Organizational Behavior: Delegation, Authority, and Leadership

This case study explores organizational behavior through the lens of delegation and leadership, focusing on Samantha Parks' challenges in delegating projects effectively. It addresses how Parks can balance control with empowering her employees, the appropriateness of executives maintaining control for authority, and tasks that should never be delegated by top executives. The analysis considers employee motivation, the impact of control on subordinates, and the responsibilities inherent in executive leadership. The study also references relevant literature on organizational behavior, motivation, and leadership theories.

ORGANIZATION BEHAVIOR 1
Organization Behavior
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ORGANIZATION BEHAVIOR 2
Organization Behavior
If you were Samantha Parks, how would you prioritize which projects or parts of projects
to delegate?
If were Samantha Park, I would start out by considering creation of a team that would
perform best in handling different market projects. After creating the team, I would then focus on
the strengths and weakness of each within the group which would in turn help in task allocation
(Robbins and Judge 2009). Furthermore, if Parks wants a successful business, then there is a
great need to allow her subordinates to take control in consideration to some of these takes to
avoid having affected negatively which could also impact the business adversely.
In explaining what makes her decisions hard, Parks said, “I hire good people, creative
people, to run these projects, and I worry that they will see my oversight and authority as
interfering with their creative process.” How can she deal with these concerns without
giving up too much control?
For this case, allowing employees that Parks own to conduct and operate some of the
available projects can be considered as an essential step and opportunity to ensure that
employees are motivated in one way or another. In cases where they have no chance of
controlling these operations, employees would fail to grow in a way that would better in any
action that they would mainly be involved in general (Faisal Ahammad, Mook Lee, Malul and
Shoham 2015). On the other hand, if she has a lot of concerns regarding the outcomes of the
project, then she would need to have them presented to her mainly after they have been finished
before they are offered primarily the chain.

ORGANIZATION BEHAVIOR 3
Should executives try to control projects to maintain their position of authority? Do they
have a right to manage projects and keep in the loop on important decisions so that they
can remain in charge?
Having control over a particular project just because the available executive wants it to
remain in charge can be considered as wrong in general. As a result, it can be regarded as an
intimidating behavior to the subordinates, and in some case, it can be viewed as a coercive power
in general. Being in control, in this case, would significantly prevent the executive from failing
to comply with any situation (Amar, Hentrich and Hlupic 2009). Leadership is not the only
delegation of tasks but most importantly monitoring results and thus, it is all about imbuing the
whole workforce with a sense of responsibility and most importantly in consideration to the
business.
What are some tasks in an organization that a top executive should never delegate to
others?
Tasks that top executive witin a particular organization should ensure not to delegate is
different responsibilities related to the firm. With Samantha being the owner and CEO, it means
that she is responsible for the entire firm. It says that everything that happens is mainly her
responsibility (Faisal Ahammad, Mook Lee, Malul and Shoham 2015).

ORGANIZATION BEHAVIOR 4
Bibliography
Amar, A.D., Hentrich, C. and Hlupic, V., 2009. To be a better leader, give up authority. Harvard
Business Review, 87(12), pp.22-24.
Faisal A, M., Mook Lee, S., Malul, M. and Shoham, A., 2015. Behavioral ambidexterity: The
impact of incentive schemes on productivity, motivation, and performance of employees in
commercial banks. Human Resource Management, 54(S1), pp.s45-s62.Miner, J.B.,
2015. Organizational behavior 1: Essential theories of motivation and leadership. Routledge.
Robbins, S.P. and Judge, T.A., 2009. Power and politics. Organizational Behavior. Upper
Saddle River, NJ: Pearson Education, Inc.