THE PRACTICE OF PUBLIC ADMINISTRATION Research Paper

THE PRACTICE OF PUBLIC ADMINISTRATION - Research Paper Example Ferris proved to be an abundant source of ideas and could draft reports for Turner in a breeze and could deal with awkward customers effectively. Ferris influence on Turner grew to the point that he could make decisions in Turners behalf. Other managers particularly Blackham became resentful of this alleging that Turner abdicated his leadership to Ferris because it seemed that it is Ferris who is running his office. Soon, Ferris demanded to be promoted as Deputy Sales Manager which Turner agreed. Upon asking the Director of Sales for the position to be created, he was asked why so when his department is small to warrant a deputy. Turner was forced to disclose that he had been depending on Ferris to get things done that much of the responsibilities in his department is already headed by Ferris. The Sales Director was dismayed and is now considering whether or not he should intervene and impose changes. II. Appraisal of the situation Charles Turner dependency towards Jim Ferris finally took its toll when Ferris demanded to be his Deputy that made the Sales Director consider whether or not he should intervene and impose changes. ... Ferris also begun building his â€Å"own empire† in the department placing his own people in key positions while he taking over the majority posts. Ferris growing dominance in the department will of course not go unnoticed. Other managers are beginning to notice it and Turner is slowly beginning to lose respect from them as he â€Å"abdicated† his responsibilities to Ferris. The delegation turned into dependency that also created friction in the organization. Obviously, Turner had lapses g from the beginning he assumed office because he was not able to gain confidence in leading and managing his department since he was promoted. The managerial lapses or lack of managerial capability of Turner is best summed up in the lecture prepared Dr. Abdul M Baksh that while â€Å"consulting subordinates is often regarded as delegation of authority, and the manager may receive a decision rather than advice . . . the manager must bear in mind that such advice may also have the undes irable effect of not only putting pressure on him but also expose him to conflicting alignments of forces within his own ranks†. This was exactly what happened to Turner’s over dependency towards Ferris or in Blackham’s terms, abdicated his function to Ferris. Now, other managers are also becoming jealous of Ferris and are also demanding greater responsibility and are now being resentment of Turner’s seeming favoritism towards Ferris. Ferris now has huge bargaining leverage towards Turner because he knows that Turner depends on him and so he asked to be his deputy even if the position does not yet exist and that there are other more senior manager than him in the department. The Sales Director is dismayed knowing this because