line and staff authority

Delegation is widely acknowledged to be an essential element of effective management (Yukl, G. 1994). Delegation is basically a process of assigning responsibility, sharing authority, and producing accountability in organizations. It is a managerial instrument that allows managers to nurture subordinates to capitalize the subordinate’s potential and ability to meet organizational goals and objectives. As a form of employee involvement in decision-making, delegation describes a category of leader behavior that entails assignment of new responsibilities to subordinates and additional authority to carry them out (Yukl, G. 1998). Managers usually find it easier to speak about delegation of

Delegation is one of the most important management skills as it empowers the team member to make decisions. However, the person who delegated the work remains accountable for the outcome of the delegated work.

b) Is it organized on the basis of functions, projects, geography, or some combination of these?

Delegation of authority is the act of assigning powers or authority to another entity. In this paper, I will summarize a situation where I experienced delegation of authority, and explain how it correlates to the content of Chapter Six, (Bagley & Savage, 2010).

Knowledge, skill, and independent decision making. The purpose of delegation was put into perspective when Corazzini et al.

Delegation is a skill that is learned overtime with experience. It is a management tool that should be used effectively. In a successful delegation, a two-way communication, initiative, appreciation and willingness to help each other is very important. It helps in building trust and a

Delegation…. Having the knowledge to know how to delegate efficiently is the key to advantaging yourself and increasing your importance to any company. Transferring responsibility permits you to shift from what you can do yourself to what you can supervise. Delegating tasks is one of the utmost significant and efficient managerial tools there is today. Lacking the capability to delegate efficiently and effectively, is unmanageable for you to progress in a supervisory position to an even advanced position of accountability.

Departmentalization includes two parts Traditional Organization Structures and Horizontal Organization Structures. Traditional Organization Structures is divided three structures that are Functional,

According to Finzel (2007), “over-managing is one of the greatest sins of leadership. We must be careful not to micromanage people to death” (Finzel, 2007, p. 114). When supervisors delegate, he or she is giving the supervisee the freedom to decide how the job will be done. Thus, another meaning of dirty delegation, on the other hand, is that a supervisor is constantly looking over the shoulders of those asked to do the work (Finzel, 2007).

Previously, the HR unit for Motors and More only consisted of a HR Director. Some hiring will have to be done in order to have a full HR staff. Due to the size of the company, several of the HR units will have to be combined. The job of the HR director will remain the same. The company will need an Organization Development Manager to facilitate and maintain organizational change. The Employment Staffing and Training Specialist unit can be combined, and will consist of 2 professionals a Recruiting Specialist and a Training Specialist, who report to the ODM. The jobs of Benefits Specialist and Salary Specialist will be filled by taking 2 professionals from the Finance and Accounting department. This will leave that department with a manager, 3 professionals, and 1 hourly person, which are more than enough people to absorb the of the reallocated personnel’s responsibilities.

Due to the current operational model in place with these departments, each has their own systems and processes (funnels)

What is delegation? According to Bateman, delegation "is the assignment of authority and responsibility to a subordinate at a lower level." (Bateman

a. Department Heads are to be aligned over a platform with allocation of KPI in their respective fields in the light of the strategic objectives.

Therefore, for an organization to have a definitive structure, there needs to be employees assigned (and carrying out) prescribed tasks in relation to their expertise (division of labour), clearly outlined documentation that spells out spatial relationships within the

Delegation and empowerment involve authority to complete a task or accomplish a goal; they do not assign or transfer responsibility in any way. Management must always take care to remember they are ultimately responsible for tasks they delegate. As tasks are completed the manager must review the delegated work and ensure that it is complete, done properly, and meets your high standards. If you as the manager are satisfied then recognize those who accomplished the task but if it not acceptable then do not accept the work and do it yourself (Mind Tools, 2007). When managers delegate or empower their staff they must clearly articulate the