Delegating for Growth - Essay Example

They fear loosing status, hence fail to assign high-profile jobs to their staff, and delegation of work is compromised, as the rookie manager is afraid of being resented by his peers (Walker, 2002, p.4). Secondly, rookie managers tend to depend highly on their bosses; this is usually a sign of disaster, since the new mangers will not learn to do his duties on his own. However, setting up brief meetings with their bosses may be of help to the new managers. In addition, lack of confidence contributes to a manager’s failure to inspire their team.

These managers face the challenge of addressing their staff members. Other than addressing the problem faced by their staff, they sit back hoping things will improve, whilst the other staff members become frustrated by their lack of actions. Lack of experience from managers compromises the efforts of addressing a problem that is affecting the organization and the team as well (Walker, 2002, p.7). Therefore, there is need to train the rookie managers on managerial skills so as to ensure that they understand their new roles, hence delivering effectively.

Supporting arguments. Delegation of duties is a function of a manager. Walker (p 4) insists that a rookie manager needs to understand that his new role has nothing to do with personal achievement; instead, it entails building his staff members. However, these rookie managers tend to have insecurities especially when assigning duties to their staff members, as they fear that the employees may outdo them. Therefore, managerial skills are very important, as they enable the new managers to understand their roles; these managers need training and coaching to enable them deliver.

The new managers need to be trained on how to delegate tasks effectively, hence enabling them to develop talented staffs that are an advantage to the company. Therefore, the managers will not be insecure about assigning duties effectively without prejudice. Supporting the new managers is necessary. When rookie managers are supported by their bosses, work life becomes easier; however, the kind of support given may be at a disadvantage, for instance, heavy reliance on their bosses could render them reluctant.

Walker (p5) insists that managers should only consult their bosses on critical issues, but not on the nitty-gritty ones. Brief meetings between the bosses and the managers are necessary, whereby, the new manager can ask questions and receive feedback on the pressing issues. The new manager is then able to organize his thoughts on how to deal with his staff members. In addition, a manager should be capable of projecting confidence to enable him inspire the team members This is due to the rapid changing technology that requires every manager to be updated and capable of dealing with challenging issues; failure to this leads to stress in the place of work.

The ability to deal with arising problems by addressing them other than watching and ignoring the situation is paramount for a manager. Employees gain confidence in a manager who addresses the problems affecting them and certainly puts the matter to rest, thus giving employees the will to perform. Bruch & Ghoshal (p5) add that, managers are not expected to do the inevitable; however, focused managers respond immediately to any arising issue that interferes with the organizational goals. It is however important for the managers to adopt managerial skills before being