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Empowerment and Delegation Scenarios

Empowerment and Delegation

This assignment has two parts. In part 1, you will review scenarios and answer questions related to empowerment for each person. In part 2, you will answer questions about empowerment and delegation.

Part 1: Scenarios

Read each scenario and answer the question that follow in at least 90 words in preparation for part 2.

Nancy Walters

Nancy is an administrative assistant in a prosecutor’s office. For most of her two years with the office, she has served as a receptionist and a file clerk. She has been attending paralegal school for the past six months. Noted for her satisfactory performance, especially as a multitasker, she has made an effort to learn about the duties of other staff positions. Nancy has approached you, the chief prosecutor, about wanting to take on other responsibilities she believes would provide her with more job satisfaction. She specifically requests to help the assistant prosecutors put their case files together. Nancy believes she can do this when there is little activity at the receptionist’s desk.

Would you empower Nancy to take on additional responsibilities? Why?

Yes, I would help Nancy empower herself with the additional responsibilities because she is motivated to become better within her career goals. She is showing the animation that she wants to become more than just an administrative assistant. The best place for her to learn is on the job training where she can learn from on hand experiences on what her strengths are and her weakness. She also has guidance around her to critic her errors and her successes. She also can teach the office new information that she has learned in school giving us a refresher. She also will be able to help and learn about what it takes to become a paralegal.

Richard Smyth

Some of the supervisors at the police department believe Richard has an “attitude problem.” He constantly complains; however, sometimes he has legitimate points. He has been with the agency eight years and does his job, but can’t keep his mouth in check. His superiors remember when he was very active and performed at a very high level. He always comments negatively when one of the “young guns” is promoted or receives a commendation for excellent work. A supervisor suggests to you, the patrol division commander, that perhaps Richard needs a significant project or responsibility to pursue. The supervisor argues Richard has the talent and experience to do just about anything. Perhaps showing a little trust in him and focusing his energy away from criticizing others would help reduce his negativity. 

Would you empower Richard? Why? If yes, how would you identify an enterprise for him to pursue?

Yes I would empower Richard. I would have a meeting with him and find out is he ok? And we would than discuss some of the issues that he is having and get into the reasons on why he feels the way he does. Then I would go down memory lane with him and tell him how great he is and how I need his expertise on a new project we are put together because he has been with the agency for a long time, he has great knowledge when it come to the agency and people listen him and could he imagine what other people he could touch when its more positive energy coming from him. I would have him training new officers coming into the agency.

Angie O’Reilly

Angie has been a patrol officer for three years. She has a strong desire to be a detective. While her only formal training has been completion of the recruit academy, she has shown a willingness to follow up on details for the investigative division. Her legwork in her free time on patrol has helped detectives who did not have time to go out in the field. Currently, there are no open positions in the investigative division.

Is there a way to empower Angie to take on more investigative responsibility?

Yes, I would advise Angie that at this point of time there is no open positions right now, but while there are no positions available, she now has the time where she should be preparing herself for the position so once there is an opening, she will have the requirements that is needed to apply for the position. I would encourage her to enroll into college and start working on her degree because she would have a better advantage amongst her peers with a college degree at getting promoted within the investigation division.

Steve Morris

You are the new police chief on a small college campus. Steve is the assistant police chief. You have four sergeants, each supervising a patrol team of four officers. Most of the officers have college degrees. The department is busy during the fall, less so in the spring, and very quiet during semester breaks and the summer. You realize Steve is overloaded with administrative responsibilities. He creates work schedules, reviews officer reports, hires and monitors student workers, maintains the property and evidence room, keeps the log of incidents on campus for review by the media and the public, liaises with all the fraternities and sororities, and conducts training. You need him to work on a comprehensive overhaul of the campus parking plan, but he doesn’t seem to have the time.

Is there a way empowerment and delegation can rectify this situation?

Yes, Steve is my assistant police chief and after reading all of the things he does it seems he has an issue with delegating. I would advise him to start showing leadership and begin   delegating the administrative duties to our four sergeants they are here to serve as well. Then those Four sergeants will delegate some to the administrative task to the officers that work under their supervision. Once all specific task has been clearing giving and understood and met. Everyone will follow up on task giving by each supervisor and relay feedback to Steve and myself. This should free up some of Steve’s responsibilities and now he has the time to work on the campus parking plan in which I would help as well. 

 

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