Case: The Busy Boss Delegates Director of materials management Tom Netter was responsible for activities divided among five managers, some who themselves had subordinate supervisors. As someone responsible for a wide range of activities, Tom had always espoused a belief and active delegation of authority an active participative management as far as his direct-reporting managers were concerned. It seemed to Tom as though a common response throughout the hospital to many problems and questions that arose was, “That's Netter's responsibility”. In a way it made him feel good to be identified so strongly with many important activities. Among Tom’s many responsibilities was membership, on behalf of the hospital, on several product committees of the region’s group purchasing program. He also served on at least four hospital committees, including the product evaluation committee and the safety committee. As is often the case with a growing health care institution and with the expanding field of health care, Tom’s job continued to grow until it reached the point at which he became painfully aware that he could no longer cover all of the bases as he had been doing for so long period he was missing committing meetings and failing to completely fulfill a number of his other responsibilities. In an attempt to gain some relief, Tom delegated representation on several committees to some of his subordinate managers and likewise delegated some other tasks that he had become too busy to handle. He thought that doing so would be wise for both him and his subordinate managers, so he was surprised to discover that his five managers were quite resentful of their newly delegated assignments. He had inadvertently heard one manager say to another something about “Netter dumping off his responsibilities on us”. Another purchasing manager, Bill Marlow, said to Tom directly, of all things, why did you have to stick me with the safety committee? Couldn't you take it anymore? Create an Introduction and Conclusion
Case: The Busy Boss Delegates
Director of materials management Tom Netter was responsible for activities divided among five managers, some who themselves had subordinate supervisors. As someone responsible for a wide range of activities, Tom had always espoused a belief and active delegation of authority an active participative management as far as his direct-reporting managers were concerned.
It seemed to Tom as though a common response throughout the hospital to many problems and questions that arose was, “That's Netter's responsibility”. In a way it made him feel good to be identified so strongly with many important activities.
Among Tom’s many responsibilities was membership, on behalf of the hospital, on several product committees of the region’s group purchasing program. He also served on at least four hospital committees, including the product evaluation committee and the safety committee.
As is often the case with a growing health care institution and with the expanding field of health care, Tom’s job continued to grow until it reached the point at which he became painfully aware that he could no longer cover all of the bases as he had been doing for so long period he was missing committing meetings and failing to completely fulfill a number of his other responsibilities.
In an attempt to gain some relief, Tom delegated representation on several committees to some of his subordinate managers and likewise delegated some other tasks that he had become too busy to handle. He thought that doing so would be wise for both him and his subordinate managers, so he was surprised to discover that his five managers were quite resentful of their newly delegated assignments. He had inadvertently heard one manager say to another something about “Netter dumping off his responsibilities on us”. Another purchasing manager, Bill Marlow, said to Tom directly, of all things, why did you have to stick me with the safety committee? Couldn't you take it anymore?
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