GLENCOE BUSINESS MANAGEMENT RealWorld Applications Connections Section 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority In this section: Within an organization, managers have authority to direct workers. This section discusses: • Maintaining Authority • Enforcing the Unit of Command Principle • Why Delegate? • Learning to Delegate • Resistance to Delegating Copyright © Glencoe/Mc. Graw-Hill Slide 1 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority What You’ll Learn • Three benefits of delegating. • Five reasons some managers are reluctant to delegate. • How managers delegate effectively. Copyright © Glencoe/Mc. Graw-Hill Slide 2 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Why It’s Important Managers cannot and should not make all decisions themselves. Copyright © Glencoe/Mc. Graw-Hill Slide 3 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Key Terms • delegate • subordinate • unity of command • span of management • accountability Copyright © Glencoe/Mc. Graw-Hill Slide 4 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Maintaining Authority Managers can maintain authority by delegating some of their authority and responsibility by: • Enforcing the Unity of Command Principle • Establishing an Appropriate Span of Management • Giving Subordinates the Authority to Make Decisions • Ensuring Accountability Copyright © Glencoe/Mc. Graw-Hill Slide 5 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority The Unity of Command Principle • • Employees should have only one immediate supervisor. Confusion is likely to result when a worker has to report to two people at the same time. Copyright © Glencoe/Mc. Graw-Hill Slide 6 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Establishing an Appropriate Span of Management The span of management, or span of control, defines the number of subordinates a manager can effectively control. The factors that determine how many subordinates a manager can handle include: • the complexity of the jobs subordinates perform • the quality of the people who fill the positions • the ability of the manager Copyright © Glencoe/Mc. Graw-Hill Slide 7 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Copyright © Glencoe/Mc. Graw-Hill Slide 8 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Why Delegate? • Some tasks are too time-consuming to handle alone. • Some tasks are too routine to warrant a manager’s attention. • Some tasks may require special skills that a manager may not possess. Fig 2 -1 Copyright © Glencoe/Mc. Graw-Hill Slide 9 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Learning to Delegate In order to delegate, managers need to: • identify which tasks can be delegated. • analyze how they spend their time. • look for tasks that can be handled by subordinates • determine which subordinates can best handle the task. • make sure that the subordinate to whom they delegate understands and accepts responsibility for the task he or she is being given. Copyright © Glencoe/Mc. Graw-Hill Slide 10 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Copyright © Glencoe/Mc. Graw-Hill Slide 11 of 12
GLENCOE BUSINESS MANAGEMENT Real-World Applications & Connections Section 12. 2 Delegating Responsibility and Authority Fact and Idea Review 1. What is the unity of command principle? 2. Name three factors that control the number of subordinates that a manager can handle 3. Give three reasons why it is important for managers to delegate. 4. Explain the process by which managers determine which tasks to delegate. Copyright © Glencoe/Mc. Graw-Hill Slide 12 of 12
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