DELEGATED TASKS
Has been limited in the face earlier that task or responsibility is work to be done by someone in a certain position. Arising questions arise, which of the overall task can be delegated to managers? Answering this question we must look to the tasks managers from both corners.
a. From the point process
When we spoke on the duties of managers who are delegated from the point of the process, then we talk about the process of delegation.
From the point of the process we know that the manager's duties and functions of managers are planning, organizing, assembling resources, directing, and controlling. Which of the five tasks that can be delegated?
Alvin Brown and W.H. Newman has given the two images of this delegation process, that the function of a manager being blackmailed into three functions, namely planning (and planning, organizing), implementation (the assembling of resources), and monitoring (the term given as: supervision, namely direct and control).
Basing himself on the third term, according to their delegations began with the implementation and delegate some tasks at least a portion of the planning tasks to subordinates.
In the figure 18 showed that the subordinates who received the delegation of duties and powers hereinafter delegated duties and powers to his subordinates. At this state, the previous manager planning delegating more, implementation, and the more she focused her attention in supervision (supervision),.
So, keep to the leadership of the three tasks mentioned above, the delegation of tasks from the task of implementation begins, to the next level if the company is expanding its activities, then some of the planning task can be delegated to the subordinates (subordinates). At the next level, the task of leaders including the planning and implementation of increasingly reduced and more and more attention has been focused on the implementation of supervision or monitoring tasks.
It appears that the tasks can be delegated the planning and implementation, while supervisory duties as if nothing. Surely not the case. All of the tasks of manager, in part, be delegated in accordance with the needs or circumstances, only if taken a comparison, the majority of the task execution can be delegated. Fraction supervisory duties can be delegated and some planning tasks can be delegated.
As with the planning task can be delegated in part to be done by the planning, the planning staff or planning committee, the supervisory duties can be delegated in part to be done by the supervision, supervisory staff or supervisory committee.
b. From Fields Corner
The duties of a manager from the point when we review our field we can classify the following tasks: production, personnel, finance, administration and statistics, marketing, and others.
Has been described above, a portion of each task can be delegated to subordinate managers, this is the case with production functions. Usually, because the production function is a function of implementation, this function is the first task delegated to subordinates, namely the head of production. Thus although some production activities can not be delegated, such as technical research, product development, and others.
Some of the activities or personnel should not delegated tasks, such as leadership development, change-perubahangaji and bonuses, wage rate changes, changes in labor agreements, resolution of employee complaints, and so forth.
The financial function is a function that tends to not be delegated, even though the company doing work in something huge area. This is mainly due to that generally aim to gain profits that companies with no financial functions are delegated terhindarlah possibility of fraud, and mastery will also facilitate the monitoring input.
The company, which has been set budget for each part, then the finance function can be delegated. The existence of the production budget for instance, means to the head of production department has delegated duties and powers to use a sum of money mentioned in the budget. Determination of the budget like this means the delegation of financial powers from the high-level leaders to mid-level leaders or the leaders of the first level.
Surely if observed more in-depth financial functions can be broken down into storage functions, recording function, and control functions. The function of recording and storage functions can be delegated in a row to the administration and cashier. While the function of mastery must be retained by the leader, which means that all cash receipts and disbursements must still get approval from the leaders.
Bookkeeping functions and statistics tend not to be delegated from the corporate headquarters to its branches with the intention that any time a top manager can be quickly entered into the control or get a report about it.
Marketing function can be broken down to several smaller functions, ie sales, market research, advertisement, export, and purchasing. The marketing function is really a function that tends to be delegated not only by the leader to his subordinates, but by the head office to branches in the regions. Task of distributing or selling usually be delegated if a company has a sales area through the regional corporate headquarters, where it requires the opening of sales branches in the regions.
It seems clear that the duties delegated to the market research market research at the company headquarters. The task is not delegated to the branches of the company in a way because it required greater funding, the unavailability of experts for that in these areas.
Similarly, ads or commercials making tasks tend not to be delegated to the branches of the company. This is mainly due to the lack of experts in these areas or not it is local advertising.
Export function is so complex that even this function tends to be done at the company headquarters and not delegated to the branches of companies.
Finally, purchasing functions, whether delegated or not, we should see these types of purchases. Purchases in large number of values, such as purchases of capital goods, such as machinery, buildings, land, etc., should not be delegated.
Purchasing function tended to be delegated in the following matters.
1) Problem purchases vary between sections / region other than a company.
2) Purchase in the amount of small value.
