Free Essay


In: Business and Management

Submitted By Emma54
Words 4240
Pages 17
AC 1.1 Evaluate the benefits of delegation.

According to Murdock and Scutt (2001) the definition of management is getting work done through people. The ability to manage efficiently and effectively is therefore dependent one’s ability to delegate. The success of any individual occupying a managerial position is measured not by what the individual is able to produce but by what his/her team produces. This can be effected through delegation. There are many benefits to delegation for the delegator/manager, the delegate/employee and the organisation.
As a manager/leader it is important to take time to think about goals, not just activities. If it is done effectively delegating can relieve some of your stress and give you more time to do your job. Delegating can help enhance your credibility as a manager/leader. By allowing your employees new ways to show their responsibility, you get their respect and loyalty. It will also help to identify potential within your team.
According to Murdock and Scutt (2001) a manager should delegate the following: * Routine tasks * Interesting tasks * Tasks that others could possibly do better * Tasks that others might enjoy * Tasks that are good for an individual’s development * Time consuming tasks * Tasks for which you are not ultimately responsible.
Managers who delegate effectively also receive several personal benefits; most importantly, they have more time to do their own jobs when they assign tasks to others. Given the hectic nature of managerial work, time is a precious commodity. Effective delegation frees the manager to focus on managerial tasks such as planning and control. Delegating also gives you time as a manager to take on tasks that develop your own skills.
A manager is not the only one who sees the advantages of delegation. When you delegate you will teach your employees new skills and give them the opportunity to develop themselves and achieve their goals. This makes them more versatile and a more important part of your team. With a more highly skilled workforce, they have more flexibility in making assignments and are more efficient decision makers. Managers who develop their workforce are also likely to have high personal power with their staff and to be highly valued by their organisation. When you give an employee a task, it shows that you have trust and confidence in them. Having interesting and challenging work feels good, and being trusted to complete the job raises self-esteem. Having strong self-esteem can motivate your employees to accomplish everyone’s goals. Having interesting jobs or tasks in a team makes the work more enjoyable. When you give your employees more responsibility and authority, they will begin to use their own initiative and their imagination. This can lead to new ideas and solutions to problems that you may not have recognised and your team will feel appreciated.
Delegating will provide benefits for the organisation in which you work. You can increase efficiency by delegating tasks as it ensures that all of the tasks are completed. According to Angst and Boroweicki (2013) if you as a team leader do tasks that could be accomplished by your team members, you waste both your time and theirs. Furthermore when you delegate tasks to your team, you should move the tasks around to different members. This will increase the skills of everyone and the flexibility of your employees. This may prove important if one of your members falls ill and must be substituted with another. Delegating new tasks to team members also allows them to build contacts with others whom they do not normally work. This can lead to greater teamwork and communication networking. When you delegate effectively, you can make sure that everyone has an equal amount of work. The perceived fairness in spreading out the work will gain you respect from your team members. An important part in delegation is making sure that your employees understand why they need to accomplish their tasks. Explaining this need gives you the chance to relate the tasks to the goals of your organisation. This will help your employees understand your organisations objectives. If done effectively delegating tasks to employees can keep them interested and motivated. By demonstrating that your team uses everyone’s talents to the utmost, you will keep your employees happy.

According to Angst and Boroweicki (2013) irrespective of the amount of responsibility and freedom delegated by a manager to a team, the manager retains accountability for any problems that result. Delegating freedom and decision-making responsibility to a team absolutely does not absolve the manager of accountability. That's why delegating, whether to teams or individuals, requires a very ‘grown-up’ manager. If everything goes well, the team must get the credit; if it all goes horribly wrong, the manager must take the blame. This is entirely fair, because the manager is ultimately responsible for judging the seriousness of any given situation, including the risks entailed, and the level of freedom that can safely be granted to the team to deal with it.

