What two items must a manager keep in mind regarding his performer when choosing a delegation strategy?

What two items must a manager keep in mind regarding his performer when choosing a delegation strategy?

• A. Willingness and capabilities
• B. Experience and authority
• C. Motivation and time
• D. Skills and training

Answer: (A)

Matching a delegation choice to how ready the performer is to take on the task is the key idea. The two essential factors to assess are willingness and capabilities. Willingness covers motivation, confidence, and the readiness to own the outcome—will the person commit to doing the task and see it through? Capabilities refer to the actual skills, knowledge, and experience needed to perform the task to standard. When you consider both, you can tailor your delegation: a capable and motivated person can take on more autonomy, a willing but less skilled individual may need coaching and closer supervision, and a skilled but reluctant person may require strategies to increase buy-in. In golf management terms, this helps ensure tasks like event operations, course upkeep decisions, or player development are handled effectively while building the team’s competence and engagement. The other options don’t capture this full balance—experience and authority miss motivation; motivation and time mix a personal drive with a time constraint that isn’t a performer trait; skills and training focus on ability without addressing the person's willingness to apply them.

Matching a delegation choice to how ready the performer is to take on the task is the key idea. The two essential factors to assess are willingness and capabilities. Willingness covers motivation, confidence, and the readiness to own the outcome—will the person commit to doing the task and see it through? Capabilities refer to the actual skills, knowledge, and experience needed to perform the task to standard. When you consider both, you can tailor your delegation: a capable and motivated person can take on more autonomy, a willing but less skilled individual may need coaching and closer supervision, and a skilled but reluctant person may require strategies to increase buy-in. In golf management terms, this helps ensure tasks like event operations, course upkeep decisions, or player development are handled effectively while building the team’s competence and engagement. The other options don’t capture this full balance—experience and authority miss motivation; motivation and time mix a personal drive with a time constraint that isn’t a performer trait; skills and training focus on ability without addressing the person's willingness to apply them.