Running head: DEVELOPING YOUR EMPOWERING PEOPLE 1

Developing your Empowering People

MGT/521
DEVELOPING YOUR EMPOWERING PERSON 2


Developing your Empowering Person
"In today's world little is done in isolation. Almost every job is a team effort, even in the
most technical jobs" (Robbins and Coulter, 2012, p.13, p9)." As a team member, the lines of
communication must be open at all times. In most corporate environments, managers are often
finding that delegation is the key to tackling his or her own increasing responsibilities and in
meeting their objectives. Effective delegation requires the delegator to identify the right person
for the job, clarify to the associate what he or she wants them to do. As we will read in our given
example, certain precautions and details were skipped making the delegation process less than
satisfactory.
In the given example, Anne has delegated the project of putting together a new
departmental-procedures manual to Ricky. Ricky is overwhelmed as he is already working on an
assigned project. Ricky asks Anne if he may delegate the work to Bill Johnson has been with the
company for three years. Anne approves, as long as Bill knows the parameters of the project
(Robbins and Coulter, 2012, p. 281-282). Before delegating any project, it is essential that an
individual or manager assigning the tasks considers the skill and motivation level of the person
are taking on the responsibility and the dependability of the different (Schweitzer, 2012). The
consideration of these things can help avoid having to reassign projects and take additional time
to explain the requirements of the project.
In clarifying the work, must a delegator understand what they are asking someone else to
do and to whom it will be given. Anne knew that Ricky was more than capable of completing the
work. However, Anne did not consider what Ricky might already be working on. As a result,
Ricky felt overwhelmed and repeated the mistake when he tried to ask Anne if he could push it
off on Bill. If Anne were to consider the other projects that Ricky may be working on or had
DEVELOPING YOUR EMPOWERING PERSON 3


asked him prior to making the job she could have gone directly to Bill or someone else in the
organization that could handle taking on the project at the current time. Ricky believed Bill was
able, just as Anne felt Ricky was able. Ricky failed to consider what Bill might also be working
on. In this instance both Ricky and Anne failed to include Bill in on the reassignment of the job
and in addition, ask Bill if there was anything he may be working on. If both Bill and Ricky were
not motivated to take on a project it may be beneficial to assign both individuals to work on the
project together to cut down on time. Considering some alternatives, it may have been possible
that Ricky and Bill could have teamed up and completed the manual together by dividing up the
workload, rather than one person trying to take on another project altogether. The problem only
stemmed from Anne needing help with completing the manual project and so she delegated it
out. Ricky should have taken the project and found a way to complete it using the resources and
personnel available to him.
In delegating the responsibility to Ricky, Anne should have been more descriptive in
what the proper discretion should be. The only mention regarding discretion was when Ricky
asked if Bill might be able to complete the project and Anne said that she had concerns that Bill
might not know what the expectations are.
Assuming that Bill is capable of completing the project, the next step for Ricky would be
to meet with him and explain what needs to be done and any further expectations or details for
the project. Employees should always be educated on why they are required to do certain
projects or assignments. Ricky will need to ask Bill if he has any questions or concerns, this will
give Bill an opportunity to share with Ricky if he has any prior tasks that might interfere with
being able to take on the project. If Bill can proceed with the project, Ricky must make sure he
communicates the expected results, timeline, and any specific parameters of the project.
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One major component that will need to be addressed is Bill's authority. So far it has not
been clearly stated if Bill should complete this project without the help from other employees
who may be subject matter experts in the various steps of the negotiating process. Even if Bill is
to complete the job on his own, Ricky should still inform employees that Bill might need to
contact them with questions or inquiries. Ricky should let everyone in the group know that Bill
will be handling this new project and the level of authority given to him to complete it. This will
alleviate any boundaries with other employees that may stand in the way for Bill when trying to
gather the appropriate information needed.
The timeline given to Bill to complete this project should contain some time blocked off
to complete any revisions prior to the deadline. There must also be time to provide Bill with
feedback on his performance for this particular project before the end completion date. If Bill is
going to work on the project, then Ricky will need to establish the proper feedback channels.
Overall, effective delegation in the workplace is always a job that cannot be taken lightly.
In order for any employee to properly complete a project, he or she will need to be given all of
the details, expectations, and any authority needed to do so. In addition, the delegator assigning
the work must always take the necessary steps of ensuring that individual has the time,
experience, and skills necessary to complete the project. Furthermore, follow through is also a
vital part within any project timeline. In our specific example, Anne should have double checked
to make sure Ricky was able to complete the assignment and that his current workload would not
interfere or prevent him doing so. This would have eliminated any possible issues or feelings of
let down for both parties and helped ensure the project be done adequately.


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References
Robbins, S., & Coulter, M. (2012).Management (11th ed.). Upper Saddle River, NJ: Prentice
Hall.
Schweitzer, K. (2012). Delegating Responsibility. Retrieved from
http://businessmajors.about.com/od/employmentaftergraduation/a/delegate.htm