AC 1.2 Explain how delegation can be used to empower others.
According to Miner (2006) delegating, as a coaching tool, is the act of assigning and entrusting assignments and responsibilities to others. Mullins (2010) argues that delegating isn't about giving people tasks to do. Tasks are the simple and short-term items of work to be done. Delegating is about having staff take on meaningful work such as projects, duties, and other important assignments. Mullins (2010) adds that as a manager you shouldn’t stop asking your employees to do tasks when needed, but you should recognise that it’s not real delegating.
According to Miner (2006) entrust is a key word in delegating: It means that you care about the results of what you delegate, and you're willing to provide the support needed to help the employee achieve those results. But you're going to let the employee do the assigned job. According to Miner (2006) you don't have to be hands-on for the right outcomes to occur, but neither are you uninvolved and unaware of what's occurring. Along with providing the right support comes spelling out clear expectations and maintaining employee accountability. This is what effective delegating means and what empowerment is truly all about. To empower your employees is to do three actions:

* Give employees the freedom to get a job done. * Provide employees with the right level of support to get the job done well, including information, training, resources, and so on. * Hold employees accountable to produce the outcomes needed.

All three actions go together as part of the process. Thus, when you delegate effectively, you empower your staff. Simply put, empowerment is delegation taken a step farther. In delegation, the supervisor is not only accountable for the results, but also assumes some responsibility since in most cases the delegated tasks most often are the job of the supervisor. Empowerment is the total, unmistakable passing on of responsibility to a person or team to accomplish a job or perform a process. As coach or supervisor, you maintain accountability for the overall outcome or results of the process.

The Tannenbaum and Schmidt Continuum is a simple model of leadership theory which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team's freedom is increased, so the manager's authority decreases. This is a positive way for both teams and managers to develop. While the Tannenbaum and Schmidt model is in relation to delegation to a group of employees, the principle of being able to apply different levels of delegated freedom closely relates to the levels of delegation. There are three different types of delegation; the supervisor mode in which as a leader you give your team precise direction and closely monitor the situation in order to leave a small margin for error; the coaching mode in which as a leader you provide the resources and give support only when necessary and there is therefore a greater margin of freedom; and then there is ultra-delegation where you set broad goals or targets and give your staff complete autonomy.
Within my setting the delegation of duties depends largely on the abilities of the staff. With regard to paper work the staff have limited capability and therefore the supervisor mode of delegation is crucial. All the staff are expected to participate in the paper work but based on their limited abilities I closely monitor their progression and provide regular support. I enable them to progress by providing the resources and training that is necessary and I facilitate their ability to complete their paper work by giving them specific time to do so.
Furthermore I recognise the knowledge and experience of such a long standing team and continuously attempt to empower the staff by reminding them that although they may struggle with the completion of the paper work that they have an in-depth understanding of child development and a wealth of ideas for activities based on years of experience. When it comes to ideas for activities I use the ultra-delegation style of delegation in the sense that I give the staff complete autonomy, which is in itself empowerment. Employee empowerment has been defined in many ways but generally means the process of allowing employees to have input and control over their work, and the ability to openly share suggestions and ideas about their work and the organisation as a whole. When you delegate effectively you empower staff and Mullins (2010) states that empowerment makes greater use of the knowledge, skills and abilities of the workforce.

