Case Study 1 - Delegation of Authority and Responsibility Analysis môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

CASE STUDY 1 Introduction
Sometimes a person who is in a position to have various limitations to do a job, the
amount of work, and expertise. If these limitations cannot overcome, it will worsen
the performance of the organization. It is necessary to do the delegation of
authority and responsibility or so-called delegation. Delegation means of the act of
empowering to act for another, or a group of persons chosen to represent others1. Case Study (1) Questions
Leo Harris, one of your assistants in a fire insurance company, is in charge of a
group of clerical workers who review changed policies, endorsements, and riders,
calculate commissions, and maintain records.
He is meticulous, and everything coming out of his group is perfect. He does not
delegate authority and responsibility, but rechecks in detail all the work turned out
by his group. He keeps turning back to them careless and inaccurate work until it is
perfect. As a result, he is busy from early morning until late at night doing detail
work and neglecting his role as a supervisor.
His workers have figured him out and are taking it easy. They do slap-dash work
and correct it as often as he returns it. You are afraid that Harris is overworking and
heading for a nervous breakdown. You have told him in general terms to delegate
authority and responsibility and to discipline his group. He says that you just can’t
find people anymore who have pride in their work or concern for the company and
that if he fires any of his people or they quit the replacements would probably be worse.
1. What are some of the reasons why do people do not delegate authority and responsibility?
2. What are Harries’ responsibilities as a supervisor? 3. Which can he delegate?
4. How should he go about delegating them?
5. How can you go about developing them in him? ______________________________
1. Managers do not want to delegate authority and responsibility because of
some reasons. Firstly, it is the “Self- doubt” phenomenon, which can be
explained that the managers are reluctant to delegate task to his employees
or afraid of losing the power if their subordinates perform better than
him/her. On the other hand, Harris do not believe his staffs’ responsibility.
He is anxious about the possibility that the work which he is doing may be a
disappointment and that they need to recheck and re-try it once more. “He
says that you just can’t find people anymore who have pride in their work o
concern for the company and that if he fires any of his people or they qui
the replacements would probably be worse.”
2. As a supervisor, Harris have the everyday obligations and he should watch
or watch the representative execution to guarantee that all actions are done
as per particular and due date.
3. He can delegate (Maintain supervisory control) since delegation isn’t the
relinquishment of errands. As a leader, you are still eventually in charge of
your activities and decisions; subsequently time ought to be put aside to
watch and meet with the subordinate for finish and survey of the appointed zones.
4. He should choose the assignment to be appointed and coordinate it to the
best possible individual. Delegation isn’t the task of routine errands to any
individual who happens to be accessible, there is a need to survey qualities,
shortcomings and past encounters and after that coordinate them with
undertakings that will use their qualities and experience.
5. Developing these leader characteristics in anyone is not comparing yourself
with others, not concentrating on weaknesses while concentrating on
strengths, partnering with others to get rid of your weaknesses and using failure as motivation.
6. What are some of the leadership characteristics that Harris lacks?
He needs attributes like inability to impart to individuals who don’t appear
to get it in light of the fact that the leaders are always flummoxed by them,
by then authority and interchanges issue happen. Extraordinary leaders can
impart successfully crosswise over mediums, supporters, and conditions.
They are attentive people, liquid masterminds, it’s about them. Any leader is
just on a par with his or her group’s craving to be driven by them. Genuine
leaders assume the fault and give the credit.