To: Sam Alexander
Fr: Michaela Wenzlick
Re: Chapter 13- Case Incident #1- Blog Post – Delegate Power, or Keep it Close
Date: April 6, 2016
- If you were Samantha Parks, how would you prioritize which projects or parts of projects to delegate?
Though delegating projects out can be difficult. It will help if you prioritize projects by the level of difficulty that the task holds and its level of importance. The importance of knowing your employees and their talents can be quite handy when needed to delegate projects out to them. If one individual is especially creative in an area such as clothing design, while another person may be an expert in the note taking and researching side of business. It is important to know what projects you’re delegating out and to who you are putting in charge of the project. If a certain project ranks of high importance to the company. Samantha may want to oversee that project unless she trusts an employee very well to complete the project at hand. As the summary referenced it does not make sense for a supervisor to spend their time sweating the small stuff while their may be bigger projects of higher importance to focus on.
- 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?
Samantha Parks should start by clarifying with the employees that she will spend some time checking in with their progress and keeping up to date with how the project is going. As long as she puts a certain amount of trust into her employees, they shouldn’t feel “micromanaged”. The employees should understand that any good CEO will want to be involved and kept up to date in their business. I think that they will come to appreciate any advice that the CEO has to give. Most employees want to see a job well done, just as much as a CEO does. She should not loose any control, while putting trust into her employees and by giving them advice when needed.
- Should executives try to control projects to maintain their position of authority? Do they have a right to control projects and keep in the loop on important decisions just so they can remain in charge?
I certainly do not think executives should try to control projects to maintain their position of authority. This makes it very difficult for the employees to even try to complete their job if they cannot be creative within their position or trying to accomplish what they themselves are capable of, (Coming from my own experiences in the workplace.) As an employee, it does not feel good to be micromanaged or to have someone constantly overseeing your work and by constantly, I mean every move you make. It leaves the employee feeling as if their executive has no confidence in their capabilities of completing a task. An executive certainly has a right to keep in the loop on important decisions at all times, but to do so to remain in charge; I do not think that is necessary. As seen on page 413 of out textbook, “Power does not require goal compatibility, merely dependence. Leadership, on the other hand, requires some congruence between the goals of the leader and those being led.” (Robbins, 414) Therefore the employee and the CEO should be on the same page of what the goal really is for the company and how they are going to complete the goal at hand. As a CEO, their goal should not be to seek power in the situation and within the project but to help the employees and the company to accomplish a goal for the entire well being of the company.