AC 2.1 Justify an appropriate process to follow when delegating work within your area of responsibility.
According to Angst and Borowiecki (2013) when delegating you need to consider six questions: who, what, when, where, why and how.
Choosing the right person for a task requires careful assessment of experience and abilities. Different tasks require different skills. For example in my role I may need someone who has years of experience in childcare and therefore has a good rapport with parents or someone who is newly qualified and has a good understanding of new legislation. It is important to consider the qualities of all employees and think about which individuals have the right skills, knowledge, abilities and attitude to take on the work.
As a manager, deciding what to delegate requires careful consideration. According to Angst and Borowiecki (2013) it is typically safe to delegate paperwork which can save you, as a manager, time and give an employee a better understanding of how a department runs; routine tasks that can give an employee an opportunity to better understand the workflow; tasks that offer learning opportunities.
Knowing when to delegate added responsibility is just as important as knowing what and to whom to delegate. If you are delegating a new task as a reward for improved work you should praise the employee whilst doing do. If the employee is still under a lot of pressure and you assign another task you should assure them they will have the time necessary to complete it.
Where is closely related to when in effective delegation. For example in my role I may choose to make the assistants aware of a supervisor’s new role or I may assign a task on a one to one basis to assess capability.
Why a manager should delegate is based on the benefits to the manager, the employee and the organisation.
How is the way in which you delegate and this can have as much influence on whether the employee succeeds or fails as the employee’s own abilities. Successful delegation requires the following steps: * Define the task - Confirm in your own mind that the task is suitable to be delegated. * Select the individual or team - What are your reasons for delegating to this person or team? What are they going to get out of it? What are you going to get out of it? * Assess ability and training needs - Is the other person or team of people capable of doing the task? * Explain the reasons - You must explain why the job or responsibility is being delegated. And why to that person or people? What is its importance and relevance? Where does it fit in the overall scheme of things? * State required results - What must be achieved? Clarify understanding by getting feedback from the other person. How will the task be measured? Make sure they know how you intend to decide that the job is being successfully done. * Consider resources required - Discuss and agree what is required to get the job done. Consider people, location, premises, equipment, money, materials, other related activities and services. * Agree deadlines - When must the job be finished? Or if an ongoing duty, when are the review dates? If the task is complex and has parts or stages, what are the priorities? Methods of checking and controlling must be agreed with the other person. Failing to agree this in advance will cause this monitoring to seem like interference or lack of trust. * Support and communicate - Think about who else needs to know what's going on, and inform them. Involve the other person in considering this so they can see beyond the issue at hand. Do not leave the person to inform your own peers of their new responsibility. Warn the person about any awkward matters of policy or procedure. * Feedback on results - It is essential to let the person know how they are doing, and whether they have achieved their aims. If not, you must review with them why things did not go to plan, and deal with the problems. You must absorb the consequences of failure, and pass on the credit for success.
According to Mullins (2010) delegation isn't just a matter of telling someone else what to do. There is a wide range of varying freedom that you can confer on the other person. Within my role the more experienced and reliable the other person is, then the more freedom I can give. The more critical the task then the more cautious I need to be about extending a lot of freedom. It is important to choose the most appropriate style for each situation. For each example the statements are simplified for clarity; in reality you would choose a less abrupt style of language, depending on the person and the relationship.
In my role it is important also to ask employees what level of authority they feel comfortable being given. For example some employees have a better understanding of current legislation than others and therefore are more confident in tasks that are required by law. It is my responsibility to agree with them what level is most appropriate, so that the job is done effectively and with minimal unnecessary involvement from myself.

AC 2.2 Allocate and monitor work that you have delegated within your own area of responsibility.

Within my role as a daycare manager I have had to delegate certain tasks to the supervisors within each childcare room. One of these tasks was the completion of the weekly register and the monthly accident and incident reports.
I followed the steps of delegation as follows: * I defined the task, of completing the register and monthly reports, as one that did not necessarily need to be completed by a manager. * I selected the supervisor within each room as it gave them another form of responsibility, enhanced their understanding of some of the paper work completed by management and gave me as a manager more time for other duties. * I assessed the abilities of the supervisors and revisited their job description. Awareness of attendance and accidents/incidents within the room is clearly stated in their job description and I clarified with each supervisor that they understood this aspect of their role. * I explained the above points to the supervisors upon delegation of this task. * I discussed with the supervisors the results required, resources necessary and deadlines of the task in the sense that the weekly register is to be completed every Friday and the monthly accident and incident reports are to be completed on the last working day of each month. I also explained that this paperwork is to remain in the childcare office and to be completed in the childcare office for data protection. I explained that it is my role as a manager to ensure that they have the correct paperwork to fill in each week/month. * I stated that a manager would be on hand should they have any questions whilst filling in the paper work and that I would be informing the head of service about this new aspect of the supervisor’s role. * This is an ongoing task and is continuously monitored. It is my role as a manager to check that these pieces of paper work are being completed on a weekly/monthly basis. I run an open door policy and I am available for questions or advice whenever possible. I would have more formal, supervision meetings with each supervisor once a month to assess their work, give feedback and give them the opportunity to share any ideas or ask any questions.

AC 3.1 Review how well you delegated the task, based on the outcomes of the delegated task and feedback from others.
According to Mind Tools by meaningfully involving other people in a task, you develop those people's skills and abilities. Therefore next time a similar project comes along, you can delegate the task with a high degree of confidence that it will be done well, with much less involvement from you. Delegation allows you to make the best use of your time and skills, and it helps other people in the team grow and develop to reach their full potential in the organisation. Based on a test of how good a delegator I am ( I understand the principles of delegating, however, like to occasionally cut corners and follow the easy path. Mind Tools suggests that I be more proactive in my delegation strategy, and remember how important it is to involve staff and provide them with enough time and support to succeed.

