...and Application Charmaine Perkins Houston Campus January 12, 2006 Delegation Paper In today’s world there are many companies that strive and become very successful and profitable. In order for any business to establish themselves and have a great tenure they must adhere to not only factors but also delegation. Today, more than ever, managers must learn to use their time effectively. As a manager, you have a multitude of responsibilities. A situation made more difficult by an environment that emphasizes change, rapid responses times, and thinking “outside of the box.” There never seems to be enough time to get it all done. If, however, you are going to have an impact, you must take control of your time and not vice versa. If you try to do it all yourself, this will never happen. You can control your time by arriving earlier, using detailed planners and schedules, or “blocking off time” to focus on special projects. You might also try prioritizing tasks or using an elaborate filing system. All of these approaches will help, but you will never maximize your effectiveness unless you learn to delegate effectively. Stephen Covey, author of The Seven Habits of Highly Effective People, says that “effectively delegating to others is perhaps the single most powerful high-leverage activity there is.” Certainly in today’s business environment, effective delegation will help you achieve your fullest potential (as well help develop those people around...
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...In the world of business, there are many tasks and a single person alone cannot do roles that need to be filled and all. The responsibilities that leaders and their subordinates have can range from one to one hundred and the importance of these tasks should always be taken seriously. By delegating responsibilities throughout a team of people, tasks get taken care of and the business is run, in a perfect world, smoothly. Delegation is a skill of which we have all heard - but which few understand. It can be used either as an excuse for dumping failure onto the shoulders of subordinates, or as a dynamic tool for motivating and training your team to realize their full potential (Blair). The following paragraphs I will discuss delegation and how it affects the leader, subordinate and the business as whole as well as the skills that are needed to do so. By definition, delegating is the assignment of tasks and responsibilities (McGraw, 2004). It is apparent that in a business, as well as anything else that are team oriented, dividing up responsibilities is not only important but also necessary for a positive outcome. A manager that recognizes this can use the tool of delegation to his or her advantage. At PureFitness our Office Manager has to take care of many tasks that are not only time consuming but is detail oriented as well. On top of data input, accounting, and acting as a go between to the other PureFitness clubs, she is responsible for answering the phones and taking care...
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...Presentment Clause and failed to discuss the broader separation of powers issue. Many have critiqued the Court’s narrow invalidation and avoidance of discussing separation of powers. This note criticizes the Court’s approach in Clinton v. City of New York and argues that the Court should have addressed the more important issue of separation of powers. In doing so, however, this note will argue that there was not even violation of the Presentment Clause like the Majority had decided. In analyzing the Line Item Veto Act under separation of powers, this note argues for a functionalist approach, recognizing the need for a workable government, as opposed to the more textual, narrow formalist approach. Because the Line Item Veto Act did not violate separation of powers or threaten our tri-partite system of government, the Court should not have struck down the Act as an unconstitutional delegation but should have instead upheld the Act as a sound policy decision of both Congress and the President. II. The Line Item Veto Act In 1996, the Line Item Veto Act was signed into law. With the purpose of promoting savings, ensuring fiscal accountability, eliminating wasteful federal spending, and eliminating certain special tax breaks, the Act gave the President the authority to cancel three types of provisions that had been signed into law: “(1) any dollar amount of discretionary...
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...company afloat. On a day to day I work closely with both top and middle management to ensure all the administrative tasks that knit all of our subsequent departments together. Some would even regard my position as the glue to the unseen magic that makes running the organization appear so streamlined and seamless. Some of my duties as administrative assistant are as follows: 1. Works directly with the CEO / Owners on projects. 2. Maintains employee file, update information as need. 3. Track employees’ sick, vacation days etc. 4. Prepare Employee Bank letters, reference letters as requested. 5. Process all owners’ bills for payments etc. 6. Receive daily requisition sheets from Store managers by 12noon. 7. Combine all requisitions into one purchase order by 1pm. 8. Process expense reports for owners. 9. Prepare Employee NIB form for payment. 10. Retrieves employee time log information for payroll. 11. Distribute Memo, bulletin and other information as need to the various store. 12. Obtain employee recognition form from low level managers. While I have only been with my company for roughly four months, I’m already growing increasingly...
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...Sub-question 1. What organization does a nonprofit need to succeed? For this first question, I will rely primarily on scholarly resources. My main informant to the appropriate structure will be A Model of Strategic Human Resources Management by Kunle Akingbola, who has attributed much to the knowledge of human resources among nonprofit organizations (NPOs). This article helps one understand the need for proper management within NPOs thus providing a proper structure within an organization. Researching the Strategic Nonprofit Human Resources Management (SNHRM) model and the prescribed strategies gives an NPO a plan to address the gap in what could be and reality. The following types of information will be gathered from the article: Understanding...
