Overview
There are many management topics that will teach you about coping in a world of rapid change, managing productivity, tips on goal setting, and the need for dividing the existing work among employees via delegation. It doesn’t take a rocket scientist to realize that a shared workload gets accomplished quicker with less wear-and-tear on each participant.
There aren’t as many resources, though, that will help a manager (or “manager wannabe”) understand the strategy of delegation that attempts to match the required work tasks with the available talent for maximum results of productivity. And, taking that view of delegation a step farther, the empowerment of employees to do the tasks also provides an opportunity for higher quality of results, the employee’s development for the future and the chance for them to do bigger and broader tasks leading to career advancement. Empowerment can create an employee mindset of “I GET to do this” resulting in increased productivity instead of “I HAVE to do this” usually producing minimal results – i.e., “what’s the least I can do to get by?”
Unfortunately, many view the concept of empowerment as a term coined to make people feel good about their assignment but really adds no value or specific meaning to the task at hand. Consequently, for many then, delegating and “empowering” are interchangeable: it just means getting someone else to do what you want them to do.
This course will help the student understand there is a BIG difference between delegation and empowerment that goes way beyond feel-good concepts that can reap great rewards for the manager – especially in times of rapid or pending change in the organization.
The student must take a multiple-choice quiz consisting of twenty-five (25) questions at the end of the course to obtain PDH credits.
Specific Knowledge or Skill Obtained
This course teaches the following specific knowledge and skills:
- Identify seven undesirable outcomes associated with organizations unprepared to deal with the winds of change in today’s business environment
- Define and differentiate between delegation and empowerment
- Identify who controls the width of the employee performance gap where they can work at commitment or compliance levels
- List six advantages of effective delegation
- List at least three reasons why some managers do not delegate
- List the five components required for an employee to work successfully in an empowered delegation assignment
- List eight actions required from an authority figure for successful delegation
- Define the term ‘motivation’ and give examples of it
- Develop a strategy for preparing an employee to function successfully within an empowered assignment
- List at least four factors necessary for a manager to assume a “hands off” attitude toward a delegation assignment
Course
Click on the following link to the PDF document to review the course material before taking the quiz for credit.
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