Within my role I complete a very large amount of paper work. Delegating some of this paper work to the childcare supervisors freed up some of my time to allow me to focus on other tasks. I have taken on a new finance role within the company and delegating out some of my current paper work duties allowed me the time to gain training in finance and therefore progress as a manager.

One of the main reasons for delegating paper work duties was to enhance the skills of the supervisors so that anytime I am absent the main pieces of paper work, like the register and accident books, are still completed and up-to-date. I felt that I delegated these duties effectively in that I explained exactly what was to be done, how it was to be done, the reasons behind it and gave examples of the paper work. Having the open door policy worked very well in that it allowed for the supervisors to ask for help when they were having difficulties. The only obstacle to delegating this task, that I found, was that on several occasions I was having to chase the supervisors and remind them that the paper work needed completing. There are nine supervisors within my setting and throughout the first few weeks of this task each of them had to be reminded. This defeated the purpose of what I was trying to achieve which was more time from me to complete other tasks. In order to clarify if this was due to lack of clear instruction on my part as the delegator or lack of understanding on their part, I organised a meeting in order to get their feedback. The supervisors then explained that because it was a new task on top of their other duties that they needed time to introduce it into their regular work routines. I suggested that they work as a team and remind each other and this strategy worked. In discussion with the staff they also explained that due to adult: child ratios they also found it difficult sometimes to leave their respective rooms to fill in the paper work in the office. I explained that this was necessary for reasons of data protection and that it was their role as a supervisor of staff within a room to decide when the appropriate moment to step out to the office was. Furthermore I explained that as a manager it is my role to ensure that adult: child ratios are always maintained and should, for any reason, a supervisor be unable to leave the room that they should bring it to my attention. This is an ongoing task with ongoing obstacles and I continue to work with my team to ensure that all delegated tasks are achievable.

AC 3.2 Assess how you can improve your own ability to delegate to and empower others.
As a manager my biggest obstacle to delegating effectively is my belief that if you want something done right you should do it yourself. According to Mind Tools I am a micromanager. Micromanagement is a waste of my efforts and demotivates those below me. As a micromanager I take perfectly positive attributes, an attention to detail and a hands-on attitude, to the extreme. I feel driven to push everyone around me to success and by doing so I risk disempowering my team. Mind Tools suggests that I start by delegating small tasks first. Then, if my staff do a good job, delegate a little more; this should result in a virtuous circle. According to Mind Tools if I struggle with delegation I should try thinking about the alternative, if I hang on to every task that I do now, how will I ever progress?
As I have such a varied team, with regard to experience and qualifications, knowing which level of delegation to use with which team member is key to delegating effectively. When working with a childcare team I could be faced with three different people who require three different styles of leadership and delegation and this I find very challenging. As I am relatively new to management I feel that I am somewhat disadvantage and that hopefully my ability to know which type of delegation to use in which situation will improve with time. Furthermore although I try to empower my team by reminding them that they have years of experience sometimes it is all this experience that can work against me. Effective empowerment requires an open dialogue between the manager and the employee and this is something that, with certain members of my team, I struggle with as they do not appreciate someone younger than them and with less experience being in a position of authority. On the other hand empowering employees requires a great deal of trust by a manager. As the manager I must trust the employee will make decisions and accomplish assigned tasks in the same manner that I would if I were taking the actions. At times I can lack the confidence that my team will perform equally well to themselves, so I can hesitate to give up decision making authority to my team and risk the chance of wrong decisions being made.
A positive outcome can depend on how I actually hand over the task. I want to keep morale high and empower my team to ensure that my team readily accepts assignments from me, that work is completed to expectations and that I have more time for my own work. Effective delegation requires crystal clear communication so that people know precisely what is expected of them. It also requires letting go which is an aspect of delegation that I struggle with.
According to Mind Tools I could enhance my delegation skills by considering the following: * Establish checkpoints – Plan how I am going to ensure the work is being completed according to plan by establishing checkpoints at the end of project stages. I should manage the risk of mistakes occurring by being proactive and staying in the loop at key points within the project. * Delegate the results, not the process – Focus on the end result and, unless the person to whom I am delegating is inexperienced, allow her to determine how best to achieve it. If I dictate exactly what to do, when to do it, and how to do it, I limit the learning potential and risk not taking proper advantage of the person's experience. * Define my role more clearly – Firstly by explaining how much support I’ll provide. Let my team know whether to wait for my instructions or make independent recommendations and decisions. Make sure my team understands whether independent initiative is mandatory. * Talk about consequences – I should inform my team of the consequences of both successful and unsuccessful results. What rewards can they expect if they do a great job? What will happen if they don't achieve the expected results?


