External and Internal Factors - Part 3 - Delegation
External and Internal Factors - part 3 - Delegation
External and Internal Factors - part 3 - Delegation
Delegation is the assignment of authority and responsibility to a subordinate at a lower level (Bateman & Snell, 2009). Delegation is an important role of a manager and if well executed may bring several benefits to the complete organization and its employees in all levels such as people development, positive teamwork environment, and efficient time utilization just to mention few examples.
It is important to respect some basics when delegating a task to a subordinate. Delegation requires greater accountability and tighter control. Delegation requires clear assignment of a specific task, clear definition of the expected results and a deadline. Above all it requires that the subordinate to whom a task is delegated keep the boss fully informed (Drucker, 1987).
Disney is an organization where globalization, technology, innovation, diversity, and ethics are extremely important to its objectives to be one of the world 's leading producers and providers of entertainment and information, using its portfolio of brands to differentiate its content, services and consumer products. The delegation process needs to be very well integrated to the organization’s management style especially at Disney park attractions where the direct contact with customers is mostly done by people at their operations and sometimes they have to make quick decisions.
Delegation takes place in several ways within Disney’s organization. At any of their global locations for example, decisions about how to adapt to local customs, markets, and cultures will probably be made considering local managers and teams’ opinions and ideas. Investments on new technologies in park attractions, movies or consumer goods will be assigned to respective teams and certainly will consider the opinion and experience of those in direct contact with customers.
The decision-making process in an organization as
External and Internal Factors - part 3 - Delegation
Delegation is the assignment of authority and responsibility to a subordinate at a lower level (Bateman & Snell, 2009). Delegation is an important role of a manager and if well executed may bring several benefits to the complete organization and its employees in all levels such as people development, positive teamwork environment, and efficient time utilization just to mention few examples.
It is important to respect some basics when delegating a task to a subordinate. Delegation requires greater accountability and tighter control. Delegation requires clear assignment of a specific task, clear definition of the expected results and a deadline. Above all it requires that the subordinate to whom a task is delegated keep the boss fully informed (Drucker, 1987).
Disney is an organization where globalization, technology, innovation, diversity, and ethics are extremely important to its objectives to be one of the world 's leading producers and providers of entertainment and information, using its portfolio of brands to differentiate its content, services and consumer products. The delegation process needs to be very well integrated to the organization’s management style especially at Disney park attractions where the direct contact with customers is mostly done by people at their operations and sometimes they have to make quick decisions.
Delegation takes place in several ways within Disney’s organization. At any of their global locations for example, decisions about how to adapt to local customs, markets, and cultures will probably be made considering local managers and teams’ opinions and ideas. Investments on new technologies in park attractions, movies or consumer goods will be assigned to respective teams and certainly will consider the opinion and experience of those in direct contact with customers.
The decision-making process in an organization as
References: Bateman, T. S., & Snell, S. A. (2009). Management: Leading & Collaborating in a Competitive World (8th ed.). New York, NY: McGraw-Hill/Irwin. Drucker, P. F. (1987, March 24). Drucker on Management: Management Lessons of Irangate.. Wall Street Journal (Eastern Edition), ID: 27281165, Pg. 1. Retrieved from http://proquest.umi.com/pqdweb?did=27281165&Fmt=3&clientId=2606&RQT=309&VName=PQD