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...PRINCIPLES OF MANAGEMENT a) List and explain the four basic functions of managers. The 4 basic functions of managers are:- i) Planning and Decision Making - Setting the organization’s goals and deciding how best to achieve them. Managers need to plan so that worker’s activities are consistent with the organization’s goal the correct type and amount of resources can be acquired. Planning requires information, judgment and decision-making ii) Organizing - Determining how best to group activities and resources. Organizing also means creating and organizational structure that is suitable for the achievement of the agreed. iii) Leading - Motivating members of the organization to work in the best interest of the organization iv) Controlling and Monitoring - Correcting ongoing activities to facilitate goal attainment b) List and explain the 3 levels of management in an organization. The 3 levels of management in an organization are:- i) First-line Managers - They supervise and coordinate the activities of operating employees. Mush of their work involves personally checking the work of subordinates and helping them solve problems (e.g. supervisor, office manager) ii) Middle Managers - They primarily take the goals and strategies designed by top managers and put them into effect (e.g. plant manager, operations managers) iii) Top Managers - A small number of executives who control the organization by setting its goals, overall strategy and operating policies...
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...NETC-SEC-0 01 November 2012 MEMORANDUM SUMMARY: Exercise Saber Junction EXSUM SUBJECT: JMRC Rotation 13-01 (4 Oct – 4 Nov), 2CR Rotation * Exercise Summary. * Pre-rotation. Prior to the rotation, the Regiment communications Soldiers conducted over 9 field exercises to configure and optimize the Regiment’s communication Equipment. The RS6 focused on establishing and maintaining the network components and refining the TTPs and the SOPs for the NETOPS. The S6 attended JMRC planning events * CPX. (D1-D6) The S6 coordinated and worked with the HICON to establish interoperability to ensure the data flow passed both ways. Due to challenges on HICONs part, the Regiment was unable to establish the digital COP they had developed prior to the Rotation. * Force-on-force. Offence (X1- X6). The S6 faced challenges of integrating staff cells that had not participated in previous exercises. Based on the commander’s intent for analog communications and battle tracking, the S6 faced many challenges with the terrain in the MRA. By tasking his RTNS units to be TACON to the Maneuver Squadrons, the S6 had a hard time refining the RTNS teams and adjusting their locations for optimal comms. Significant challenges for jumping the Regimental TOC were identified and captured in SOPs and Battle drills. * Defense (X8-X11) During the defense the S6 planned optimal RTNS locations, established 3 RTNS, and maintained control...
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...* Add a Comment * Print * More Sharing ServicesShare * Share on facebookShare on emailShare on pinterest_pinit Recognizing (and Avoiding) Common Management Mistakes Mistakes are nature's way of showing you that you're learning. As a manager, you will make mistakes, but you can avoid common managerial errors by knowing where the common pitfalls are. Thomas Edison once said that it takes 10,000 mistakes to find an answer. Here are some traps that new and experienced managers alike can fall victim to. Not making the transition from worker to manager When you're a worker, you have a job and you do it. Although your job likely requires you to join a team or to work closely with other employees, you're ultimately responsible only for yourself. Did you attain your goals? Did you get to work on time? Was your work done correctly? When you become a manager, everything changes. Suddenly, you are responsible for the results of a group of people, not just for yourself. Becoming a manager requires the development of a whole new set of business skills – people skills. Some of the most talented employees from a technical perspective become the worst managers because they fail to make the transition from worker to manager. Not setting clear goals and expectations Do the words rudderless ship mean anything to you? They should. Effective performance starts with clear goals. If you don't set goals with your employees, your organization often has no direction and your employees...
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...7 Habits of Highly Effective People Be Proactive, Personal Vision Habit 1: Proactivity means that, as human beings, we are responsible for our own lives. Our behavior is a function of our decisions, not our conditions. There are three central values in life: the experiential (that which happens to us), the creative (that which we bring into existence), and the attitudinal (our response to difficult circumstances). What matters most is how we respond to what we experience in life. Proactivity is grounded in facing reality but also understanding we have the power to choose a positive response to our circumstances. We need to understand how we focus our time and energy to be effective. The things we are concerned about could be described as our "Circle of Concern". There are things we can really do something about, that can be described as our "Circle of Influence". When we focus our time and energy in our Circle of Concern, but outside our Circle of Influence, we are not being effective. However, we find that being proactive helps us expand our Circle of Influence. (Work on things you can do something about.) Reactive people focus their efforts on the Circle of Concern, over things they can't control. Their negative energy causes their Circle of Influence to shrink. Sometimes we make choices with negative consequences, called mistakes. We can't recall or undo past ...
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...Empowerment 2 Abstract Many Information Technology (IT) Departments in major corporations are trying to shift the management practices from a traditional style of command and control toward the participatory management style. They encourage virtual teams, global mobile telecommuting, flexible hours, and greater participation of employees in the decision-making process in work groups. In this paper, we examine an employee versus a manager conceptual model of employee empowerment program and examine this issue in light of relevant theories of leadership, motivation theories, and cognitive science. The barriers to employee involvement are reviewed and some effective methods to remove these obstacles will be explored. Finally, the notion of delegation of decision making from managers to employees will be addressed in the context of the employee empowerment program. The Employee Empowerment 3 Table of Contents Introduction..................................................................................................................................... 4 What is empowerment?................................................................................................................... 5 Goals and objectives of empowerment ........................................................................................... 6 Benefits of empowerment ............................................................................................................. 11 Organizational and individual...