Mullins, L. J. (2010) Management and Organisational Behaviour. Prentice Hall, Financial Times.

Miner, J.B. (2006) Organizational behaviour. NY and London.

Murdock, A. and Scutt C. (2001) Personal Effectiveness. Institute of Management.

Angst, L. and K. J. Borowiecki (2013) Delegation and Motivation.

Similar Documents

Free Essay


...SA MP LE HOW-TO BOOKS H OW-TO BOOKS You Can’t Do It All: Effective Delegation for Supervisors Jeanne Baer H OW-TO BOOKS H OW-TO 1 This preview version of our product is protected by copyright law. Copying or distribution of this file is prohibited. SA MP LE You Can’t Do It All: Effective Delegation for Supervisors By Jeanne Baer Coastal Training Technologies Corp. 500 Studio Drive Virginia Beach, VA 23452 You Can’t Do It All: Effective Delegation for Supervisors Jeanne Baer Copyright© 1999 by Coastal Training Technologies Corp. SA MP LE All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that neither the author nor the publisher is engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional should be sought. Credits: Coastal Training Technologies Corp.: Art Bauer Todd McDonald Editor in Chief: Karen Massetti Miller Designer: Scott Rhone Cover Design and Illustration: Kevin Zdenek Coastal Training Technologies Corp. 500 Studio Drive Virginia......

Words: 26916 - Pages: 108

Premium Essay


...Delegation Nikevia Gilmore COMM/215 January 19, 2015 Carol J. Amato, M.A. Table of Contents Introduction…………………………………………………………….3 What is Delegation……………………………………………………...3 Pros of Delegation……………………………………………………….3 Con of Delegation………………………………………………………..4 Conclusion……………………………………………………………….4 References/Work Cited…………………………………………………5 Introduction TV personality Anthea Turner once said, “The first rule of management is delegation. Don't try and do everything yourself because you can't.” (Delegation Quotes) Business owners, such as the owner of a Chick-fil-A restaurant located in Marlton, NJ, have to be willing to delegate tasks to their employees and trust that the assigned employee is going to complete the tasks adequately so he can be freed up to take care of other things associated with their business and to avoid unnecessary stress. What is Delegation? A Latin term originating sometime between 1605 and 1615, the term “delegation” is the act of giving control, authority, a job, a duty, etc., to another person. There are three basic elements of delegation: the assignment of duties, granting of authority to enable the subordinates to perform the duties assigned, and the creation of obligation on the part of subordinate to perform duties in an orderly manner. The process of delegation involves four steps. The first step is the assignment of duties to subordinates which entails the owner to decide exactly what duties he wants the subordinate to complete. The second step is......

Words: 509 - Pages: 3

Premium Essay


...Is Delegation Effective In An Organization? There are a number of reasons why managers don’t delegate. Delegation is more than just a Way of getting people to do things for you. It is also a powerful leadership and coaching tool. A few reasons why managers don’t delegate are: they don’t have the confidence that the Subordinate will do the task effectively and in a timely manner. Another is a fear of losing Credit, lots of managers feel like they will not get the credit for completing the task and as Managers they have more than enough work to delegate the smaller task to subordinates. Then you have the if you want it done right you have to do it your self-managers. The idea of delegating is to save time so that you as a manager can focus on more challenging task like setting goals for your team (planning). This will also allow you time to research resources and activities needed to achieve maximum success (organizing). At the same time you as a manager are now stimulating high performance in your subordinate. This encourages them to achieve goals they have set for them selves (leading). Now that you have more time you can now monitor performance and make changes as needed (Controlling). In the book "Leading Self-Directed Work Teams," author Kimball Fisher writes: "To feel empowered, people need formal authority and all the resources (like the budget, equipment, and time and training) necessary to do something with the new......

Words: 918 - Pages: 4

Free Essay


...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......

