M3.21 Organising and Delegating

Topics: Management, Delegate, Team Pages: 5 (1450 words) Published: January 3, 2011
M3.21 Organising and Delegating

Organising people to achieve objectives

Effective and efficient use of the team’s knowledge & skills while planning to achieve work objectives

Organizing is the managerial function of arranging people and resources to work towards a goal. In order to achieve objectives in an effective and efficient manner it is important to have a good knowledge of the team’s skills. Issues such as lack of motivation in the team, fearing of undervaluation or a poor attitude to work could fail the task and at the same time enthusiastic, motivated and given responsibility for their work team, can reach the targets and successful results. Overall objectives of the firm could be failed if the wrong person is chosen, therefore the individual goals of the employees have to be set in order to their respective skills.

In other words a successful manager is one who selects the right people for the right jobs, and assigns them to tasks that are suitable with their skills and proficiencies. To do so five steps are required: Break down the team’s goal into specific, individual tasks; Rank activities by their dead lines, priorities & importance; Analyse skills needed for each task;

Consider the competencies of each team member;
Match each individual to the respective task.

Schedule and allocate work to the team

An easy way of doing this would be to write down the competencies needed for each task on one note and to put all the competencies of each team member in the table or matrix. Then finally people can be easily matched to their respective roles. Most-likely in real life situations difficulties like overlaps and lots of gaps could occur, but this technique could be a great starting point in allocating work to the team.

HR planning can be used to assure output & quality

However it is possible to minimise or even to avoid situations where overlaps and gaps occur in a team’s work allocation. To do so, a manager needs to oversee & organise human resources. He needs to consider forecasts of future work loads, productivity and staff turnover. It is also imperative to be able to anticipate change rather than waiting for a problem to arise first. Simple manoeuvres like training employees or recruiting staff with core competencies could be executed in order to meet new firm’s requirements.

The benefits of human resources planning are primarily on the work quality or output. It helps in the scheduling and allocating of jobs to the right personnel. Also it helps the organisation to manage changes in demand variations and recruitment by providing information about how the current human resources of the organisation are contributing to the successes or failures of key business objectives.

Delegating to achieve workspace objectives

Example of delegation & empowerment

I am a prime example as I work for myself. In other words I’m a sole trader and I have only one employee. It is very rare that I have to delegate responsibilitie. But once a year, a couple of weeks before the 1st of July and about a month after, to meet the demand of the business I have to hire some extra personnel. Since those six weeks is a relatively short period of time and the amount of work in this period is very high, delegating to achieve objectives turn into the normal and essential every day practice in conducting my business.

Each year, on the 1st of July, thousands of students move into their new homes. It’s the busiest day of the year for all the rental companies, individual landlords and of course businesses like mine. I provide a complete service to all landlords of which includes general maintenance, cleaning, furniture sales and deliveries, facilities management and much much more.

Normally to meet the demand of cleaning I have to create two or three new teams. The management of those teams is to delegate to my only employee. By delegate I mean that I give him the responsibility to act on my behalf, as...
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