COURSE: ORGANIZATIONAL BEHAVIOUR

PLEASE READ THE ATTACHED DOCUMENT TO ANSWER THE QUESTION

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QUESTION:

1. What are some tasks in an organization that a top executive should never delegate to others?

2. In explaining what makes her decisions hard, Parks said, " I hire good people, creative people, to run these projects, and I worry that they will see my oversight and authority as interfering with their creative process." How can she deal with these concerns without giving up too much control?

3. If you were Samantha Parks, how would you prioritize which projects or parts of projects to delegate?

Samantha Parks is the owner and CEO of Sparks, a small agency that develogs advertising. promotions, and marketing materials for high-fashuon firms. 107 Parks has tended to koep a tight frin on her business, oversecing most projects from start to finish. However, as the firm has grown, she has found it necessary to delegate more and more decisions to her associates She was recently approached by a hairstyling cham that wants a comprehensive redefinition of its enture marketing and promotions look. Should Samantha try to managee this project in her traditional way, of should she delegate major parts to her employees? Most managers confront this question at some point in their careers. Some experts propose that top executives need to stay very close to the creative core of their business, which ineans that even if their primary responsibality is to manage, CFOs should never cede too much controf to comminees of ereative indrviduals or they can lose sight of the firm's overall future durection. Moreover, executives who do fall out of touch with the creative peocess risk being passed over by a new generation of "plugged-in" employees who better understand how the business really works. Others offer the opposite advice, saymg it's not a good idea for a CEO to "sweat the small stuft" such as managing individual chent accounts or projects. These experts advise executives to identify everything they can "outsource" to other employees and to delegate as much as possible By eliminating trvial tasks, executives will be better able to focus their attention on the most important decision-making and control aspects of their jobs, which will help the business and also ensure that the top executive mutintans controt over the functions that really matter. These picces of advice are not neceisarily in conflect with one another. The real challenge is to identify what you can delegate effectrvely without ceding too much power and control away from the person with the unifying vision. That is certainfy easier said than done, though