Words: 1175 - Pages: 5

Free Essay

Delegation Paper

...Delegation Paper Delegation Paper The definition of delegation, according to the, is delegation of Administrative authority responsibility transfer to a person of lower license from the person of higher license, while remaining responsible for the actions of the outcome. The RN must have trust and confidence in the team members they are delegating to be able to delegate effectively and with minimal stress for themselves (Harris, 2007). With the determining of competence and appropriateness of the task to be delegated, there are many things to consider. According to the nursing practice act, the RN is authorized to delegate to lower licensed staff with ongoing supervision to help patients receive a quality of health care. The RN has to evaluate the patient for stability, condition, and abilities of the team to perform the task (Joint Statement on Delegation). One of the difficult responsibilities for an effective delegation of responsibilities is that the RN understands the families and patients need to be able to assign the right team member with a compatible personality. This is important because the family and the patient have to be able to trust the staff member assigned to them to help with managing care and having a RN, LPN, and CNA that work well as a team will benefit any and all patients. It has been stated, many times, in different articles, that the RN delegation skills are not checked off like the other clinical skills are the...

Words: 1122 - Pages: 5

Premium Essay

Nursing Delegation

...Intake and Output Delegation to an Unlicensed Assistive Personnel XXXXXXX XXXXXXXX XXXXXXX University School of Nursing Nursing is an excellent career and one that is in very high demand. Many times, the workload required of nurses is too much to bare. When working as a nurse, it is often necessary to delegate tasks to others in order to provide the best possible care for a patient. Before delegating to assistive personnel, the nurse must make sure the assistant is competent in performing the desired task. All 5 rights of delegation must be met. These rights include the right task, circumstance, person, direction/communication, & supervision. There are some tasks that a nurse must not delegate to others. Those tasks include the assessment, planning, evaluation and nursing judgment of a patient (Nebraska Department of Health and Human Services, 2004). These tasks are only within the RN’s scope of care and cannot be passed to other members of a team who are there to assist. This paper looks at the care of a 40-year-old male patient with cellulitis and type 2 diabetes. The monitoring of his intake and output are necessary and is an appropriate task to delegate to a nursing assistant. The reasons for delegating this task are the topic of this paper. Before the delegation is made to the assistant, a delegation decision-making grid was completed to assess the client’s level of stability and the assistant’s competence to see if delegation is appropriate for the patient. This......

Words: 783 - Pages: 4

Premium Essay

Delegation Task 3

...If there are images in this attachment, they will not be displayed. Download the original attachment[->0] Delegation has always been an important part of nursing. It has also been one of its most challenging aspects. How, as a new supervisor, you approach the subject can be a delicate matter. I would start by having a team meeting with the entire office staff. This approach would allow all of the members of the team to explain their rolls leading to a collaborative effort. In future staff meetings, I would also have follow up discussions in regards to what is working and what is not working within the healthcare team. When people feel that they are part of a team with equally important rolls it leads to greater job satisfaction and productivity. This will also allow everyone to become aware of the important jobs that all of the team members have. Working as a team from the beginning of care through to after the baby is born will lead to improved care and increase patient satisfaction. I would approach Ms. W in a non-threatening manner in a private area where we are not going to be interrupted. I would complement her on her concern for her patients and the individual attention that she pays them. I would explain to her that there are many services available at the clinic to assist her. Delegating some of the work would be beneficial in the overall care of the patient. She would still be responsible for the overall care and evaluating the outcomes of the care......

Words: 655 - Pages: 3

Premium Essay

Time Management

...their team members. 66% of managers say they would like to “increase their use of delegation as a time management and personnel development tool.” To determine whether you are a good candidate for considering delegation as a tool to improve you (and thereby your team’s) performance, take this simple quiz. Yes Do you allow your team members to make mistakes? Do you frequently take work home or work late at the office? Does your team function smoothly when you are absent? Do you over-rule or reverse decisions made by team members? If you were incapacitated for 6 months, could a team member take over smoothly? 6. Do you do some things your team members could be doing? 7. Do your team members take initiative without input from you? 8. When you return from a trip or training, is there a big pile in your in-box? 9. Do your team members delegate to their teams (if applicable)? 10. Do you spend time on details that you would rather spend on planning and supervision? 1. 2. 3. 4. 5. To determine whether delegation may be able to help you, give yourself one point for each answer of Yes on the even-numbered questions (2, 4, 6, 8, and 10), and one point for each answer of No on the odd-numbered questions (1, 3, 5, 7, and 9). The higher your score, the more likely you are to need to use delegation more than you are now. Any score higher than 5 indicates some need for additional delegation of tasks. Delegation, when it is done well, has three important components. 1. It assigns......

