This case study examines the dilemma of whether the CEO of an advertising agency, Samantha Perks, should delegate more decision-making power to her employees or maintain tight control as the business grows. As Perks considers delegating some projects, she worries her oversight may interfere with employees' creativity. However, experts advise executives to avoid micromanaging individual projects and focus on broader strategic goals. While executives have a right to stay informed for authority, they should minimize direct control and maximize employee autonomy to boost innovation, even in crises. Core responsibilities like discipline, culture and crisis management are tasks the CEO should never fully delegate.

1. Management & Organizational Behavior

2. Case Study On Chapter 13:
Power and Politics
Case Title:
Delegate power, or keep it close?

3. Group Number: 07
Group Members:
1. Md. Rafiuzzaman (Roll-
M18232022)
2. Tahlima Mursalin (Roll-
M18232008)
3. Aminul Islam (Roll-
M18232037)
4. Krishna Bhowmick (Roll-
M18232041)

4. Parts of this presentation:
 Events of the case
 Case question-01
 Case question-02
 Case question-03
 Case Question-04
 Overall summary
Md. Rafiuzzaman
Mst. Tahlima Mursalin
Md. Aminul Islam
Krishna Bhowmick

5. The Character of this case:
 Chief Executive Officer (CEO)
 Smart & hard working
 Good at making decisions
 Expert in controlling employees’
 Handles every project from beginning till
ending.
SAMANTHA PERKS

6. Events in this case:
 Samantha Perks is a CEO of Spark New York Agency which advertises
& promotes different materials.
 Her new project is a ‘Hair styling chain’ and this project needs a
comprehensive redefinition of marketing & promotional look.
 As the company is growing, so Samantha Perks is now thinking of
delegating her power of taking decisions to her associates.
 Some experts suggested her to stay close to the creative core of the
business.
 Some other experts suggested, Executives should not be involved in
individual or client managing sectors. And top level executives should give
more attention to the mainframe of any business.

7. Case Question 01:
Q: If you were Samantha Perks, how would you
prioritize which projects or parts of the projects
to delegate?

8. Prioritizing & delegating projects:
As the firm is expanding,
 I would look at the credentials & expert power of my employees
and their past work experiences to decide who can perform an
exceptional job.
 The power tactic of consultation can be used to maintain control
over the smaller projects without directly overseeing them.
 Mostly, the small & quick projects would be delegated. And the
lesser the importance of project, the more likely to be delegated.

9. Case Question 02:
Q: In explaining, what makes her decision hard,
Perks said, “I hire good people, creative people to run
these projects and I worry about that they will see my
oversight & authority as interfering with their creative
process.”
-How can she deal with these concerns without
giving too much control?

10.  Proactive strategy
 Don’t be afraid to teach new skill
 Use the feedback loops
 Trust but verify
 Delegate the objective, not the procedure.
Ways to deal delegate:

11. Case Question 03:
Q: Should executives try to control projects to
maintain their position of authority?
Q. Do they have a right to control project and keep
in the loop on important decisions just so they can
remain in charge?

12. Delegating Power:
 Executives should try to minimally control projects.
 Coercive power: fear of the negative results from failing to comply” (p443,
Robbins).
 In my opinion, I do think that they have a right to be in the loop
in order to stay in charge.
 Legitimate power: The power a person receives as a result of her position in the
company. (Robbins, p443)
 Expert power: Influence based on special skills or knowledge (Robbins, pg.443)

13. “To Be a Better Leader, Give Up Authority”
“The truth is that relinquishing authority and giving employees
considerable autonomy can boost innovation and success at
knowledge firms, even during crises.”
-(A.D. Amar, C. Hentrich Harvard Business Review)

14. Case Question 04:
Q: What are some tasks in an organization that
a top executives should never delegate to
others?

15.  Core functions or responsibilities
 Praise and Discipline
 Team Building and Talent Nurturing
 Fund Raising and Investor Relations
 Mission Vision and Company Culture
 Crisis Management
 Traditions and etiquette
Tasks that never should be delegated

16. Any Questions…?