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Paper 2 Delegation

Paper 2 Delegation

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Published by: Manerly Flodeilla Salvatore on Aug 19, 2010
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Roosevelt UniversityManagement Theories & Practices in Hospitality Industry:DelegationA Research Paper Submitted to:Professor Gerald F. Bober Manfred Steinfeld School of Hospitality and Tourism ManagementHospitality and Tourism Management (BSHTM) By:Manerly SalvatoreFebruary 8, 2010DELEGATION
 
Heathfield (2004) wrote, “Delegation can be viewed as dumping by the employee whoreceives more work to do” (para. 1). However, Blair (1993) also stated, “Delegation is a skill of which we have all heard - but which few understand. It can be used either as an excuse for dumping failure onto the shoulders of subordinates, or as a dynamic tool for motivating andtraining your team to realize their full potential” (para. 1).According to Pollar and Solmo (1996), delegating a job is not the same as assigning atask. When the leader or manager merely assign a task, he or she does not give the person anyauthority to make decisions, instead the manager are focusing on the process and on the detailsof how it is done. They further explained, “Delegation is not a one-step process of handing over atask and hoping it works out. There are very distinct levels of delegation; the level theleader/manager choose depends on the person, the particular project, and their comfort level”(Pollar & Solmo, 1996, para. 12).However, leaders or managers need to understand that they are always responsible for theentire output of their unit or department, including the task or responsibility that they delegate toothers. Walker and Miller (2009) emphasized that,As a leader, you have been given responsibility for certain activities and the resultthey are expected to produce. That is your job, your ultimate responsibility. Your  boss delegated this responsibility to you when you took over the job. When youdelegate, you give a portion of this responsibility to one or another of your employees — you pass along responsibilities for certain activities and the resultsyou expect them to produce. However, you maintain ultimate responsibility. (p.424 - 425)Thus, delegation ties to “accountability”. The definition of “Accountability” according toWalker and Miller (2009) is “a workers obligation to a supervisor to carry out the responsibilitydelegated and to produce the results expected” (p. 425). Accountability always goes
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automatically with the responsibility delegated. This further means that delegating responsibilitydoes not relieve of either responsibility or accountability.Delegation is a powerful management tool that serves managers and those who work withthem. “Every task or project successfully completed builds a greater level of confidence andallows their associates to handle more and more responsibility. Ultimately, effective delegationfrees managers to focus on the big picture, and on building their professionalism” (Pollar &Solmo, 1996, para. 21). Furthermore, Heathfield (2004) explained,Effective delegation involves the delegation of work to reporting staff members insuch a way that their skills are enhanced. Effective delegation allows an employeeto increase their ability to make decisions and contribute to organization success.Effective delegation is not just giving employees more work to do, althoughsometimes there is more work to do. (para. 1)In order to apply effective delegation, managers need to know the objective of delegation.Blair (1993) simply stated that, “The objective of delegation is to get the job done by someoneelse. Not just the simple tasks of reading instructions and turning a lever, but also the decisionmaking and changes which depend upon new information” (para. 5). In addition, “To enablesomeone else to do the job for them, manager must ensure that the employees know what she/hewants, the employees have authority to achieve it and know how to do it” (Blair, 1993, para. 7).Managers also have to understand the delegation rule before assigning a task. They needto know that “certain conditions are essential to successful delegation and one of them is advance planning” (Walker & Miller, 2008, p. 431). In addition, one of management articles fromBusinessballs website (2010) stated, “A simple delegation rule is the SMART acronym, or better  still, SMARTER. It is a quick checklist for proper delegation. Delegated tasks must be: Specific,Measurable, Agreed, Realistic, Time-bound, Ethical and Recorded” (para. 8). Therefore,
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