“Managers get things done through other people” (Robbins & Coulter, 2012, p. 281). The chain of command allows a manager to have authority to do their job of coordinating and overseeing the work of others. “Authority could be delegated downward to lower-level managers, giving them certain rights while also prescribing certain limits within which to operate” (Robbins & Coulter, 2012, p. 268). In a large organization, managers may find frequent need to delegate tasks or authority to others primarily due to their own challenges with growing competing responsibilities and meet organizational goals by accomplishing their assigned tasks.
An effective delegator identifies the need to delegate task to the right individual, identify capabilities and willingness of the individual to accept it, allow individual to participate and practice discretion with authority within mutually accepted parameters, communicate with others that delegation has occurred, and initiate a proper means of feedback.
In this scenario, Anne Zumwalt violated the crucial step in the act of delegation by failing to determine if Ricky Lee had time to accept the task that was being delegated to him. Although, it is clear that Ricky has knowledge and capability with the task, however he is unable to accept it due to other conflicting responsibilities. Ricky on the other hand, should assess Bill’s level of motivation, willingness and ability prior to inundating him with the task. Ricky should provide clear