Has been limited in the face earlier that task or responsibility is work to be done by someone in a certain position. Arising questions arise, which of the overall task can be delegated to managers? Answering this question we must look to the tasks managers from both corners.
a. From the point process
When we spoke on the duties of managers who are delegated from the point of the process, then we talk about the process of delegation.
From the point of the process we know that the manager's duties and functions of managers are planning, organizing, assembling resources, directing, and controlling. Which of the five tasks that can be delegated?
Alvin Brown and W.H. Newman has given the two images of this delegation process, that the function of a manager being blackmailed into three functions, namely planning (and planning, organizing), implementation (the assembling of resources), and monitoring (the term given as: supervision, namely direct and control).
Basing himself on the third term, according to their delegations began with the implementation and delegate some tasks at least a portion of the planning tasks to subordinates.
In the figure 18 showed that the subordinates who received the delegation of duties and powers hereinafter delegated duties and powers to his subordinates. At this state, the previous manager planning delegating more, implementation, and the more she focused her attention in supervision (supervision),.
So, keep to the leadership of the three tasks mentioned above, the delegation of tasks from the task of implementation begins, to the next level if the company is expanding its activities, then some of the planning task can be delegated to the subordinates (subordinates). At the next level, the task of leaders including the planning and implementation of increasingly reduced and more and more attention has been focused on the implementation of supervision or monitoring tasks.
It appears that the tasks can be delegated the planning and implementation, while supervisory duties as if nothing. Surely not the case. All of the tasks of manager, in part, be delegated in accordance with the needs or circumstances, only if taken a comparison, the majority of the task execution can be delegated. Fraction supervisory duties can be delegated and some planning tasks can be delegated.
As with the planning task can be delegated in part to be done by the planning, the planning staff or planning committee, the supervisory duties can be delegated in part to be done by the supervision, supervisory staff or supervisory committee.
b. From Fields Corner
The duties of a manager from the point when we review our field we can classify the following tasks: production, personnel, finance, administration and statistics, marketing, and others.
Has been described above, a portion of each task can be delegated to subordinate managers, this is the case with production functions. Usually, because the production function is a function of implementation, this function is the first task delegated to subordinates, namely the head of production. Thus although some production activities can not be delegated, such as technical research, product development, and others.
Some of the activities or personnel should not delegated tasks, such as leadership development, change-perubahangaji and bonuses, wage rate changes, changes in labor agreements, resolution of employee complaints, and so forth.
The financial function is a function that tends to not be delegated, even though the company doing work in something huge area. This is mainly due to that generally aim to gain profits that companies with no financial functions are delegated terhindarlah possibility of fraud, and mastery will also facilitate the monitoring input.
The company, which has been set budget for each part, then the finance function can be delegated. The existence of the production budget for instance, means to the head of production department has delegated duties and powers to use a sum of money mentioned in the budget. Determination of the budget like this means the delegation of financial powers from the high-level leaders to mid-level leaders or the leaders of the first level.
Surely if observed more in-depth financial functions can be broken down into storage functions, recording function, and control functions. The function of recording and storage functions can be delegated in a row to the administration and cashier. While the function of mastery must be retained by the leader, which means that all cash receipts and disbursements must still get approval from the leaders.
Bookkeeping functions and statistics tend not to be delegated from the corporate headquarters to its branches with the intention that any time a top manager can be quickly entered into the control or get a report about it.
Marketing function can be broken down to several smaller functions, ie sales, market research, advertisement, export, and purchasing. The marketing function is really a function that tends to be delegated not only by the leader to his subordinates, but by the head office to branches in the regions. Task of distributing or selling usually be delegated if a company has a sales area through the regional corporate headquarters, where it requires the opening of sales branches in the regions.
It seems clear that the duties delegated to the market research market research at the company headquarters. The task is not delegated to the branches of the company in a way because it required greater funding, the unavailability of experts for that in these areas.
Similarly, ads or commercials making tasks tend not to be delegated to the branches of the company. This is mainly due to the lack of experts in these areas or not it is local advertising.
Export function is so complex that even this function tends to be done at the company headquarters and not delegated to the branches of companies.
Finally, purchasing functions, whether delegated or not, we should see these types of purchases. Purchases in large number of values, such as purchases of capital goods, such as machinery, buildings, land, etc., should not be delegated.
Purchasing function tended to be delegated in the following matters.
1) Problem purchases vary between sections / region other than a company.
2) Purchase in the amount of small value.