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  • Subject area(s): Marketing
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  • Published on: 14th September 2019
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Management: Organizing as a Managerial Function

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Management: Organizing as a Managerial Function

Introduction

The various functions of a manager provide a unique description of what exactly is the manager's job. Most of the common functions of management include organizing, controlling, planning and effective leadership. These functions define the unique processes involved in management distinctively from marketing to accounting to finance and other basic functions of management (Management Study Guide, 2013). Further, the laid down functions make provision of useful means to classify management information and other fundamental data in management with organization around a functional management framework. It for the reason of exploring managerial functions that this discussion will focus on discussing on delegation as a function of management, the relationship between empowerment and delegation and, ultimately, explore the potential risks involved in delegation.

Delegation as a managerial function

Basically, delegation refers to the transference of obligation for performance of an activity from one individual to another with the latter having less accountability of the activity outcomes. Delegation is important when it comes to management because the manager might not be in a position to complete all organizational process all by himself (Mind Tools, 2007). Since the manager takes responsibility of the outcomes involved in the activity, a major factor considered in delegation is direction. Direction is effectively performed as an active process that involves monitoring, guiding and evaluation of the activities being performed.

Healthcare practitioners hold high-placed positions of responsibility and trust in the community and as a matter of fact, they must be responsible all their actions and decisions. Effective delegation as a managerial function in healthcare is only done to registered nurses who are able to justify their actions. Registered nurses working under a particular department are trusted with the care responsibility and ensure that they use their professional knowledge to undertake the delegated duties. Therefore, the responsibility of the overall manager is to direct, evaluate and supervise the activities performed by the registered nurses trusted with specific institutional responsibilities (Mind Tools, 2007).

Relationship between delegation and empowerment

On one hand, delegation principally refers to the means of choosing or electing an individual to act as a characteristic for another. On the other hand, empowerment can be used to mean giving power, authority or influence to a different person. The difference is evident from the separate definitions. Delegation deals with transferring something to someone giving the leash to act as your representative just as you would have acted yourself (Capron, Bill, Kuiper, Dick, Levy, Len, & Dureno, Dennis, 1995). To empower means to give power to a different person who has enough power and authority to perform certain duties on your behalf. This means that there is a proper time for delegation and, therefore, proper time for empowerment.

Both delegation and empowerment deal with transference of power, activities and opportunity to a different person who should be acting on your behalf. Even with this similarity, there is a huge difference between empowerment and delegation. A fundamental difference is that delegation focuses on raising disciples while empowerment nurtures leaders (Capron, Bill, Kuiper, Dick, Levy, Len, & Dureno, Dennis, 1995). Delegation keeps one at the center of the activity while delegation places one at the center of the activity. Delegation involves less work for one in the short term while empowerment is more work in the same short run.

Potential risks in delegation

Most times managers within organizations try to do everything by themselves. This is because assigning work to other might lead to poor performance. Even though assigning work to different people has always been an integral part of having activities performed efficiently, there are still a lot more managers who are uncomfortable with the function of delegation (Summers & Norwicki, 2006). However, when delegation is not done, there is a risk of ending up having too many activities to accomplish with less time which might potentially cause undue stress. Other potential risks of delegation include the insecurity presented by subordinates who may want to outdo their bosses, the boss' lack of confidence among the subordinates and incompetency among subordinates and, therefore, not performing as required.

Conclusion

Management, just like leadership involves having influence on other people even while attaining organizational goals. Effective leadership requires a manager to have proper development of leadership skills and understanding of the numerous functions of management and their contribution to success. Delegation and empowerment are one among the many methods used in influencing the employees and, thus, they should be properly carried out for effective delivery. Although there is a huge difference between delegation and empowerment, delegation ultimately affects the process of empowerment and empowerment is a completion of the delegation process.

References

Capron, Bill, Kuiper, Dick, Levy, Len, & Dureno, Dennis. (1995). The manager's role. Manufacturing Systems, 6A.

Management Study Guide (2013). Functions of management. Retrieved February 15th, from http://www.managementstudyguide.com/management_functions.htm

Mind Tools (2007). Successful delegation: How, when, and why. Retrieved February 15th, 2016 from http://mindtools.com/pages/article/newLDR_98.htm.

Summers, J. & Norwicki, M. (2006). Delegating and monkeys: Who's in charge? Healthcare Financial Management 60(6), 114.

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