Delegation in MGM Transport - Essay Example

I. Delegation in MGM Transport Different managers have different styles and approaches in going about their tasks and responsibilities. Some want what they want when they want it. Others on the other hand work through the principle of compromise wherein open communication facilitates the exchange of pertinent ideas related to certain issues or problems. In MGM Transport, managers used to be traditional in the manner that they addressed issues and situations. Most of the managers used to order people around without hearing what their subordinates or team members have to say. They believed that delegation back then involved giving out orders and expecting their subordinates to fully comply or accomplish such orders. However, there has been a significant transformation in management style and approach of MGM Transport's managers. After attending a management seminar, most of the managers adapted a new way of dealing with their team members or subordinates most especially in the manner the delegated tasks to their subordinates. Delegation in MGM Transport is now all about asking questions and hearing out what the employees have to say regarding specific concerns. Managers in the company now place more value on what the employees have to say. So before they dish out orders left and right, the managers consult their people, ask them questions, and make them give their suggestions as to how the issue will be solved. As early as the planning stages, the managers now involve their team members. The plan of action which used to be the responsibility of the manager has now become collaboration between the manager and the employees. A specific instance that will demonstrate how such delegation process occurs in MGM is when the issue of the need to expand the company's less-than-a-truckload (LTL) services. John Adams, a member of the sales team, was tasked to study the need to expand the company's LTL services and which regions or areas must be considered. Before coming up with any decision or plan of action, John called for a meeting with his team. He told them of the situation and asked them what they have to say about it. Adams asked them for suggestion as to how to proceed with the task. When everyone had said their piece, John and his team worked out a plan that will resolve the issue at hand. By involving his team in the planning process, John was able to eliminate possible misunderstandings that commonly occur when the team members do not have sufficient knowledge or background on the task that needs to be done. It was only after the consultation process did John divide the tasks among the team members. Each member was assigned to do things that fit into his area of expertise the best. No one person was given too much or too little duties. Delegation in MGM used to be a big concern and a weakness of the managers. However, this has greatly changed. Today, delegation has been utilized by MGM managers as an effective tool that will increase the productivity of the company. II. Delegation in Other Areas and Activities The case of MGM Transport demonstrates a situation wherein delegation was effectively used in the planning stage. Delegation, however, is applicable not just to the planning phase. Delegation can be used in several other phases and stages in an organization. There are various ways by which delegation can be valuable to an organization and the various processes embedded in its operations. As seen in the example of MGM, delegating in planning requires the involvement of key employees whose skills and capabilities are necessary for the resolution of a particular issue. When in the planning process, it is vital for the manager to be aware of the various perspectives and points of view of an issue. Moreover, any manager in any organization would want that he would have as much suggestions and ideas from as many angles and sides when he makes decisions on certain issues. It is in this case wherein delegation can ease the planning process. Not only will delegation reduce the pressure on the manager, it will likewise lead to the formulation of the best-suited courses of action. Delegation can provide the pertinent perspectives that managers and decision-makers need when faced with certain issues that require resolutions or decisions. Delegation assists in the organization process as well. Leaders and managers usually have a hard time organizing their company or firm. Often times, certain areas of the organization are overlooked and not given the proper attention. Since leaders and managers are given multiple responsibilities, it is not impossible that certain failures or mistakes may be committed. Through delegation, leaders of the organization can transfer certain responsibilities or duties to certain competent and capable employees. In doing so, the manager eases the burden on his shoulders. The leader has less to worry about since he knows fully well that the task is in capable hands. With more time on his hands, the manager or leader can give more attention to organizing. He can become more detailed. Furthermore, by delegating duties to employees that can handle these effectively, the leader get to focus more on higher priority issues that need his attention more. Through delegation, the manager creates more space for him to prioritize the most pressing issues thereby effectively improving the organizing process. Control in the organization is also improved through delegation. Leaders and managers are tasked with establishing control within the organization. However, managers are usually given heavy workloads. The responsibilities given to them are quite heavy and they are tasked to attend to several areas all at the same time. When this happens, managers tend to lose control over one of the areas they take care of. Through delegating, the manager gets to free himself up. By doing so, he allows himself to give proper attention to the areas he handles. The manager cannot control everything effectively. Most probably, he will lose control over one these. By delegating the responsibility for a specific project, task, or duty to an employee who sees as having the right qualifications and the necessary skills to perform the task, the control of that particular project is increased since the attention given to it is greater than if it were handled by a manager preoccupied with other concerns. Effective delegation involves achieving the correct balance between effective control of work and letting people get on with jobs in their own way. Delegation is an effective tool that is beneficial for employees, managers, and the entire organization. However, delegating effectively is not as easy as most people think. Effective delegating does not simply mean telling someone what to do and when to do it. To effectively delegate, a manager must go through certain steps. Moreover, effective delegation requires the manager to have certain skills. III. Skills and Steps in Effective Delegation According to Gemmy Allen (1998), "The delegation process has five phases: (1) preparing, (2) planning, (3) discussing, (4) auditing, and (5) appreciating." Preparing involves the identification of what should and should not be delegated and which employee will be the most-suited for the delegated task. Planning entails meeting with the chosen person and describing the task. Discussing involves the analysis of possible courses of action. The 4th step, auditing is, "Monitoring the progress of the delegation and making adjustments in response to unforeseen problems." (Allen, 1998) The last stage is appreciating. It is at this stage that the manager accepts the completion of the task and lauds the subordinate for his efforts. One of the skills essential in delegating effectively is that managers need to know their subordinates really well. Managers need to know what their subordinates can do and what they cannot. It is also vital for managers to know how to communicate with his employees. Effective delegation calls for active listening skills and critical thinking. Managers need to maintain an open mind for the suggestions that their subordinates may give. Lastly, effective delegation is hinged on the principle of trust. Managers must know how to trust their subordinates and their capabilities before they can pass on responsibility for certain tasks. Without trust, no manager can delegate effectively. Reference: Allen, G. (1998). Delegating. Dallas Tele College. Retrieved Feb. 9, 2006 from: http://ollie.dcccd.edu/mgmt1374/book_contents/3organizing/deleg/delegate.htm. Read More