Question: Why do supervisors fail to delegate? Question: What role does “training” play in the delegation process? Question: Why is it important for a supervisor to delegate? Need answers.
Case Study: “The Do-It-Yourself Manager”
“Joanne was a capable and enthusiastic professional. She was promoted to manage a group of five professionals doing work very similar to her own past assignment.
“She began her new position thinking, “I was promoted because of my excellent performance in past assignments. Therefore, I must have greater expertise than any of my subordinates and can probably do most of the work better and faster than they can. I will train them when I have time, but right now I had better concentrate on getting the work out.”
“Joanne did not pass on any major assignments to her employees; she did the work herself. As time passed, her hours of work increased steadily and she was less and less available to her peers – and to her own supervisor, with whom coordination was important. Her employees were given only the most routine work, received no training, and actually knew very little about major projects in progress. One actually resigned because of the lack of challenge and personal growth. Joanne was too busy to replace him.
“Finally, after 60 days, Joanne’s supervisor called her in to discuss her performance. What would you have said to Joanne if you had been her supervisor?” (Reference: Robert B. Maddux, Delegating for Results, 1997.)
Question: Why do supervisors fail to delegate?
Question: What role does “training” play in the delegation process?
Question: Why is it important for a supervisor to delegate?
Need answers.
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