Case Study 1: Delegation of Authority & Supervisor Responsibilities môn Principle of Management | Trường Đại học Quốc tế, Đại học Quốc gia Thành phố Hồ Chí Minh

⇨ Answer:
1. The cause of the reluctance to delegate authority and responsibility are:
● Insecurity. Managers are reluctant to take risks to delegate tasks, or maybe
afraid of losing power if subordinates are better in performing the task.
● Manager’s inability. Some managers can be very irregular in future planning.
● The lack of trust to subordinates.
● The manager feels that the subordinate would prefer not to have the right of decision-making.
Meanwhile, reluctance to accept the authority or responsibility are:
● Insecurity for subordinates to avoid the responsibilities and risks.
● Subordinates’ fear of being criticized or punished for making mistakes.
● Subordinates do not get enough stimulation to load additional responsibilities.
● Subordinate is lack of confidence and feel depressed when delegated with
greater decision-making authority.
2. Supervisors are people who deal directly with the manager. But in the
context of responsibility, the supervisor has a task which is no less severe. In
many cases, supervisors have strategic tasks because they directly plunge
into the field to implement all the plans of the manager.
-The main responsibilities of a supervisor can therefore be summarized as the following:
● To plan day-to-day activities and targets within the goals set by upper management.
● To assign specific tasks to employees.
● To oversee hour-to-hour results.
● To report daily feedback and information.
● To take immediate corrective action at the activity site.
● To train, motivate, and evaluate employees
3. Before delegating authority and responsibility to subordinate, a supervisor
had to know the steps of doing delegation such as deciding what to delegate,
activity analysis, and clarifying a supervisor’s assignment.
Deciding what to delegate. It has some important points. A supervisor has to
provide enough time to draw up a list of tasks that should be delegated
rationally and can be carried out by staff. A rational task includes of
technical tasks, almost all his technical tasks delegated by the supervisor to
staff. Meanwhile, managerial tasks cannot be delegated everything because
the task requires supervision and authority. For example, staff can arrange a
planning, purchasing budget. But the task for approval, recommendation,
and implementation is still the supervisor’s right and authority. 4. How to delegate a staff:
● Provide enough time to draw up a list of tasks that should be delegated
rationally and can be carried out by staff. Then prepare reports continuously,
answer questions, prepare a schedule of sequential criteria necessary time
and importance to the institution.
● Choose a suitable person to perform the duties of the affluent based on
capabilities and other conditions.
5. How to develop a staff in delegation:
● Provide direction and motivation to staff. One mistake in the delegation is
the absence of a clear direction.
● A proper supervision. A supervisor should be able to determine when and
what needs to be done by controlling the staff.
● Over-control: control too much will spoil delegates given.
● Under control: Less control will also adversely affect the delegation, where
the staff will not be productive and significantly impact the results. Conclusion
Delegation is devolved powers, authority, and responsibility to others. Works that
are routine-orientation should be delegated to others so that a supervisor can use
the time to perform his duties as a manager/supervisor.