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Delegation is the process of distributing and entrusting work to another person. [1] In management or leadership within an organisation , it involves a manager aiming to efficiently distribute work, decision-making and responsibility to subordinate workers in an organization .
The intellectual roots of strategic delegation go back to Thomas Schelling, who discussed in his influential 1960 book The Strategy of Conflict the use of delegates as a way to credibly commit a negotiating party to a position in a bargaining situation: “The use of thugs and sadists for the collection of extortion or the guarding of prisoners, or the conspicuous delegation of authority to a ...
In economics, organizational effectiveness is defined in terms of profitability and the minimisation of problems related to high employee turnover and absenteeism. [4] As the market for competent employees is subject to supply and demand pressures, firms must offer incentives that are not too low to discourage applicants from applying, and not too unnecessarily high as to detract from the firm ...
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Work design (also referred to as job design or task design) is an area of research and practice within industrial and organizational psychology, and is concerned with the "content and organization of one's work tasks, activities, relationships, and responsibilities" (p. 662). [1]
Research into these concepts like Edmondson's study (1999) shows that an organization operating under a context promoting curiosity, information sharing, and psychological safety encourages organizational learning. [37] "Group learning dynamics" is the subject of how groups share, generate, evaluate, and combine knowledge as they work together. [4]
Much of the research on psychological safety has focused on the benefits it has for teams. [8] However, research in management literature suggests that antecedents normally positively associated with desired outcomes eventually reach a point where the relationship turns negative. [31] This is known as the "too-much-of-a-good-thing" (TMGT) effect.
Research has shown that though many organizations believe that the "top-down" way, or the leader prioritizing themselves and the organization and then the employees, is the best way to engage employees in their work, [32] servant leadership's "bottom-up" style, or prioritizing the needs of the employees first, causes employees to be more ...