blog 4 delegation and decision making

Delegation and decision making process have similar traits. Both start at the manager and the manager is responsible for both of the task. The one thing that a manager can not delegate is the accountability. If the manager makes a bad decision to delegation too many tasks or the same task to the same employee that employee might get discouraged or even might leave the organization.

Both decision making and delegation have steps that a manager need to complete before choosing either to make the decision or to delegation. In decision making there are 6 steps. the last three of the decision making process are Choosing, Implementing, and Feedback. like wise, the delegation process requires a manager to choose an employee that they feel can handle the task about to be delegated to that employee. The next step is to go over all the task with that employee so that they understand what is need to be done in what time frame. Finally, check up on that employee that has the delegated task and see if there is any barriers or problems with the task. If so, the manager should work with the employee to figure out how to solve this issue that he/ she has encountered.

Turk, W. (2009). Effective Delegation. Defense AT&L, 38(6), 54-56. http://search.ebscohost.com.kaplan.uah.edu

"I neither received nor gave assistance in this assignment."

Nicholas Gates

Effective Delegation VS Decision Making

Delegation and decision making have a couple things in common. For one, delegating tasks is a decision that was made by the manager at one point in time. Once the decision to delegate has been made, the responsibility of decision making for that particular task becomes the subordinate's. Other than that they have nothing else in common. Delegating is the act of passing down the responsibility for a task to a subordinate in order to train, boost moral, and eliminate stress from the manager. Decision making is just what it says... making decisions.

JP

Blogg #3

Jerome Payne in the article Integrated management had many interesting points about how moving or expanding your company to another location outside your home country needs to have some points addressed. One of the major issue that needs to addressed is how your company and the products that you will enter in that market will be affected by the culture. For instances, you do not want to open an American brand company in the middle east and think that it will be a success. What kind of culture of society does this country have? Jerome also stated due to the culture of the of the new location the manager may need to alter their way of managing their employees. For instances, if you have a new location in Egypt and you have a female manager trying to train her new employees well they might not have the same respect for her due to their culture where women do not have the same rights as men.

Jerome main points have strong meaning for all companies trying to expand or grow to complete in a global market. I would have to agree with most of his points. Jerome makes some very interesting points that i didn't even fathom. But I think that it shouldn't matter what a person color, sex, etc is if they can do the job right then what is the issue. I can see that it can be an issue for a company trying to get that advantage on its competition.


Payne, J. (2007). Integrated Management. Financial Management, 42-47.

NG

The article Integrated Management was a very interesting article to read and I agree with what it has to say. Jerome Payne explains in his article why it is important for multinational organizations need to be sensitive to the culture differences between the countries in which they operate. In the Unite States we have individualism which helps the management styles of different business and organizations. Another example of this style that Payne talks about is that like the US other countries have high priorities in power distance, uncertainty avoidance, individualism, and masculinity. He also explains Gret Hofsteded's organizational structure.

Gret Hofsteded is a expert on the interactions between national and organizational structure. He came up with this organizational structure and well his research hasn't yet proved that national culture transcends organizational factors but does suggest that there are different management styles in different countries that may reflect that country's trend, values, and beliefs. This article with Hofsteded's view and Payne's view really gave me a clear view on how different countries deal with management and their organizational structure.

Payne, J. Intergrated Management. Paper P5 (Also of Interest to P6 Candidates).
JC