Delegation

Delegation Paper

University of Phoenix

Delegation

Many organizations are structured with at least one person in complete authority. Other levels of management are dependent on the size of an organization. The larger the organization, the more levels of management it tends to have. Whether there is one manager or ten, they simply cannot do it all and delegation becomes paramount. Bateman & Snell define delegation as “the assignment of new or additional responsibilities to a subordinate” (pg. 266). Delegation allows everyone involved to get the required work done. This process can happen between individuals or groups, regardless of the tasks required. The skills required for effective delegation and how it can be used within the four functions of management will be explored.

Skills

Delegation is not just something everyone can do effectively. Some people are more adept at delegating tasks than others. In his article, Chapman (2007) states that “delegation is not just a management technique for freeing up the boss’s time” (¶ 5), but a way to develop others. In the same article, Chapman (2007) states “good delegation saves time, develops people, grooms a successor, and motivates” (¶1). According to Bateman & Snell, there are six steps in effective delegation. First, the manager must define the goal and know what outcome he or she expects. Next, the manager needs to choose a person who can carry out the task effectively. A manager will then ask the chosen person for his or her views and suggestions on how to accomplish the task. The manager can then give the person the authority, time, and resources necessary to complete the assignment. This can involve people, money, and equipment that are needed to finish the given task. Throughout the process, the manager needs to communicate with the person he or she has chosen, and set times to review progress. Finally, both the manager and the person chosen need to follow through by discussing the progress of the assignment at specified intervals (pg. 268). This keeps the manager in the loop during the entire process. Delegation is a process that one must work at in order to carry it out effectively.

Delegation Within the Four Functions

The use of delegation within the four functions of management is necessary. When management is involved in planning, there is much information that needs to be gathered. Delegating the research needed to get the information gives the manager a broader array of information in which to refer. It also allows that manager to focus his or her time on running the business instead of performing mundane tasks that do not push the company further ahead. Delegation within the organization function can involve specifying someone to be in charge of hiring, and another to lay out job responsibilities. This can build a subordinates confidence as they fulfill the tasks laid before them. Since leading involves motivating people, delegation plays a big part in this as well. The president of a company cannot meet with each employee on a daily basis to see how business in a particular department is progressing. Managers rely on subordinates to oversee each department and report back, suggesting changes that may need to occur. Upper management sets company wide goals, and standards for meeting those goals. To operate effectively in the controlling function, upper management must delegate to mid-level and frontline management, the ability to monitor performance. These lower level managers can then make adjustments as necessary to ensure that the outcomes are consistent with the standards set by upper management.

Delegation in Relation to Lending

Delegation in the lending industry is carried out in much the same way as other industries. Most lenders are a branch of a larger parent company. These branches make all their own decisions on hiring and spending, but also need to satisfy the requirements placed by the corporate office. The corporate office may require the branch to earn a specific amount on each loan done that is then passed directly to the corporation. Anything else earned on that loan then belongs to the branch to pay salaries, commissions, and basic operating expenses. In this case, the corporate office lays out the requirement, and then delegates