Test 2 ch 5

Question 1

1. Differentiate between the process and the

condition of delegation.

Answer 1

1. Delegation is both a process and condition
2. Condition of delegation goes beyond the process
3. Mutual understanding between supervisor and employee of how

results are to be expected and how they are to be achieved.

Question 2

2. Why is it essential in delegation to provide both responsibility and authority in equivalent amounts?

Answer 2

a. Proper delegation has always consisted of giving someone responsibility for task completion and also giving that person the means and authority required to complete the task.

Question 3

3. What is the primary reason for failing to delegate properly and why is overcoming this barrier difficult for so many people?

Answer 3

a. Old habits are a major reason for failure to delegate.
1. Long standing habits
2. Perceived lack of time to delegate
3. Prefer to do the tasks themselves
4. Feel employees are not capable
5. Fear competition from subordinates
6. Fear loss of credit for accomplishment

Question 4

4. Cite three reasons why failure to delegate can be harmful to the employees in the group?

Answer 4

1. Unchallenged people do not exhibit high morale
2. Productivity and quality suffer
3. May lose its better people as they go elsewhere in search of work

Question 5

5. List the steps in the basic delegation pattern.

Answer 5

1. Select and organize the task…create procedure
2. Select the person…who is ready
3. Instruct and motivate the person “what is in it for me?”
4. Maintain control - not too much or too little
5. Follow up, follow up

Question 6

6. Why is the supposed freedom to fail important?

Answer 6

1. Failures at delegation must be shared
2. We learn from our failures
3. Punishing employees makes little sense.
4. Employees that are harshly critized may shy away from initiative

Question 7

7. If delegation is supposed to save time, why should the supervisor learn to delegate if this process alone takes more time?

Answer 7

1. Proper delegation is an investment
2. Returns of delegation are not immediate
3. Weeks or months may pass before improvements can be seen

Question 8

8. Explain why the occasional supervisor might fail to delegate because he or she fears the competition of subordinates.

Answer 8

1. Difficult to avoid thinking of competition from subordinates
2. Presence of two or three eager for promotion-oriented employees
3. Insecurity
4. “Does my boss think I am doing a good job?”

Question 9

9. What is the value of studying how your superior does or does not delegate to you why your primary interest lies in delegating to your employees?

Answer 9

1. Allows you to look out for your best interests as well as the best

interests of your employees.

2. Improves the effectiveness of how you delegate
3. Improves communication with supervisor
4. Allows you to deal with employees similar to how the boss deals with

you.

Question 10

10. What might be the risk to the department as a whole if the supervisor consistently fails to delegate?

Answer 10

1. Moral goes down
2. Acquire a reputation for discontent
3. Productivity and quality suffer
4. Employees go elsewhere for work