User:MeganA13/sandbox

Draft Article (to be continued)
copied from Delegaion

Delegation is the assignment of any responsibility or authority to another person (normally from a manager to a subordinate(s)) to carry out specific activities. It is one of the core concepts of management leadership. Delegation empowers a subordinate to make decisions, i.e. it is a shifting of decision-making authority from one organizational level to a lower one. Delegating successfully often includes providing a clear overview and expectations to the one the responsibility is being given to, to give full authority related to the responsibility being given, and understand that the one who is delegating the responsibility (most likely a manager) is still accountable for the outcome. Reasons why one could have a difficult time with delegations include taking the time out their day to explain the task being delegated to the superior(s), letting go of their direct ownership of that responsibility, and understanding what work to delegate and not to. In general, delegation is good and can save money and time, help in building skills, and motivate people. On the other hand, poor delegation might cause frustration and confusion to all the involved parties. Some agents, however, do not favour a delegation and consider the power of making a decision rather burdensome.

In order to be successful when delegating it is critical that when assigning these responsibilities to other individuals, these individuals must be willing and ready to be delegated to as well. Delegation creates a lot of opportunity for a team to be more successful, efficient, and the ability to grow within that lane or beyond. Delegating is critical to managing employee or employees. It not only allows for the team to be efficient with each members time but creates ownership for each team member which in turn helps to grow and develop a team of employee(s).

MeganA13 (talk) 05:42, 25 July 2018 (UTC) MeganA13 (talk) 05:49, 5 August 2018 (UTC)

Drafting my article
Some key things to expand on for this article are:
 * Reasons to delegate; it's a way to save time, your empowering your employee(s) to have ownership of that task or project, and your providing growth for your employee(s)
 * Reasons managers don't delegate include letting go control, providing enough instruction but not overstepping the line into micromanaging, and credit of the task project going to someone other than you.
 * Make the expectations clear for the task/project
 * As a manager you want to set your employee(s) up for success so be sure to provide all information for them to be able to succeed
 * When delegating your aren't washing your hands of that task/project entirely your just removing yourself to be the one to go in depth on the project. As a manager who can effectively delegate you still need to be aware and stay up to speed on a high level on the project. You want to provide honest feedback to your employee(s) on how they did with the task(s) you delegated them to, positive or constructive

I will be expanding on these more as I develop my article.

Some of the sources I am initially looking at are:

MeganA13 (talk) 07:04, 23 July 2018 (UTC)

Finalize Your Topic/Find Your Sources:
I have selected delegation as my topic to work on for this class. I will be working on more reliable citations being made for this article. Below are some sources that I found and I will be using to work on the article. I am continuing my research for proper sources for this topic and will continue to add these in here and on the talk page within the Delegation article.