. The true purpose of delegation is to accomplish the task by assigning it to someone else (Blair, 1992). Many see the concept of delegation and therefore either will not deputy or improperly apply the principle which provides unsuccessful results. The primary reason to delegate tasks is to get the work done. The omnibus must be wise enough to know that he or she cannot be everywhere and do everything. A bus 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, close to difficult part for some in management positions. If the task is appoint 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 cognizant 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 earth is in education, as a principal, with a masters degree in Education Administration. The chief executive officer answers to a board of directors, which have been very nifty at delegating the responsibilities of running the corporation to the CEO. The board meets monthly to receive reports on the activities and financial status of the facility but other than that have no real hands-on role in the management of the company. The CEO has a very diff erent approach to delegation than the board of directors she tends to micro-manage her staff. Her idea of delegation leans more than 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 carry it out. The CEO makes assignments to members of her Corporate Leadership Team (program direct... ...tion for his staff. The director is not confident 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 president in the company, needs to work out personal issues in order to stop the anger actions. He can however recognize that the problem exists and redirect 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 de legation, the importance of communication, developing effective and efficient controls, how delegation support in employee development, how to maintain proper access or assistance 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 School of Engineering and Electronics web site http//www.see.ed.ac.uk/gerard/Management/art5.html