The Preconditions for Successful Delegation of Decisions

Autor: Glavić, Dino
Přispěvatelé: Lacmanović, Sabina
Jazyk: chorvatština
Rok vydání: 2020
Předmět:
Popis: Odluke se donose na svim hijerarhijskim razinama samo je razlika u važnosti pojedine odluke koje je donesena na tim razinama. One važne odluke, planove, strategije donosi vrhovni menadžment, dok one rutinske, svakodnevne donose osobe na nižim organizacijskim razinama. Delegiranje smatramo jednom od važnijih vještina menadžmenta kojom se veoma uspješno može voditi određenu organizaciju. Naime delegiranje označava prenošenje zadataka, autoriteta, odgovornosti na drugu osobu. Najčešće u poslovanju osobe na višim razinama delegiraju onima na nižim. Za uspješno delegiranje potrebno je osigurati nekoliko preduvjeta koji će pomoći zaposlenicima u obavljanju zadanog, ali i omogućiti sam proces uspješnog delegiranja. Protok informacija važan je preduvjet za uspješno delegiranje s obzirom na to da zaposlenici kao i menadžeri trebaju informacije potrebne za obavljanje i rješavanje nekog zadatka. Također kao preduvjet javlja nam se i spremnost menadžera na prepuštanje jednog djela posla svojim podređenima kako bi se on mogao posvetiti nekom važnijem zadatku. Kako menadžer mora biti spreman na delegiranje tako i zaposlenik mora biti spreman prihvatiti dodijeljenu odgovornost. Poznavanje zaposlenika uvelike pomaže menadžeru prilikom dodjele odgovornosti i podjele posla s obzirom na to da poznaje vještine, znanja i osobine zaposlenika te tako može lakše dodijeliti odgovornost pojedinim zaposlenicima. Delegiranje doprinosi svima, kako menadžeru, zaposlenicima tako i organizaciji, postoji puno više prednosti nego nedostataka delegiranja stoga je veliki broj menadžera sklon delegiranju. Zaposlenici obavljanjem delegiranih zadataka unapređuju svoje vještine i znanja koja će im biti potrebna u budućnosti. Decisions are made on all levels of the hierarchy, the only difference is the importance of the decision being made. The most important decisions, such as plans and strategies are made by the top management, while decisions that are a part of a routine, made on a daily basis, are the ones made by the lower management. There are several different management styles out there, but the 2 most different from each other are the autocratic and the democratic style. In the autocratic style, only one person makes all of the decisions, most of the time the head of the company, while in the democratic style, the decision making process is divided between all the levels of the hierarchy. The democratic style is used mostly by larger organizations that have a lot of employees and a wide infrastructure, where delegation is desirable. Delegation is considered a very important skill for managers to have, and use to successfully run an organization. Delegation signifies the transfer of responsibility and authority of a task from one person to another. In business terms this occurs when managers in a higher position in the company transfer the authority to the ones in the lower levels of the hierarchy. For this to occur, there are several conditions which have to be met in order for it to be successful. The flow of information is one of these conditions, seeing as both managers and employees have to have information available in order to perform a certain task. Also, one of the conditions is the preparedness of the manager to actually delegate a piece of his work to his subordinates, in order for him to focus on other tasks. Just as the manager has to be prepared to delegate his work, so too do the employees, who need to be ready to accept the responsibility and complete the tasks delegated to them. One thing that helps towards this is the knowledge of the employees, which greatle helps the manager decide which employee has the skills and personality needed for the responsibility of the task, making it easier to choose. Delegation benefits everyone, including the manager, the employees and the organization as a whole, and there are a lot more advantages than disadvantages, which is why a big number of managers in today's organizations tend to delegate. Employees who complete the task delegated to them improve their skills and knowledge, which will be helpful in the future when completing certain tasks. The company shown as the example gives us evidence that as the organization grows, the need to delegate grows with it, which enables the organization to continue to operate as the manager isn't overloaded with work, while the employees feel needed, which they are, for the ability to make critical decisions in the organization.
Databáze: OpenAIRE
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