The management by delegation (lead by task transmission; also Harzburger model) is the execution of the tasks of an institution (e.g. enterprise, authority"Â…) and the authority which am connected with it to as lowest a enterprise stage as possible transfer. A goal is that each coworker acts. The inventor is the pure hard

The Harzburger model is a guidance model, which and guidance of the entire enterprise serves the organization. It was in and the 70's 60's far common and this very day at German universities is particularly taught. However it was replaced in practice from the guidance model management by Objectives, which exists for the 80's.

Advantages

• Motivation of the coworker is increased
• Dissolution of the rigid structures
• The decision becomes pleases, where the real specialist sits
• Discharge of the management
• Improvement of the working climate

Disadvantages

• Possibility of the unfair delegation (delegate unpopular and risky tasks)
• Abuse as power instrument by subjective manipulation of the delegation
• False estimate of the tasks regarding the coworker qualification, which can be delegated
• In practice if necessary with difficulty convertible by power thoughts of the leadership level

Bases of the Harzburger of model

• Guidance by delegation of tasks and responsibility contains a clear, transparent and if possible standardized definition of delegation ranges

• Decision, instruction and delegationdelegation delegation carry out themselves through:

- > holding the giving up and jurisdictions in Stellenbeschreibungen-> "general instructions for guidance "(manual with more than 300 rules concerning differentiated task fulfilment)

• A goal: a uniform style of leadership and the possibility of optimal control, in order to receive by means of a delegativen guidance principle increase in output.

Acceptance

Guidance over goals promotes

• Initiative
• Creativity
• Flexibility

the coworker. (Goal formation, problem solution behavior, priority formation)

Characteristics

• Achievement and satisfaction-oriented model
• Integration of enterprise and coworker goals
• Universal model with strukturalen and personalen components
• Goal orientation instead of procedure orientation
• Regular goal examination and - adjustment
• Determination of individual or group-related goals by the cascade procedure (target system with upper and Unterzielen)
• (Self) control and common deviation analysis
• Delegation and interference in the exceptional case (management by exception)
• clear-cut fields

Variants

• Management by target (authoritarian variant)
• Management by goal agreement (cooperative variant)

Evaluation

• The Harzburger model promoted the discussion around "guidance forms up-to-date".
• Patriarchalisch authoritarian style of leadership replaced by bureaucratic-authoritarian.
• Individual possibilities for the flexibility are missing.
• Requirement for general validity is unrealistic.
• Department-think one promotes.
• Hierarchy is blown up "".
• Planning and control systems are missing.

See also

• Management by objectives
• Management by exception
• Management by results
• Hoshin management

Articles in category "Management by delegation"

We found here 20 articles.

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