Uring app anewer. (300 words) an example explain team delegation As by use of delegation made workplace justify your delegation outhis four mandgement skills that be assistance in his role Research Zoran an for from are, 04 to Zoran the center, Manager stardish foods 4. S. tardish Foods is a large company which manufactures food products. It specialises in healthy snacks and chocolate substitutes. The company has had great success with its corporate slogan "Health, happiness and community team- work", which it also promotes as an internal culture. The Stardish mission statement includes an intention to empower staff to contribute to product innovation and production techniques". Among the staff of the organisation this is known as "the team approach". The team approach is proving to be successful in terms of both effectiveness and (to a slightly lesser extent) efficiency. Where possible the team approach involves multi-skilling of staff, but this is not always possible where a high level of technical expertise is required. Stardish Foods places emphasis on job descriptions and performance appraisal, the latter being carried out three times a year. Job descriptions set out in detail: Ft to pay Pageview A Read aloud Within the research centre is the LE (leading edge) section where all product and process concepts are trielled and tested. Its staff are drawn from members of the research centre. The research centre is managed by Zoran, a highly qualified engineer with extensive experience both in Australia and overseas. His promotion to a managerial position has been on the strength of his task-oriented approach. Zoran remains closely involved at the hands-on level in all research centre projects. Adam, another engineer of similar background to Zoran, has the responsibility for supervising the LE section. L-E varies in size from five to 12 staff depending on the nature of the tasks it undertakes. Adam is accountable to Zoran for the work of LE Although it has not come naturally to him, Zoran has made significant efforts to put the company's team approach into action. The whole department meets every two weeks for updates on progress, mutual problem-solving and discussion of general issues. Zoran openly admits that he does not like meetings. He occasionally fails to attend. At meetings he often appears disorganised because he has not responded to administrative details or has let his subordinates down in some respect. Recently Zoran has delegated many organisational details to the department secretary, Liu. Liu has demonstrated good skills in co-ordination of tasks, communication and keeping to time-lines. She has also taken the responsibility for organising regular social functions which have contributed to a sense of cohe siveness in the research centre. The supervisor of the L-E section, Adam, is strong on people skills and believes that "if you look after the people, the product or process will look after itself". His management style automatically involves other people and he has good communication skills. He takes the time to listen to subordinates Three months ago, a member of Stardish staff, Norman, was transferred from one of the manufacturing plants into the research centre. Norman has not fitted into the team environment Sort tardish Foods is a large company which manufactures food products. I specialises in healthy snacks and chocolate substitutes. The company has had great success with its corporate slogan "Health, happiness and community team- work", which it also promotes as an internal culture. The Stardish mission statement includes an intention "to empower staff to contribute to product innovation and production techniques". Among the staff of the organisation this is known as "the team approach". The team approach is proving to be successful in terms of both effectiveness and (to a slightly lesser extent) efficiency. Where possible the team approach involves multi-skilling of staff, but this is not always possible where a high level of technical expertise is required. Stardish Foods places emphasis on job descriptions and performance appraisal, the latter being carried out three times a year. Job descriptions set out in detail: expectations of the position strategies for achieving objectives measurements to evaluate success. The research centre, a department of 20 staff, has adopted the corporate culture and the team approach to work organisation. The department's work has an engineering emphasis in that its main function is to design and commission equipment to suit manufacturing requirements. The research centre is also responsible for monitoring and maintaining the good running order of existing equipment across the whole organisation. 23