How is delegationused in performingarts organisations?         Nicholas Norman   BA Professional Practice (Arts)        Mo...
Methodology1. Planned inquiry   question2. Researched existing                           Performing arts organisations   d...
In interviews I investigated:• How managers implement delegation within their work  place.• How various styles of delegati...
What    isDelegation?              Delegation in an arts              organisation can be used to:              • Facilita...
Styles of delegationLewin, K, Lippit, R and white, R.K. (1939)
Literature review                    Progress acceleratorSmarter acronymSpecificMeasuredAgreedRealisticTime boundEthicalRe...
Obstacles1. Subordinate does not believe   Manager wants them to perform   delegated task.2. Subordinate does not want to ...
Chart of arts organisations where interviews werecarried outManager A           Subordinate A        Public SectorManager ...
How important is it for arts manager to frequently monitor                                subordinates when delegated a ta...
Is subordinate likely to increase productivity if they are frequently monitored by                                        ...
Analyse task and subordinate ability to perform task.Communicate task clearly, its importance and the end goal.Care, have ...
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  1. 1. How is delegationused in performingarts organisations? Nicholas Norman BA Professional Practice (Arts) Module WBS3760 Student Number: M00328276 Oral presentation 31/01/12
  2. 2. Methodology1. Planned inquiry question2. Researched existing Performing arts organisations data about delegation  Public sector arts organiation3. Conducted Interviews (School)4. Analysed gathered  Private sector arts organisation information (Agency)5. Concluded  Volunteer sector arts organisation (design and performance)
  3. 3. In interviews I investigated:• How managers implement delegation within their work place.• How various styles of delegation used facilitates the completion on tasks with the aim of improving productivity.• Tasks delegated in an arts organisation.
  4. 4. What isDelegation? Delegation in an arts organisation can be used to: • Facilitate tasks being completed • Provide learning opportunities • Provide opportunities for professional advancement • Create predecessors • Increase efficiency • Increase Productivity • Divide the workload
  5. 5. Styles of delegationLewin, K, Lippit, R and white, R.K. (1939)
  6. 6. Literature review Progress acceleratorSmarter acronymSpecificMeasuredAgreedRealisticTime boundEthicalRecorded
  7. 7. Obstacles1. Subordinate does not believe Manager wants them to perform delegated task.2. Subordinate does not want to perform task, or recognise value of performing task.3. Subordinate does not know how to perform task.4. Manager does not have a structure when delegating tasks.5. Manager fears being replaced by subordinate.6. Manager believes it will take too long to delegate task, so self performs task.7. Manager believes only they can perform tasks sufficiently.
  8. 8. Chart of arts organisations where interviews werecarried outManager A Subordinate A Public SectorManager B Subordinate B Volunteer SectorManager C Subordinate C Private Sector• Tasks delegated in public sector organisation:Dance clubs, registers monitoring students attendance, chorographicalassignments and performance routines.• Tasks delegated in volunteer sector organisation: annual written reports,newsletters, grants, action plans and material for meetings.• Tasks delegated in private sector organisation: designing flyers andposters, newsletters, website, admin work and events management.
  9. 9. How important is it for arts manager to frequently monitor subordinates when delegated a task to perform? (Figure 1) 5No. of Participants 4 3 2 1 0 A little Significant Quite Important Very Important Great Importance Not Important All Participants (Figure 2) 2.5 2No. of Participants 1.5 1 0.5 0 Managers Subordinates Not Important A/L Significant Quite Important Very Important Great Importance
  10. 10. Is subordinate likely to increase productivity if they are frequently monitored by manager? (Figure 3) 3.5 3No. of Participants 2.5 2 1.5 1 0.5 0 Strongly Disagree Neither Agree Nor Agree Strongly Agree Disagree Disagree Managers Subordinates
  11. 11. Analyse task and subordinate ability to perform task.Communicate task clearly, its importance and the end goal.Care, have patience being approachable to subordinate.Empower subordinate by providing incentive to work.Provide key tools, essential resources or informationenabling subordinate to perform a task.Time manage workload specifying to subordinate whentask should be completed.Monitor subordinates at mutually arranged times.Evaluate progress of task. Conclusion

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