Task 1

1. What suggestions would you offer to Art to improve his operation?

Art should be practicing the delegation in his organization.
Delegation is assigning responsibility and authority to someone in order to complete a
clearly defined and agreed upon task while you retain ultimate responsibility for its
success. Delegation incorporates empowering your teammates through effective
leadership, and may be directed in any direction and used in any organization.
The term delegation indicates assigning of some responsibilities together with the
required authority by a superior to his subordinate.

It saves time: Delegation provides with additional time and allows you to focus on most
critical issues. By means of delegation, a manager can divide the work and allocate it to
the employees. This helps in cutting his work load so that he can focus on crucial areas
like planning, business analysis, business strategy, etc. By delegating a manager is in a
position to bring efficiency in his work. This effectiveness allows a manager to
demonstrate his capability and expertise in the best possible way. It is extremely
important not just because it frees the manager from overload but also since each
individual possesses a unique mix of abilities, knowledge and skills. Delegating right
work to a right individual can significantly accelerate the progress in addition to
drastically reducing the risk of failure.

It increases the morale, confidence, and productivity of employees: Delegation is the

foundation on which the superior-subordinate relationship stands. Subordinates are

motivated to give their best at the job when they have authority with responsibility.
They put much more effort in the work and are generally cautious and careful in their
work. It results in motivation of subordinates. The mindset and outlook of employees
towards work given gets more positive.

Delegation Creates Hierarchy: It produces a structure inside the company, which is

essential to create authority as well as a system of responsibility. If workers know
theyve someone to answer to, apart from their overworked owner/manager, theyre
very likely to finish jobs to the fullest of their capability. This authority runs from top to
bottom, which produces relationships in accordance with results, which, in turn, results
in an extremely efficient company.
Delegation helps both the superior and subordinates: This provides stability to an
organizations functioning. With effective results, a company can consider making more
divisions. This will likely call for creation of more managers which can be achieved by
transferring the knowledgeable, experienced managers to these positions. This aids both
in virtual and horizontal growth of an organization which is extremely crucial for
stability.

Delegation develops team spirit: Because of delegation, efficient communication

evolves amongst the superiors and subordinates. The subordinates are answerable to

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superiors and the superiors are responsible for the performance of employees. This
improves relations and builds team spirit between the superiors and subordinates.

Allows for management development: It provides for a training ground for management
development. It provides an opportunity to subordinates to learn, to progress and to
develop new competencies and expertise. It builds up a reservoir of professionals,
which can be used whenever needed. It produces managers rather than messengers.

Allows for efficiency and fast actions: Delegation saves time allowing the employees to
handle the challenges quickly. They can take the decisions speedily within their
authority. There is no need to go to the superiors for day to day issues. This enhances
the all round efficiency within an enterprise and delivers far better results in regards to
production, revenues and profit.

Maintains Harmony: The superiors have confidence in subordinates and give them
required authority. The subordinates accept their responsibility and this helps to develop
cordial relationship between superiors and subordinates.

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2. What management skills must Art master if he is to resolve his problem and
continue to grow?

Regardless of organizational level, all managers must have five critical skills: technical
skill, interpersonal skill, conceptual skill, diagnostic skill, and political skill.
TECHNICAL SKILL.
Technical skill involves understanding and demonstrating proficiency in a particular
workplace activity. Technical skills are things such as using a computer word processing
program, creating a budget, operating a piece of machinery, or preparing a presentation.
The technical skills used will differ in each level of management. First-level managers
may engage in the actual operations of the organization; they need to have an
understanding of how production and service occur in the organization in order to direct
and evaluate line employees. Additionally, first-line managers need skill in scheduling
workers and preparing budgets. Middle managers use more technical skills related to
planning and organizing, and top managers need to have skill to understand the complex
financial workings of the organization.

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INTERPERSONAL SKILL.
Interpersonal skill involves human relations, or the manager's ability to interact
effectively with organizational members. Communication is a critical part of
interpersonal skill, and an inability to communicate effectively can prevent career
progression for managers. Managers who have excellent technical skill, but poor
interpersonal skill are unlikely to succeed in their jobs. This skill is critical at all levels
of management.
CONCEPTUAL SKILL.
Conceptual skill is a manager's ability to see the organization as a whole, as a complete
entity. It involves understanding how organizational units work together and how the
organization fits into its competitive environment. Conceptual skill is crucial for top
managers, whose ability to see "the big picture" can have major repercussions on the
success of the business. However, conceptual skill is still necessary for middle and
supervisory managers, who must use this skill to envision, for example, how work units
and teams are best organized.
DIAGNOSTIC SKILL.
Diagnostic skill is used to investigate problems, decide on a remedy, and implement a
solution. Diagnostic skill involves other skillstechnical, interpersonal, conceptual,

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and politic. For instance, to determine the root of a problem, a manager may need to
speak with many organizational members or understand a variety of informational
documents. The difference in the use of diagnostic skill across the three levels of
management is primarily due to the types of problems that must be addressed at each
level. For example, first-level managers may deal primarily with issues of motivation
and discipline, such as determining why a particular employee's performance is flagging
and how to improve it. Middle managers are likely to deal with issues related to larger
work units, such as a plant or sales office. For instance, a middle-level manager may
have to diagnose why sales in a retail location have dipped. Top managers diagnose
organization-wide problems, and may address issues such as strategic position, the
possibility of outsourcing tasks, or opportunities for overseas expansion of a business.
POLITICAL SKILL.
Political skill involves obtaining power and preventing other employees from taking
away one's power. Managers use power to achieve organizational objectives, and this
skill can often reach goals with less effort than others who lack political skill. Much like
the other skills described, political skill cannot stand alone as a manager's skill; in
particular, though, using political skill without appropriate levels of other skills can lead
to promoting a manager's own career rather than reaching organizational goals.
Managers at all levels require political skill; managers must avoid others taking control

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that they should have in their work positions. Top managers may find that they need
higher levels of political skill in order to successfully operate in their environments.
Interacting with competitors, suppliers, customers, shareholders, government, and the
public may require political skill.

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