Running head: TO DELEGATE OR NOT TO DELEGATE 1
TO DELEGATE OR NOT TO DELEGATE 3
To Delegate or not to Delegate
To Delegate or not to Delegate
In the first scenario, I would delegate because of the nature of the work involved in the process of looking for the most effective software to settle for in order to meet the specific accounting needs of the organization. The case presents that I am a manager and I have two employees working under my authority. The credit function of the organization plays a significant role in the running of the organization. The ability of the employees to accept and work with the new software will greatly depend on their capacity to understand the basics of the new software within the shortest time possible. For this reason, the delegation will see to it that the two employees under my authority are assigned tasked regarding the purchase of the new accounting software. For instance, the task can be divided into three subdivisions where each individual within the department is given one task to research and report within two weeks. The report from each individual will then be compiled to make up the final recommendation which will then be presented to the manager of the agency.
The reason for delegating the task is to ensure that my team members are involved in the processes because they will be among the key individuals who will also be tasked with the responsibility of using the system. The move will, therefore, present a great opportunity for the employees to give their opinion, input, and advice based on their experiences within the firm as well as the accounting industry as a whole. Moreover, the move will also help to build trust between me and my subordinates which will greatly improve the overall productivity of the credit functions of the agency. The delegation will be on an individual level since each of the two employees will be given different tasks to research regarding the new accounting system to be purchased.
The case presented in the second scenario brings out the fact that the fields manager is under pressure in regards to delivering the expected results within a limited time frame. As such, delegation would be an effective way to ensure that the organization is able to realize the desired objectives for the two major process that are being undertaken which are crucial for its overall success and sustainability, (Lyons, 2016). However, it is imperative to recognize that the nature of work involved in the case makes it challenging for the field manager to delegate his duties to those under his leadership.
To being with, the performance improvement project is aimed at improving the overall productivity and efficiency of the federal agents. These are programs that are designed to help the agents find more effective and convenient of undertaking tasks and responsibility that would be considered to be otherwise difficult. This means that the agents can only get it right if they have an authority figure in their midst giving directions regarding what needs to be done so as to realize the desired positive outcomes for the field agents. The agency would expect a comprehensive report regarding what how the performance improvement process was undertaken and it would be absurd if the field manager gives a report that was delegated to the same field agents for which the program was intended for.
There is also the issue of the fiscal audit which creates the need for the field manager to allow the review of the operations of the field operations. This is a move that is aimed at identifying redundancies in the operations and transactions of the field operations which affect or improve the overall performance of the agency as a whole. As the point person, it is imperative to ensure that everything is undertaken in the desired manner to ensure that the division also gets a positive image in regard to compliance with the internal processes of the agency aimed at promoting positive outcomes.
The nature of the work involved in the agency is one that requires the filed manager to be well informed and involved in all the activities taking place. This is because he will be answerable to anything that goes wrong, and it would be a shame if he does not have the right answers for the top management in the event that he is needed to make clarifications on how the processes were undertaken under their watch. Moreover, the case is categorical that the manager is the point person for all the office deadlines which means that more time and effort have to be put in the process to ensure that the deadlines are met, and the desired positive outcomes are realized by the agency. For this reason, the move not to delegate will go a long way in promoting the privacy and confidentially of the of information among the field agents as well as the office agents which promotes the core objectives of the agency as suggested by Celik et al. (2016).
One thing that is clear in the last case is the fact that the workplace presented in that case is understaffed and is facing major deadline issues that need to be addressed as soon as possible. It is therefore imperative to ensure that the available employees take up additional responsibilities within a specified period so as to cover up for those who are not available at the moment. The monthly report to the City Council is due in a week’s time and then there also several field calls that have been unanswered. All these are unattended duties and responsibilities which affect the overall output and productivity of the organization as suggested by Yoon et al. (2016). If the organization fails to meet its core functions, then it will not matter whether some of the employees were on official sick leave or vacation. The failure of the organization will be on the head of all the employees and it is for this reason that the remaining employees have to take the initiative to ensure that work together through the delegation process to ensure that all the necessary work is completed within the required timeframe.
Delegating the tasks among the available employees will see to it that they all focus on what is important during that time. What this means is that they will be putting their time and energy on these urgent matters to meet the strict deadlines. In addition, it is also important to mention that delegation provides an opportunity for the manager to learn new and effective ways of undertaking the various duties and responsibilities under their watch within the organization. These skills will come in handy in times when the organization in crisis and there is a need for individuals to take up multiple responsibilities in order to meet tight time schedules, (Celik et al., 2016).
It is also important to mention that there are higher level risks associated with tight project schedules. Delegating duties will see to it that the manager is able to focus on the quality aspect of the matter as the other employees deal with the smaller roles. The workload for the manager will also be greatly reduced and that will provide enough time for evaluations of the available options and thereafter making the most effective decisions, which benefits the whole organization.
Finally, delegating will go a long way in helping the employees develop trust among themselves as well as with the top management. Building trust among employees is a very crucial factor because it affects the productivity of the employees as well as their job satisfaction. Employees who trust and feel trusted by the organization fill more fulfilled with their jobs and thus work hard to meet their set goals and objectives. Therefore, the decision to delegate the work will not only help to meet the short and urgent deadlines but also present an opportunity for the employees to acquire knowledge and skills which will come in handy in their future work.
Celik, L., Karabay, B., & McLaren, J. (2015). When is it optimal to delegate: The theory of fast-track authority. American Economic Journal: Microeconomics, 7(3), 347-89.
Lyons, P. R. (2016). Making the case for manager delegation of authority. Human Resource Management International Digest, 24(5), 1-3.
Yoon, J., Kim, M., & Shin, J. (2016). Confidence in delegation and leadership of registered nurses in long‐term‐care hospitals. Journal of nursing management, 24(5), 676-685.