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List three work tasks that managers should not delegate. Explain your reasoning.
Weegy: A manager's most basic responsibility is to (1)focus people toward performance of work activities to achieve desired outcomes. (2) Planning: This step involves mapping out exactly how to achieve a particular goal. [ Say, for example, that the organization's goal is to improve company sales. And (3) Organizing: After a plan is in place, a manager needs to organize her team and materials according to her plan. Assigning work and granting authority are two important elements of organizing. More? ] User: List three work tasks that managers should not delegate. Explain your reasoning. Weegy: A manager's most basic responsibility is to (1)focus people toward performance of work activities to achieve desired outcomes. (2) Planning: This step involves mapping out exactly how to achieve a particular goal. [ Say, for example, that the organization's goal is to improve company sales. And (3) Organizing: After a plan is in place, a manager needs to organize her team and materials according to her plan. Assigning work and granting authority are two important elements of organizing. More? ] User: . List three work tasks that managers should not delegate. Explain your reasoning. (More)
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Updated 3/16/2013 5:34:25 PM
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The three work tasks that managers should not delegate are ; here are three particular situations where delegating is inadvisable:

1. Are you struggling to explain precisely what you want the delegatee to do? Whether it's a project that requires an emergent or deliberate strategy, if you can't articulate what problem needs to be solved, or exactly what needs to be done, it's usually best to wait to assign responsibility for a task until you can. A potential sign that you've delegated too early is when those under your supervision make statements like, "I wasn't really sure what you wanted," or you hear it whispered that you're capricious. There are then two possibilities. You didn't hire well and members of your team really aren't capable of the task at hand. The other likelihood is that you delegated prematurely. Think through the problem or task a little longer, long enough so you can clearly explain what you want to achieve.

2. Are you putting your own development or ability to lead in jeopardy by delegating? It is irrefutable that leaders need to develop others, but as we rise to more senior positions and have more resources at our disposal, we may tend to delegate too much, or hand off tasks that are vital to our own development.

Several years ago, I came across a CEO who was technically and operationally brilliant, but lacking in people skills, a skill set vital to employee morale and retention. Because the company was well-funded, he could afford to delegate and as a consequence became increasingly insulated from his employees with the exception of a few trusted advisors.
Delegation taken to its extreme creates the bubble that typically surrounds high-ranking political leaders. A recent column in the Wall Street Journal, "The Special Assistant for Reality," explores President Obama's failure to understand the backlash around the airport body searches. As author Peggy Noonan comments, "Wherever you go, there [the bubble] is. And the worst part is that the army of staff, security and aides that exists to be a barrier between a president and danger, or a president and inconvenience, winds up being a barrier between a president and reality."

In the case of the CEO, passing on tasks that involved interactions with the majority of his staff, avoiding his Achilles heel of poor interpersonal skills, worked to his detriment, and his tenure at the company was cut short. For the president, writes Noonan, "the bubble accounts for many of the spectacular blunders presidents make." The more resource-rich we are, the more likely we are to transfer responsibilities to others, and quite frankly, we must. But if you have a hunch that you are delegating to the point of inhibiting your development or assigning your leadership away, probably best to heed that feeling.

3. Are you potentially undermining a project's success by delegating? There are instances when we don't have the skill set needed for a particular project, and it would be folly not to commend the assignment to another. There are also times when we are the best person for the job, and daunted by a project's magnitude because we have the expertise to accurately understand the project's scope, we have the tendency to try to delegate.
Added 3/16/2013 5:34:25 PM
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