Professional Artefact
My artefact has emerged from the information that has been produced as a result of my inquiry. I have started to work on it and am really excited about the end product. When speaking to my student adviser P.Nottingham about my artefact, she mentioned that this task really allowed me to be creative.
I am creating a booklet to advise arts organisations how they can use delegation to promote productivity. Knowledge from prior module on ethical code of conduct will be applied. The skills that will be fostered in this booklet are the ability to compile information to benefit workers and the experience of skills gained from creating a booklet. This booklet benefits arts managers wishing to delegate and their subordinates. The self-benefit for me is that I will have tangible evidence that I can later use to market myself as an arts manager.
The format will be an A5 booklet using photos, charts, statistics and data gathered during inquiry. I have been researching various booklets, looking at how they present text, data and images and whom is the information geared at. My booklet is for arts organisations therefore the layout I use can be colourful and artistic as a pose to overly formal.
I am still in the construction stage, so the information provided is subject to change.
Title: Delegation for success.
Brief: How to use delegation to promote productivity in an arts organisation.
Chapters
- The need for delegation
- What good delegation can achieve
- Examples of bad delegation
- Examples of good delegation
Knowledge from inquiry that will be imputed:
- A manager should be patient when delegating.
- A manager should attempt to communicate well and be open to answering questions.
- A manager should be able to provide the tools for their subordinates to delegate or know where to direct them.
- A manager should not condemn their subordinate for making a mistake.
- A manager should be responsible for delegated task.
- A manager should set a clear time frame and provide objectives.
- A manger should not see the failure of a task as a negative, but rather an opportunity for learning.
- A manager should monitor their subordinate but let the subordinate know it’s in a supportive nature rather than a lack of trust.
- A manager should adopt a participative style of delegation, as it appears to be the best way for subordinates to feel better a measure of control and undertake tasks in arts organisation.
- A manager should assess their subordinates strengths and weakness before delegating a task.
- A manager should empower their subordinate.
