MGT521 Week 3 Team B LTA Empowering Employees draft v2
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Running head: EMPOWERING EMPLOYEES
1
Empowering Employees
Rachel Dudley
Yasin Jackson
Dennis Skinner
MGT/521
April 27, 2015 Shelia Porter
EMPOWERING EMPLOYEES
2
Empowering Employees
According to Robbins, S. P., & Coulter (2012) when a manager is preparing to delegate work several steps need to be taken to ensure the employee understands the assignment. Steps in the process include the range of discretion with the task, employee participation in outlining the steps, informing others of the delegation, and setting feedback channels. (p.282) As a manager assigning a task requires the need to work with the employee to ensure, the final products are what the boss expects. Procedures that affect future contracts are an important aspect of maintaining and growing any business.
Delegating
In assigning, a job to an employee the manager must ensure the employee understands the importance of the assignment, has the appropriate time, and is aware of the final product. “When you build a team and collectively arrive at what is wrong, then you just keep listening and asking questions” (Betbeze, 2014, p. 34). Team members provide information that will help determine how the manager delegates the task, sets the discretion of the employee, informs other
of the delegation, and sets the feedback mechanisms associated with delegating the assignment. “The person you plan to delegate duties to in the process is one often overlooked aspect” (Touchstone, 2014, p. 26). Development of an employee-manager relationship will help the manager with delegating a task to an employee. If the manager is challenging the employee, he or she may initially need time to go over the work.
Discretion
Delegation is a form of organization, and it is a powerful tool used by managers to complete tasks (Robbins, Stephen, Coulter, 2010). Ricky Lee must use discretion to complete the tasks given to him by his supervisor because he is working on another project. Each project
EMPOWERING EMPLOYEES
3
is important to complete, and delegation helps a manager assign and, therefore, complete tasks (Robbins, Stephen, Coulter, 2010). Although delegation is a management tool, it has limitations.
Explaining the how much discretion the employee has with the task will help the employee understand when and why he or she should ask questions. Delegation does not give managers supreme authority over employees (Robbins, Stephen, Coulter, 2010). As managers, the team would handle Ricky’s request by first recording the details of the project and then by assigning tasks that would cover all aspects of the assignment.
Participation
Managers can use delegation more effectively when they allow the employee to participate (Robbins, Stephen, Coulter, 2010). The team would use the process to decide how much authority to assign to accomplish tasks, which would increase the likelihood of completing
the work with positive results. One issue that the team will need to beware of is employee bias. When managers allow employees to participate, they risk employee bias as the result of individual interest and abilities (Robbins, Stephen, Coulter, 2010). The team can solve that problem by actively engaging employees, so they can assess the employees' methods and limit employees' authority over the project or task when necessary.
Delegation Decision
Once the decision to delegate, the next step should be to inform other employees, managers, and possibly customers will help ensure everyone is aware of the delegation. Some employees will likely have questions about the delegation concerning, the task, or why the employee cannot help with other work, informing all parties of the delegation will prevent these types of issues. Informing other managers of the decision to delegate will allow them to make the appropriate changes to areas of affected projects and inform other employees.
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