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...organizational activities and dimensions that demand attention. * Third, models highlight the interconnectedness of organizational properties like culture, structure, and strategy. * Fourth, models provide a common language and vocabulary. * Fifth, models offer a sequence of actions that users can follow in particular change situations. Change models offer theoretical and practical ways to better understand complex situations. For the short term small scale change that XYZ, Inc. will be undergoing we will be opening a new store in Shanghai, China. After carefully analyzing the various change models Kotter’s eight step approach would be the best course of action to take. Senior leadership determined that there is an urgency and a need for the change as well as stakeholders backing the decision. The success of this change would be a short term win...
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...weekly meeting that include the Chief of staff, assistant director, dinning associates and registered dietitians at the hospital meeting room. The aim of the meeting was to discuss the National Patient’s Safety Goals and methods of achievement patient’s satisfaction. The Chief of staff opened the meeting by first recognizing and appreciating employees who had worked hard at organizing the Ultimate Chef Challenge. The meeting was a success since I realized that most of the employee’s issues were raised and solved. However, there are certain aspects of the meeting I identified that they to exhibited strengths and weaknesses on the part of the management. I noticed verbal communication skills were evident during the meeting. All the management staffs were actively involved in listening to the employees’ issues that were being raised and participated in making negotiations that would make the employees to feel valued. For example, the Chief of staff emphasized the need to be appreciating the hard working employees. I also realized that the managing department had strong work ethics. During the meeting, the issue of working extra hour always to ensure the needs of the customers were met was stressed. In order to achieve the National Patient’s Safety goals, the managing department recommended the employees to develop own standards of excellence, working without supervision so as to maintain high quality work. I also noticed that the managing staffs had good organizational...
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...Nursing Leader Interview The nurse manager of the cardiac rehabilitation unit has been a formal nurse leader for the past five years. The conversation began with a discussion about her personal leadership style and how it evolved from a knee jerk style to her current democratic style. Being a nurse leader requires adaptation and flexibility. Administration, Medicare, and certifying organizations require changes to be made frequently to improve patient care. These changes are often tied to service reimbursement, so they must be initiated swiftly. Many difficulties surround the role of leader in today’s health care. Being unprepared for a management role, avoiding micromanagement, and maintaining clinical competency were the biggest challenges identified during the transition and continuing role as nurse leader. Open communication was the key to overcoming the personal and professional challenges of being a leader. Formal and informal power influences the success of the organization and the role of a nurse manager. The nurse manager identified administration as a formal leader. Patients and her staff were recognized as informal leaders. Maintaining an open relationship with both formal and informal leaders is essential to achieving the organizations mission. Leadership Style As a successful nurse leader the nurse manager of the cardiac rehabilitation unit describes her style of leadership as democratic. According to Marriner Tomey (2009) “Democratic leaders maintain...
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...The Best Leader The Best Leader In my lifetime, I have come a crossed many leaders. Some of them who were in management and some who were not. Picking the best leader that I have been exposed to was not an easy task, as each one of them has been instrumental in shaping me into the leader that I have become today. They all possessed individual traits, skills, and tactics that were necessary as an effective leader. Each one also had specific theories of effective leadership that explained why I believe that they were the “best leader” that I have been exposed to. They all had leadership behaviors that could be described by certain theories of leadership that provided me with guidelines for effective leadership. The one leader that stands out the most for me is my English and Drama teacher in high school. He had been teaching for nearly 30 years when I had the pleasure to take his classes. He was the leader that brought me out of my shell and showed me that I could do anything that I set my mind to. It was his traits, skills, and tactics as a leader that helped me secure my first management job. I obtained this position when I was a senior in high school and still attending his class. Let us take a look at the specific traits, skills and tactics present in him as a leader and why they are necessary for me as a leader. We will then take a look at the leadership theories that explains why I saw him as the “best leader” that I have been exposed to. Lastly, we will take a look at...
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...Organizational Culture and Climate Organizational culture characterizes a work environment. It comprises all of the life experiences each employee brings to the milieu. Culture is made up of the values, beliefs, attitudes, assumptions and behaviors shared by a group of people. The organizational climate is the way we fell about where we work. Climate can be seen as that which quantifies the culture; it is the collective perceptions about the organization. (Huber, 2010). I currently work in the endoscopy suite of a 222 bed, suburban community, private non-profit hospital. Our unit is small and includes six nurses, two of whom are full time employees; four of us are part-time. We have a full nursing assistant who also serves as our transporter. One of the full-time nurses is our unit manager with the dual role of staff nurse. My nurse manager identified the environment as collaborative in which teamwork is always encouraged, however, recognizes that unity is not always perceived. Generally the environment is positive but we often feel overlooked by the larger organization. I was able to interview all of my coworkers using the Frosythe tool. Some of my findings were as I suspected, and I became enlightened by some new information. The hospital vision statement is to be the leading provider of a care in the region and a national model for quality, service excellence, and fiscal stewardship. Emphasis is placed on a five-point plan that includes innovation, collaboration...
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