Organising & Delegating in the Workplace Essay

1.1 The importance of making accomplishmentive and efficient use of peoples kip d avouchledge skills while broadcastning the teams lam to extend to objectives is explainedOrganising is the managerial function of arranging people and resources to drub towards a goal. In swan to achieve objectives in an effective and efficient manner it is classic to hand over a good knowledge of the teams skills. Issues such as lack of motivation in the team or lack of confidence could mean the objective is failed and at the same m enthusiastic, incite and given duty for their work team, elicit reach the targets and aims and objectives. Overall face-off the objectives of the company could be at risk and squirt non be met if the wrong somebody is chosen. Organising is about planning for a situation its about on the job(p) together to achieve one goal. To organise I need to check that the people I manage and deal are the making the high hat use of their skills to do that specific la bor. In withd peeled Libraries I fuck off to plan for specific times of the year. I know for example that the schooltime holi mean solar days are a busy time in Hull Libraries. It is most-valuable for the right atom of supply to be matched with their own knowledge and skills to the task in hand. An example of a task that is needed specifically in the holidays may be a craft sessions.Now I know that certain ingredients of stave do non excel in art and craft sessions. It would non be fair to barf a share of cater that did not find oneself confident and energize the correct skills on this task. It would refer their confidence and their motivation. I instead adorn a instalment of round, for example Karen, as the occupy for this task. Karen loves arts and crafts, enjoys working with children and is good at these sessions. This heart that the children give enjoy it and the parents go out feel that the received a good level of node receipts. When befuddleing s essions in the past we deem had very positive feedback for these sessions. In Hull Libraries if a member of provide is allocated to the wrong area of work whence this may clear a direct impact on members of the popular. Objectives may not be met on time and/or to the standard which they should be.This will not receive the level of guest service that they deserve or tarry which stinkpot lead to complaints being raised and an unhappy member of the public. This reflects badly on HullLibrary service which we do not motivation. This may withal effect a member of supplys level of motivation and dedication. When this time of year comes we as well substantiate a relief list of supply. Should we need more than members of staff on the counter to cover activities as mentioned above, we rear call these staff in on a relief arse to assistance with the solicit. covering fire busy periods at the library is quite easy. As a supervisor am I not al representations on the rota to be on the counter, I am sometimes planned to be in my office. Should demand increase I nominate go onto the counter to serve customers as and when needed.1.2 angiotensin converting enzyme technique is used to identify the appropriate activeness for a personTo identify the appropriate member of staff for the correct activity I have used a skills matrix spread stable gear ( appendage 1). A skills matrix is a table that showings peoples attainment with certain skills and knowledge. You piece of tail link this to the task in hand.Recently in Hull Libraries we have started to hold appointments for somber Badge assessments, as easily as this we also have a summer programme of activities to hold for children and the day to day running of the library. To plan and allocate the correct work to the correct person I have looked at each member of staff and rated their skills needed for the task between 1 and 10. From the skills matric I can also see cookery gaps and also areas for men toring. I can see that Karen would be good at mentoring Julie and Anne for childrens activities as they do not have as high skills, knowledge and confidence as Karen. I can see that it would not be appropriate to put Jacki or serve on Blue Badge appointments as they have not yet had the appropriate training. This would not be fair on either the member of staff or the member of the public.The service provided would not be to the higher quality that Hull Libraries wants it to be. For the task in appendix one I can see that it would be good to have Karen running the childrens craft sessions, Julie holding the Blue Badge Appointments, Sue helping members of the public with I.T and Jacki and Anne serving the customers on a regular basis. Anne is also trained with the delivery of Bus passes and Rail Cards so she can issue these should a member of the public attend the library for one. A skills matrix can also be used to identifytraining needs. I can see that Jacki and Sue need training for Blue Badges. Should the skills matrix have been for a different subject then I would be again ale to identify training needs for new(prenominal) people.1.3 How sympathetic resource planning can be used to assure fruit and quality is explainedHuman resource planning is how companies can determine and lose it the requirement of, and supply of if need be, a workforce in regularize to achieve the organisations goals and objectives. HR planning telephones what will affect the availability and requirement of employees in the future. If a company also has withal many staff HR planning for the future is key when it may come to making redundancies in a company.Hr planning also interests into account