Delegation

PAPER ON

DELEGATION

Introduction on the inside view in the Wireless industry, from the management point in delegating part of their management responsibilities. Explain how delegation could be used more effectively in planning, organizing, leading or controlling within the wireless industry. Also I will describe what skill are necessary for effective delegation and how to structure delegation.

Structuring Delegation

"The first step is to assess what decisions are made and who makes them, using not just your own judgments but the opinions of key managerial people and, more importantly, clerical people. Clerical people are the conduit through which most all-organizational information flows. If there are logjams, bottlenecks, or other problems keeping the organization from maximum effectiveness, they know. Ask in which areas you are helpful and in which areas you are part of the problem.

You will be surprised at the perceptive responses. Some of them will directly confront your management style. Be objective and open to ideas in this step. Don't dismiss an idea too quickly because it involves the possibility of you having to change. Next, negotiate a small scope of delegated authority to a key person. Don't do this in five minutes. Take time to think it through as if you were the employee to which the authority was delegated. How would you like it to work?"

www.strategicdevelopment.com/georgesmartaugust2000.htm

In my store the manager has a chain of command that we follow in how we delegate responsibilities. Including an Assistant Store Manager, Operation Manager, Senior Sales Representative and Key holder, which is a senior representative that can perform al the duties above and act as the manager on duty when there is no manager around. I am going to explain some of the delegated duties of each position.

The assistant store manger: Coach, develop and prepare sales team to meet and exceed defined sales, retention, quality, and service objectives. Manages the daily activities of all store staff, including sales, customer service, and inventory control. Design and implement initiatives and methods/procedures that will drive customer perception of company as the market leader in the wireless industry.

The operation manager: responsible for managing and maintaining all inventory within the retail store, including phones, accessories, parts, and marketing materials; ensure physical and cycle count inventories are accurate and equipment is ready for issue on a first-in, first-out basis.

The senior sales representative: serves as a multi-skilled member of the retail sales team. This position serves in a leadership capacity by meeting and exceeding sales and retention objectives. Responsibilities also include ongoing training, coaching, and monitoring of individual and team performance. Design and implement initiatives and methods/procedures that will drive customer perception of company as the market leader in the wireless industry.

The Key-holder: serves as a multi-skilled member of the retail sales team. This position serves in a leadership capacity by meeting and exceeding sales and retention objectives. Responsibilities also include ongoing training, coaching, and monitoring of individual and team performance. Meet and exceed quota and revenue objectives. Lead store/kiosk in sales, accessories, handsets, enhanced services, and customer renewals. Drive both individual and team sales performance results by proactively implementing sales techniques and sharing with the team. Design and implement initiatives and methods/procedures that will drive customer perception of company as the market leader in the wireless industry.

As the delegation of responsibilities all role up the store manager, with one main idea to Design and implement initiatives and methods/procedures that will drive customer perception of company as the market leader in the wireless industry.

Planning: is the ongoing process of developing the stores' goals and objectives and determining how they will be accomplished. Planning includes both the broadest view of the store, e.g., its goal, and the narrowest, e.g., a tactic for accomplishing a specific goal.

Organizing: is establishing the operational structure of my company. The focus is on inventory, coordination,