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Why is poor delegation of authority often found to be the most important?
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∙ 14y ago
5.Why is poor delehttp://wiki.answers.com/Q/r/2qation of authority often found to be the most important cause of manahttp://wiki.answers.com/Q/r/2qerial failure?
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∙ 14y ago
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What is delegation in management?
Effective Delegation is often one of the hardest skills for a manager to master. However, the skill can be learned. A key aspect of leadership is delegation. Unless you delegate tasks to your subordinates, your team will become inefficient and demoralized, and delegation is needed for the proper functionality of the organization. Delegation is also a way to take some workload off of the superior for the fact that he cannot handle all the organizations task's on his own. Using formal authority and responsibility thereof, delegation is an assignment to another person. Delegation of authority has very little debate over it, but it should definitely be delegated, this is the basis of the scalar principle, which is the level of authority on a scale from the highest to lowest level in the organization.
What is the importance of control in management?
•Critical link back to planning -No control often sidetracks a good plan •Facilitates goal achievement -Are objectives being met? -If not, WHY not? •Makes delegation easier/better -Provides feedback on performance of delegated authority •Opportunity for delegation over-ride •Trust, but verify portion of management
Why is poor delegation of authority often found to be the most important cause of managerial failure?
Although delegation can provide benefits to the organization, many managers lack the motivation or knowledge to delegate effectively, and thus delegation (or lack of delegation) may be detrimental to the company. Managers' lack of motivation to delegate may be associated with a number of fallacies associated with delegations. Many managers believe that "if you want it done right, you have to do it yourself." While this is at times untrue, because the ultimate responsibility for a task lies with the manager, this attitude often prevents delegation. Other reasons for a lack of motivation to delegate are lack of trust in subordinates, fear of being seen as lazy, reluctance to take risks, and fear of competition from subordinates. Some of these barriers are correctable through management training and development, but others may not be easily overcome. Mangers may also lack the competencies necessary to delegate effectively. They may choose the wrong tasks to delegate, the wrong subordinate to trust, or they may provide inadequate direction to the subordinate when delegating. Improper delegation can cause a host of problems, primary of which is an incorrectly completed task, which may hurt the overall productivity of the organization. Additionally, the careers of the manager and subordinate may suffer. The manager is likely to take the blame for delegating the wrong task, delegating to the wrong person, or not providing proper guidance. The subordinate may also take the blame for doing the task incorrectly. Thus, poor delegation may detract from the personal success of managers and employees.
Is project management designed to transfer power from the line managers to the project manager?
Well, you might be surprised to know that a project manager has no formal authority whatsoever. In fact, in most organizations, the authority (or power, whatever you want to call it) still lies in the hands of the line/functional manager who often abuses it. The project manager, unless working in a projectized organization does not own the resources and does not have any authority (power) over the resources. A lot of conflicts between the line manager and the project manager arise because of this situation (imagine trying to get people to do some work over whom you have no authority whatsoever). Smart project managers, in this situation, try to earn some informal authority over the resources. Sunil Pal
It is more important to do what is strategically right than what is immediately profitable?
It is more important in the long term to do what is strategically right than what is immediately profitable. Doing what is immediately profitable can often lead to profit issues later.
What is delegation in management?
Effective Delegation is often one of the hardest skills for a manager to master. However, the skill can be learned. A key aspect of leadership is delegation. Unless you delegate tasks to your subordinates, your team will become inefficient and demoralized, and delegation is needed for the proper functionality of the organization. Delegation is also a way to take some workload off of the superior for the fact that he cannot handle all the organizations task's on his own. Using formal authority and responsibility thereof, delegation is an assignment to another person. Delegation of authority has very little debate over it, but it should definitely be delegated, this is the basis of the scalar principle, which is the level of authority on a scale from the highest to lowest level in the organization.
What is importance of controlling in management?
•Critical link back to planning -No control often sidetracks a good plan •Facilitates goal achievement -Are objectives being met? -If not, WHY not? •Makes delegation easier/better -Provides feedback on performance of delegated authority •Opportunity for delegation over-ride •Trust, but verify portion of management
What is the importance of control in management?
•Critical link back to planning -No control often sidetracks a good plan •Facilitates goal achievement -Are objectives being met? -If not, WHY not? •Makes delegation easier/better -Provides feedback on performance of delegated authority •Opportunity for delegation over-ride •Trust, but verify portion of management
Why is poor delegation of authority often found to be the most important cause of managerial failure?
Although delegation can provide benefits to the organization, many managers lack the motivation or knowledge to delegate effectively, and thus delegation (or lack of delegation) may be detrimental to the company. Managers' lack of motivation to delegate may be associated with a number of fallacies associated with delegations. Many managers believe that "if you want it done right, you have to do it yourself." While this is at times untrue, because the ultimate responsibility for a task lies with the manager, this attitude often prevents delegation. Other reasons for a lack of motivation to delegate are lack of trust in subordinates, fear of being seen as lazy, reluctance to take risks, and fear of competition from subordinates. Some of these barriers are correctable through management training and development, but others may not be easily overcome. Mangers may also lack the competencies necessary to delegate effectively. They may choose the wrong tasks to delegate, the wrong subordinate to trust, or they may provide inadequate direction to the subordinate when delegating. Improper delegation can cause a host of problems, primary of which is an incorrectly completed task, which may hurt the overall productivity of the organization. Additionally, the careers of the manager and subordinate may suffer. The manager is likely to take the blame for delegating the wrong task, delegating to the wrong person, or not providing proper guidance. The subordinate may also take the blame for doing the task incorrectly. Thus, poor delegation may detract from the personal success of managers and employees.
What is a uninstructed delegation?
A uninstructed delegation refers to a situation where a person delegates a task or responsibility to someone else without providing any specific instructions or guidance on how to carry it out. The person receiving the delegation is given the freedom and autonomy to make their own decisions and approach the task in the way they see fit. This type of delegation is often used in situations where the person delegating has a high level of trust and confidence in the abilities and judgment of the person they are delegating to.
Which preposition follows the word authority?
If there is a preposition following authority, it is often "of" indicating the source of authority. The prepositions "in" or "for" would indicate the scope of authority.
An important natural resource often found in association with underground pools of oil is?
Natural gas
How do traditional authority and rational - legal authority differ?
Traditional authority is based on longstanding custom and beliefs, with power passed down through generations. Rational-legal authority, on the other hand, is based on established laws and rules, with power derived from one's position in a hierarchical structure. Traditional authority is often seen in traditional societies, while rational-legal authority is characteristic of modern bureaucratic systems.
What is the symbol of authority for nymphs?
Nymphs are mythological creatures often associated with various elements of nature. The symbol of authority for nymphs is often a Greek god such as Zeus.
What is a word to describe excessive use of 'we' in speech?
The word is "royal we." It refers to using 'we' instead of 'I' to give the impression of authority or significance, often perceived as pompous or self-important.
Which of Walter Miller's six characteristics of delinquent subcultures is often expressed as anger toward authority figures?
The characteristic of "hostility toward authority figures" is often expressed as anger toward authority figures in delinquent subcultures, as individuals in these subcultures resist and challenge the rules and norms set by authority figures.
What is the parity principle?
Authority and responsibility may often coincide.