staff that on annual leave, sickness and maternity. This may end in temporary staff being brought in to support center staff. Hull Libraries do have a list of relief day-to-day staff who are able to come in should this situation arise. founder of HR planning is the training of mem bers of staff. Training ensures that the right amount of staff have the correct skills and knowledge to provide the customer with the level of service they expect.For workplaces like factories this is slightly easier to predict as they have output of raw materials. They can predict how many items a certain line can define in an hour and plan staffing around orders and the amount of materials needed. some(prenominal) factories can use formulas to generate their anticipated work load and work force. Many companies for examples can predict that an order has been placed for 100 items. separately member of staff can produce 10 items a day except they only have two days to turn the order around. This means that they will need 5 members of staff minimum to ensure the requirement. This is a small example of what companies can predict. Large companies can predict when orders for 1000s of items are placed.For Hull Libraries it is slightly harder as we do not have key figures as output. The output for Hull Libraries is customer service to the customer.What the customer expects and what the customers gets. If Hull Libraries were short staffed and happen upon over managed to serve customers they would not receive the same quality and time they expect. Conversely, if Hull Libraries were short staffed and ensured that the customer was dupen care of and received the level of customer service they expect then not enough customers will be able to be served. Either way, complaints are likely so HR planning is in reality beta.Recently though with the changes that have been happening we have been able to plan staffing with output figures in mind. We know that each library has approximately 30 Blue Badge appointments each week, each taking one hour. This means we have been able to plan staffing to cover the 30 hours of appointments each week. In a couple of cases this has resulted in staff being moved from other libraries and in the long term plan it is vent to result i n new staff being recruited.Delegating to achieve workplace objectives2.1 maven example of military commission and one example of empowerment in the workplace is givenDelegation involves giving a member of your team the business for let out of your job and the authority to carry it out, but you retain overall fudge and accountability. (Williams, 2006)Delegation is an important management skill. Good relegating saves you time, develops your staff and motivates. Poor delegation will cause frustration, demotivation and failure to achieve the task. trenchant delegation is crucial for management and leadership succession. Delegation is giving responsibility ensuring that the member of staff knows what is required of them and the standard that is expected. The overall control is maintained by me as a manager. This means that the task will still be supported and also the task will not make it behind time constraints. Some tasks are subjectl for delegation but some should never b e delegated. Tasks that should never be delegated include occult matters, disciplinary action, appraisals andcounselling staff. Jobs that can be delegated include jobs which are routine, jobs where an separate member of staff be able to do the task to a better standard than myself and jobs of which are low to medium priority. As a manager I have delegated tasks to members of staff on many occasions. distributively month I have a full team skirmish and devise a rota of jobs that can be delegated to staff.These are jobs that are a core part of library duties but are not snappy jobs for me as a line manager to complete. Some of the jobs may take time when I can be working on higher priority jobs. One of the jobs which I have delegated in the library is the viewing work. I have delegated this job to Karen. This includes the general posters in the library and then creating the display work in the library including the childrens library. The reason I have delegated this task is for a number of reasons. The job is not a high priority task so I may have another task which need doing first, Karen is really good at producing display work and Karen has a passion for art and really enjoys producing displays. I am not as skilled and do not have knowledge of art and crafts to produce the displays to the calibre of what Karen can. By delegating this task to Karen she has excelled at the job in hand and it has motivated her in her work. Empowerment is a management practice of sharing information, rewards, and power with employees so that they can take initiative and make decisions to solve problems and improve service and performance.Empowerment is ground on the intellection that giving employees skills, resources, authority, motivation, as well holding them obligated and accountable for outcomes of their actions, will contribute to their motivation. Each month during a team meeting I ask the staff if they had any ideas that they would like to put forward to improve their skills or to improve the customers get wind of the library. If the ideas seemed a positive one and one we would be able to go ahead with I would plow to my line manager to have the idea authorised ready for implementation. If the idea was authorised I would then speak to the member of staff who had the idea and let them lead on this. One of the ideas that came from one of these meeting was from Sue, one of my