Sheila Burke sat at her office desk looking out at the sunrise. She had left home even before her children had boarded the school bus so that she could get a few quiet moments to think about organizing her work before everyone else came in. Sheila was Manager of Human Resources at Atlantic Corporation. Although most people considered that a fancy title for personnel manger, Sheila took the broader definition seriously. Her immediate concern was with the expansion program planned at the Connecticut plant. Not only was the total work force to be enlarged, but also the number of classifications was to be almost doubled. Many employees would be added, and others would become involved in supervision, quality control, cost control, and other line and staff positions. The job specifications were to include objectives to be achieved in the next 12 months. These were to be used in the end-of-year evaluations. The recruiting group had to match applicants with these specifications. Then there were training programs and evaluation procedure just being implemented. All this was Sheilas responsibility. There was a lot to do. Although Sheila had been able to increases her staff by two, the individuals were inexperienced. Nonetheless, she had to delegate some key tasks and gradually develop her staff, or she would be forever writing job specifications and conducting evaluations (which she detested). Maybe the job classifications and coordination with recruiting would be a good place to start. Sheila wrote down the names of the people on her staff: Jill, Cliff. Betty, and Lee. She thought about their qualifications, personalities, and the extent and urgency of their other assignments. Sheila thought about Betty Hancock who does not have much experience, but is likable and has the quiet aggressiveness to get the information needed from department heads to draw up the job specifications. Most of the department heads dont like to spend time on that they think human resources has a crystal ball or something, Sheila thought. Betty is divorced with a couple of kids, mature, and seems ambitious, but she would need some training. Sheila also realized she would have to free Betty from some of the new employee orientations sessions she is conducting. With that, Sheila began writing a job assignment. She thought about the deadlines for having new personnel in place. This would mean a tight schedule of lead times for getting the job specifications put together. She set some reporting dates when she would want to review certain groups of specifications, progress with recruiting, and so forth. She jotted down several important performance criteria that could be used to evaluate job performance. Finally, she noted several good references on job specifications that Betty should read and the possibility of her picking up a course at the nearby technical institute, if needed. About that time, staff began coming in. Sheila looked over the job description she had outlined. Looks.

1. Sheila Burke sat at her office desk looking out at the sunrise. She had left home even
before her children had boarded the school bus so that she could get a few quiet moments to
think about organizing her work before everyone else came in.
Sheila was Manager of Human Resources at Atlantic Corporation. Although most
people considered that a fancy title for personnel manger, Sheila took the broader definition
seriously. Her immediate concern was with the expansion program planned at the Connecticut
plant. Not only was the total work force to be enlarged, but also the number of classifications
was to be almost doubled. Many employees would be added, and others would become
involved in supervision, quality control, cost control, and other line and staff positions.
The job specifications were to include objectives to be achieved in the next 12 months.
These were to be used in the end-of-year evaluations. The recruiting group had to match
applicants with these specifications. Then there were training programs and evaluation
procedure just being implemented. All this was Sheilas responsibility.
There was a lot to do. Although Sheila had been able to increases her staff by two, the
individuals were inexperienced. Nonetheless, she had to delegate some key tasks and
gradually develop her staff, or she would be forever writing job specifications and conducting
evaluations (which she detested).
Maybe the job classifications and coordination with recruiting would be a good place
to start. Sheila wrote down the names of the people on her staff: Jill, Cliff. Betty, and Lee. She
thought about their qualifications, personalities, and the extent and urgency of their other
assignments. Sheila thought about Betty Hancock who does not have much experience, but is
likable and has the quiet aggressiveness to get the information needed from department heads
to draw up the job specifications. Most of the department heads dont like to spend time on
that they think human resources has a crystal ball or something, Sheila thought. Betty is
divorced with a couple of kids, mature, and seems ambitious, but she would need some
training. Sheila also realized she would have to free Betty from some of the new employee
orientations sessions she is conducting.
With that, Sheila began writing a job assignment. She thought about the deadlines for
having new personnel in place. This would mean a tight schedule of lead times for getting the
job specifications put together. She set some reporting dates when she would want to review
certain groups of specifications, progress with recruiting, and so forth. She jotted down
several important performance criteria that could be used to evaluate job performance.
Finally, she noted several good references on job specifications that Betty should read and the
possibility of her picking up a course at the nearby technical institute, if needed.
About that time, staff began coming in. Sheila looked over the job description she had
outlined. Looks good, she thought. Ill get it typed up and talk to Betty this morning. She
walked out of her office and went over to Bettys desk. Betty, would it be convenient to get
together to talk over some things about 10:30 this morning? I have something exciting to
discuss with you.
Sure, Betty replied.
Questions
1. What things did Sheila do that would indicate effective delegation?
2. What additional things would need to be done?

2. 3. Would you predict this task would be successfully accomplished? Explain.
4. How would you characterize the relationship of Sheila and her staff based on this
incident?