Words: 1539 - Pages: 7

Premium Essay

Developing Your Empowering People (Delegating) Skill

...“Developing Your Empowering People (Delegating) Skill” Elam A. Ramos MGT/521 January 15, 2014 Elsie Jimenez-Galarza Abstract Presents the analysis and give a team solution to the delegation scenario from Chapter 10 of the MGT/521 Management text book. Scenario Ricky Lee is the manager of the contracts group of a large regional office supply distributor. His boss, Anne Zumwalt, has asked him to prepare by the end of the month the department’s new procedures manual that will outline the steps followed in negotiating contracts with office products manufacturers who supply the organization’s products. Because Ricky has another major project he’s working on, he went to Anne and asked her if it would be possible to assign the rewriting of the procedures manual to Bill Harmon, one of his employees who’s worked in the contracts group for about three years. Anne said she had no problems with Ricky reassigning the project as long as Bill knew the parameters and the expectations for the completion of the project. Ricky is preparing for his meeting in the morning with Bill regarding this assignment. (Robbins, 2012) Assignment. Prepare a 350- to 1,050-word paper detailing how your team would handle the situation described in the scenario The Facts. Presented here are what I consider to be the facts on this scenario. * Rick Lee is the regional manager for the contract group of a large office supply * Rick Lee Reports to Anne Zumwalt * Anne requested Rick to......

Words: 966 - Pages: 4

Free Essay

How to Maximize the Effectiveness of Teamwork

...happen in managing process: “How to deal with heavy workload in case of workforce scarcity” (“How to maximize the effectiveness of teamwork”) The main character of this case is Faisal Sham; he is the supervisor of a seven project engineer group. Since the demand for different versions of his firm’s computer component is rising, the workload has increase dramatically and Faisal still in charge of everything; things might go out of control anytime. On the other hand, two members of his team have shown their interest in helping Faisal with his work on various designs. The solution for this case requires Task delegation process and Team structure. Assuming that the two enthusiastic members are Michael and Ben and they are qualified with the Faisal’s standard, there are two important positions for them: Product main designer and Head of R&D group. The first step of Delegation is Assign responsibility. Since Ben has better has experience in conducting customer research, he should be assigned for Head of R&D. There will be one co-worker in this group to support Ben in making survey and sum-up the result, which is expected to show customer’s taste for computer component. Michael will in charge of Main designer due to his professional skill. Two chosen engineers will assist him in order to build up the most possible designs with the lowest cost. Three designers (including Michael) will work co-op on pointing out the key feature of products, calculate the possibility of their......

Words: 452 - Pages: 2

Free Essay

Delegating Authority

...Delegating a task not only allows the employee to feel empowered and trusted by his or her superior, but also enables the manager to tackle other projects during the employee successful completes the assignment. Managers have many responsibilities; therefore, learning and improving delegating skills is necessary for a successful career as an effective manager. In most cases, managers with strong delegating skills will match the perfect task with the right employee. In this essay, Team B will analysis and discuss the Ricky Lee scenario using the five behaviors used by effective delegators. Ricky properly chose and delegated the task of writing the department’s new procedures manual to the most capable person. There are three reasons the delegation executed was proper. The first reason is that Ricky went to his supervisor, Anne Zumwalt, asking permission to assign and entrust a third party with the responsibility of completing the manual (Robbins & Coulter, 2012). Secondly, the third party Ricky selected was Bill Harmon, who had three years’ experience in the contracts group (Robbins & Coulter, 2012). Lastly, Ricky set up a meeting with Bill to ensure he had all the parameters of the task and the time restraints that Bill would be up against (Robbins & Coulter, 2012). The meeting illustrates Ricky knows it is important for Bill to know what is expected and in what timeframe those expectations should be complete. Anne illustrates the carefulness in......

