Reference no: EM132927851

Janet Harris was a capable and enthusiastic professional. She was promoted to manage a group of five professionals doing work very similar to her own past assignment. She began her new position thinking, "I was promoted because of my excellent performance in past assignments. Therefore, I must have greater expertise than any of my subordinates and can probably do most of the work better and faster than they can. I will train them when I have time, but right now I had better concentrate on getting the work out."

Janet did not pass on any major assignments to her employees; she did the work herself as she had to ensure that she got it right. There was no room for error. Besides, as a young manager, she was not going to let any of her team members outshine her. As time passed, her hours of work increased steadily and she was less and less available to her peers - and to her own supervisor, with whom coordination was important. Her employees were given only the most routine work, received no training and actually knew very little about major projects in progress. One actually resigned because of the lack of challenge and personal growth. Joanne was too busy to replace him. "Finally, after 60 days, Janet's supervisor called her in to discuss her performance.

A. Explain to Janet the importance of delegation to leadership in the organization.

B. Analyse the TWO (2) ways delegation benefits worker and TWO (2) it benefits the manager.

C. Recommend THREE (3) strategies Janet can employ which will aid in alleviating the challenges associated with delegation.