members of staff. She had noticed a rise in people coming to the library to use the computers to search for jobs, create CVs and general help with setting up e-mails and using computers. An idea she put forward was to start a work club at Greenwood Library. The session would be held on a weekly basis where membersof the public could drop in and have advise on the topics mentioned earlier. The management agree this was a great idea. I then let Sue take the lead on this project as it was her idea. She really enjoyed taking the lead on it and her motivation increased.2.2 One barrier to delegation and one tool to support delegation is identifiedDelegation is a very important management technique it brings benefits to team members and team leaders. At times in that respect can be barriers to delegation from team members and from team leaders.Some of the barriers from a team leader/supervisors point of view may be I can do it better myself, my members of staff are just not capable enough, it takes too much time to explain what I want to be done, if it goes wrong Ill still be accountable, delegation reduces my own authority, Ill be shown up if they do too good a job, my staff prefer that I make the decisions and team members want to parry responsibility. Some of the barriers that staff may feel is I do not understand what I am needing to do, I do not feel skilled enough to do the task asked of me and its not in my job description.The most important mechanism is to support your staff passim the delegation process. Explaining the task in detail and wi th time to the member of staff is key. Explaining how important the task is and why the task is required. Always reiterating to your member of staff that you are there for them should they need any help is important as they will feel supported. one time the task has been completed give the member of staff praise and credit entry for the task in which they have completed. It is them zippy to pass credit to the member of staff. The will abet them for future tasks and will improve motivation.2.3 One technique that could be used to monitor the outcomes of delegation in the workplace is explainedMonitoring tasks when delegation has taken place is vital. By monitoring it means the manager stays in overall control and be able to spot potential problems at an early stage. If this occurs the member of staff can then be guided and makes any changes necessary to get back on track. It is important when work is delegated that from the start objectives, time scales and key points are arrange d. This is important so that whilst monitoring the delegation you can benchmark them against agreed targets.There are many ways you can monitor the progress and outcome of delegation. This can be by way of meetings with staff, statistical reports, observing the member of staff and gather information from others to signalize but a few.One I personally prefer is to have regular 11 meetings with the member of staff pertain in the task. These can be regular informal discussions with the member of staff where I can ask the member of staff how they feel the task is going and if they need any further advice/support. If they need any further resources to complete the task this can be discussed. We can also look at the objectives and see if they are being met. It also gives me a chance to gazump and praise the member of staff for completing/working towards completing the task. This gives the member of staff a sense of achievement and will increase motivation. Once the task is completed I will have a utmost meeting with the member of staff to discuss how the task went and what things we can do different in the future. Should it result in a task that may be ongoing I will carry on the meetings to make sure we are making best use of resources.2.4 The effectiveness of feedback, re sprocket wheelnition and reward techniques in the workplace is reviewed.Feedback and recognition is an imperative part of the delegation process. Its gives the manager a chance to speak to the member of staff involved in the task and helps the member of staff to learn from the experience. This may be for a positive part of the task or possibly a negative part. Feedback encourages staff to develop their skills and knowledge for the future. Giving feedback is also a key part of being a manager. Feedback andrecognition can help a member of staff to feel motivated and part of the team. The will feel more confident in future tasks and can be willing to help other members of the team. Some companie s have reward schemes to encourage members of staff. This may be variable pay, bonuses, profit sharing and stock options. A business can choose to reward individual or grouping contributions or a combination of the two.Group-based reward systems are based on a measurement of team performance, with individual rewards received on the basis of this performance. These systems can encourage individual efforts they also tend to reward underperforming employees on with average and above-average employees. A reward program which recognises individual achievements in sum total to team performance can provide extra incentive for employees. It can increase motivation and improve staffs work rate on a regular basis. All of the techniques above help staff to be more motivated in the workplace and encourages them for future tasks. It is a vital cog in the wheel for a business or company. Without the final part staff may feel demotivated and will not be as willing to tasks further tasks on in t he future.ReferencesWilliams, K (2006). Introducing Management. 3rd ed. Oxford Butterworth-Heinemann Appendices