Words: 975 - Pages: 4

Free Essay


...project without knowing that rules were broken. Bill Harmon has been identified to be the most capable of writing the contracts group's new procedures manual that will outline the steps followed in negotiating contracts since he has been working in the contracts group for about three years. Ricky Lee must ensure he clearly understand the assigned task before he delegates the work to Bill Harmon. Ricky Lee will ensure he explains exactly what needs to get done and the expected date of completion. Ricky Lee will provide all of the information needed to complete task and to inform Bill Harmon that he is available any time he has any questions or concerns regarding the project. Ricky and Bill will have a face-to-face discussion for the delegation of work. Email or memo cannot be used as a substitute. This will give the employee the opportunity to ask questions and receive live feedback and confirmation instead of second guessing. Some of the constraints might include the use of company’s resource. This resource can be either human resource or material resources such as computer, equipment or intellectual property. A clear understanding is that the employee cannot utilize other department's personnel to achieve a given task nor can an employee make use of other material resources that are intended for other dedicated applications. The bottom line is that the manager delegating the assignment cannot assume anything. The message must be crystal clear in using any resources to......

Words: 709 - Pages: 3

Free Essay


...written by Stan Mack, he describes many ways to make any team more effective. The first way he mentions that a team can be more effective is by opening the lines of communication among the entire team. Better communication can help the team quickly pick up any slack if one of its members becomes seriously ill or if a personal emergency arises. The earlier an issue is communicated the faster the rest of the team can adjust to the situation. He next mentions that a team can become more effective by developing interpersonal relationships. To succeed at this it is important to for a team to work together to complete a project rather than for an individual to try to compete for credit on the part of the project they are completing. Task delegation is discussed next and Stan mentions that a team can be effective by delegating tasks to individuals that capitalize on their skills. A team leader should assign tasks to each team member based on that individuals experience and skill level so that the team is working at its highest possible level. Stan’s last two recommendations for developing an effective team include setting goals and having motivation for getting the project done. Goals can be broken down in a series of steps and reaching those goals can become part of the motivation the team needs to work towards finishing a...

Words: 255 - Pages: 2

Free Essay

Decision Tree

...DECISION TREE Nurse Delegation to Nursing Assistive Personnel (NAP) Step One – Assessment and Planning Are there laws and rules/regulations in place that support the delegation? [NMAC 16.12.2] Yes Is the task within the scope of practice of the delegating nurse? [NMAC 16.12.2] Yes Has there been assessment of the client’s needs? Yes No Do not delegate. No If not in the licensed nurse’s scope of practice, he/she should not delegate to NAP. Authority to delegate varies from state-to-state; licensed nurses should check the local jurisdiction’s statutes and administrative rules/regulations. No Assess client’s needs; then proceed to a consideration of delegation. Does the delegating nurse have competencies to make the delegation decisions required? Yes No Do not delegate until evidence of competency is obtained and is documented; then reconsider delegation. Does the procedure/task meet all the following recommended criteria for delegating to NAP? • • • • • • • Task/procedure is within the range of approved functions for the NAP. Task/procedure frequently recurs in daily care of client or group of clients. Task/procedure is performed according to an established sequence of steps. Task/procedure involves little or no modification from one client-care situation to another. Task/procedure may be performed with a predictable outcome. Task/procedure does not inherently involve ongoing assessment, interpretation, or decision-making which cannot be logically separated......

Words: 877 - Pages: 4

Free Essay


...My mentor works for Lockheed Martin in the contracts department. Specifically, my mentor is responsible for creating contracts in order to help the company obtain the business. In government contracting, the government provides a project that they need done and then contract the job out to the company that can do the best work at the lowest price. Therefore it is the contractor’s job to ensure that the contract is written legally and also has to work with several departments. For example, they will have to work heavily with the Finance department to make sure the price they are going to offer to the government is realistic and will allow the company to make a profit. As we can see, it’s very important that my mentor as well as other representatives on his team are able to work cohesively to ensure the company does well. After watching my mentor and his department work together, I noticed there are some slightly different personalities. Some of the employees of the organization seem to be driven as an individual where as others are driven as a team. For example some employees like doing all of the work where as others are willing to share the work. One set of employees doesn’t like change where as others embrace change as they can avoid routines. I think these characteristics blend well to contribute towards a positive work environment. In order to improve motivation, satisfaction, and performance, I would have the individuals that like delegating be responsible for...

Words: 672 - Pages: 3