In the course of increasing global competition and cost pressure, companies are constantly forced to become more efficient. Reducing overhead, the number of employees and the streamlining of business units are measures that most companies have used since the early 90’s, both to ensure their survival and to increase shareholder value. While jobs have been cut, workload in general has rather increased than decreased, with the consequence that less people are left with more work. This holds especially true for the management layer, in which a substitution of human work by machines is not possible. These developments pose the question of how managers in the streamlined businesses of today can cope with the increasing workload, complexities and responsibilities. Delegation & empowerment surely play a major role. A proper application needs to be assured not only for the sake of the company and management but also for the employees whose motivation and performance largely depend on how capable their superiors are in delegating effectively. Therefore it makes sense to analyze how these tools work and how to make best use of them for the mutual benefit of everyone.
1.2 Objective and scope of work
The goal of this paper is to give the reader a general understanding of what delegation & empowerment is about. For this purpose, it is first of all necessary to establish clarity about the two terms. Therefore, paragraph 2 deals with the evaluation of different definitions from experts in order to find a clear separation between delegation & empowerment. In the following examination, the reader is supposed to understand the benefits of delegation & empowerment (paragraph 3) and what prerequisites need to be fulfilled to make best use of the tools (paragraph 4). After the description of common pitfalls with possible solutions, paragraph 6 gives clear guidelines for proper delegation in the style of a manager’s user manual. The seventh chapter finally shows the limits of delegation & empowerment.
Table of Contents
- Introduction
- Problem definition and relevance of the topic
- Objective and scope of work
- Delegation & Empowerment – Definition and separation of the terms
- Why delegate & empower?
- Benefits for the managers
- Benefits for the employees
- Prerequisites for successful delegation
- The right mindset
- Social skills
- Typical pitfalls and how to deal with them
- Excessive delegation without support
- The lack of meaningful delegation
- Delegation of primarily unpleasant work
- Guidelines for effective delegation & empowerment
- The limits of delegation & empowerment
- Conclusion
Objectives and Key Themes
This paper aims to provide a comprehensive understanding of delegation and empowerment, exploring their definitions, benefits, prerequisites, pitfalls, and limitations. It examines how these concepts can be effectively applied in a business context, particularly within management roles, for the mutual benefit of both managers and employees. The key themes of the paper include:- Defining and distinguishing between delegation and empowerment
- Identifying the advantages of delegating and empowering employees
- Examining the essential prerequisites for successful delegation
- Analyzing common pitfalls associated with delegation and their solutions
- Establishing guidelines for effective delegation and empowerment.
Chapter Summaries
The first chapter sets the stage by highlighting the growing importance of delegation and empowerment in a competitive business environment, particularly in response to increasing workloads and pressures on managers. The second chapter dives into the definitions of delegation and empowerment, exploring different perspectives and attempting to delineate between the two concepts. This chapter recognizes the challenges in achieving a clear separation, ultimately concluding that both terms are often used interchangeably and can be viewed as one singular concept. The third chapter explores the numerous benefits of delegation and empowerment for both managers and employees. It demonstrates how these practices can lead to improved efficiency, increased employee motivation, and enhanced job satisfaction. The fourth chapter focuses on the essential prerequisites for successful delegation, highlighting the importance of a supportive mindset and strong social skills on the part of both managers and employees. The fifth chapter examines common pitfalls associated with delegation, including the dangers of excessive delegation without sufficient support, the lack of meaningful delegation, and the delegation of primarily unpleasant tasks. It also provides practical solutions for overcoming these pitfalls. The sixth chapter presents a set of clear guidelines for effective delegation, acting as a practical manual for managers seeking to implement these practices effectively. The seventh chapter explores the limits of delegation and empowerment, acknowledging the situations where these practices may not be appropriate or effective.Keywords
The primary keywords and focus topics of this paper encompass delegation, empowerment, management, efficiency, employee motivation, job satisfaction, prerequisites, pitfalls, guidelines, and limitations. This work explores the practical application of delegation and empowerment within a business context, examining its impact on managerial effectiveness and employee performance.- Quote paper
- Matthias Heerd (Author), 2011, Delegation and Empowerment, Munich, GRIN Verlag, https://www.grin.com/document/201908
