 Category :: Management Articles |
Author :: Andrew E. Schwartz  |
| |
| Article Title :: Delegation Obstructions |
| |
| OBSTRUCTIONS: 1. Staff deficiencies. Lack of confidence in employees quite understandably leads to a reluctance to delegate. When deficiencies exist, action must be taken to restructure jobs and/or retrain, reassign, or as a last resort terminate employees. 2. Management deficiencies. Intimidation or lack of organization on the manager’s part makes effective delegation impossible. In such a case, it is the manager’s responsibility to seek training in the delegation process via seminars, self-help courses, and the like.MORE OBSRTUCTIONS: 1. The “I can do it better myself” syndrome. Some managers think it is easier and quicker to do the work themselves. Therefore, they never (read full article) |
| |
 |  |
| |
| Category :: Management Articles |
Author :: Andrew E. Schwartz |
| |
| Article Title :: Deciding What to Delegate |
| |
| DECIDING WHAT TO DELEGATE: Once the benefits of delegation are established and obstacles removed, the next step in the delegation process is to decide what work can and should be delegated. In general, work to be delegated should adhere to the following guidelines: — It can be handled adequately down the line. — All necessary information for decision making is also available down the line. — The work involves operational detail rather than planning or organization. — The task does not require skills unique to the manager or position. — An individual other than the manager has, or can have, direct control over the task.WHAT NOT TO DELEGATE: There are, of course, tasks that (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Andrew E. Schwartz |
| |
| Article Title :: Delegate Tasks to the Right Person |
| |
| SELECTING THE RIGHT PERSON: To whom should tasks be delegated? Selecting the right subordinate to do the work is an evaluative process, and managers must be able to identify individuals both capable and willing to handle responsibility.DETERMINING EMPLOYEE RESPONSIBILITY: A careful review should be made of past assumptions about personnel. Some employees’ capabilities may be overestimated, others underestimated. A personnel survey or personal interview is an excellent tool managers can use to reassess their subordinates, determine what additional duties each believes he or she can now adequately handle, and recognize the goals and direction toward which the employee aspires to ad (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Andrew E. Schwartz |
| |
| Article Title :: How to Delegate Effectively |
| |
| ACCOUNTABILITY: Delegation is not complete unless subordinates are held accountable for their work. They should be accountable to only one person—usually their immediate manager—and must understand what criteria will be used in judging their performance. They must also understand that unless the job is done successfully, they will be replaced. Though ultimate accountability cannot be transferred and does rest with the manager, managers must be willing to support the actions and decisions of those in whom they have placed their trust. They must stand behind the results—whether good or bad.DEFINING OBJECTIVES: Managers should write down all provisions discussed verbally, includ (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Andrew E. Schwartz |
| |
| Article Title :: How to Overcome Your Fear of Firing |
| |
| OVERCOMING FEAR OF FIRING “It was obvious that this employee could not relate well to clients. But I could not bring myself to fire him.… and while I wavered, things only got worse for everyone in the department.” Having to fire someone is one of the most difficult actions any manager or executive may have to take. It is an action that many manager’s find endless excuses to avoid, as did the executive quoted above. Yet, in certain cases it is unavoidable. Firing is a managerial art that many otherwise successful supervisor’s neglect to develop.WHEN IS FIRING APPROPRIATE? Most people take pride in and care about their job responsibilities. There are some people, however, w (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Sukhbir Singh |
| |
| Article Title :: Human Resources: The Misidentified Subject |
| |
| Interest in the field of human resources has exploded in recent years due to the promises it offers for a better understanding of human beings at work. The term is now as ubiquitous as it has once been obscure. It is taught in schools and universities; it has turned into one of the main functions of a corporation in addition to marketing, finance, and accounting. Yet despite this trend, there are still many challenges facing the field. It seems like the subject of HR is talking the talk but not walking the walk. It is true that it is easy to talk about how we should treat employees and how to reward them in order to create an incentive for greater performance, but how do we tackle th (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Philip Lye |
| |
| Article Title :: Muggers in Our Midst - When Rumour and Gossip Pay You a Visit |
| |
| ‘I heard it on the grapevine’ the old song goes. But the grapevine has the potential to cause your business strife, misunderstanding and ruin! In effect the rumour mill and gossip are dangers you cannot ford to ignore. People who indulge in these behaviours are like muggers – they leave you feeling you have been robbed!Many small business owners and managers are so busy that they fail to take notice of the poison disseminated through their organisation like a cancer silently consuming all before them.Have you ever noticed how some people seem to gravitate to negative thinking, gossip and innuendo? The amazing thing is that these people are the first to raise their hand (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: John McKee |
| |
| Article Title :: My Company's Leadership Sucks! |
| |
| Maybe it's the season or just a more buoyant job market;
but lately I'm sure involved in a lot more discussions
about leadership.I'm receiving more requests for help defining the key
characteristics which make a great leader; and I'm hearing
a lot of negative stuff from clients about their bosses.Most leaders die with their mouths open:I recently read an article in Fast Company magazine which
reflected on the issue of leadership. In it, they quote
Ronald Heifetz, the founder of Harvard's Center for Public
Leadership, who made the above comment back in 1999. He
followed it up by saying that, "leaders must know how to
listen - and the art of listening is more s (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Roger Schwarz |
| |
| Article Title :: When Being A Facilitator DOESN'T Help |
| |
| I talked with a group of internal consultants last week - they felt they had to wear too many hats in their work. They had to be consultants, facilitators, coaches and trainers - sometimes in the same one-hour session. They weren't always sure what role to be in and they felt that all this role-switching was draining them and was decreasing their credibility and effectiveness.After learning a bit more, I suggested two things to them:1) At times they were trying to serve as facilitators when another role would have been more helpful to their clients; and2) It wasn't switching roles that was causing them trouble - it was how they were doing it.I'm suggesting the (read full article) |
| |
| |
| |
| Category :: Management Articles |
Author :: Matt Beane |
| |
| Article Title :: I Can't Use This Approach Unless My Boss Does - Power, Accountability, and Consequences |
| |
| People who work with us often struggle with this dilemma: in theory, they come to believe that it would be very helpful to use our approach with people who have more power than they do, and in practice, sometimes it seems too risky to try. Some examples of things that feel too risky include raising questions with your boss about his or her performance, disagreeing publicly with people who have more power , or otherwise sharing information that might lead you or the person in power to feel put on the sp ot.As Roger outlines in his chapter for our new Fieldbook, this feeling of risk often - but not always - comes from a series of untested assumptions about the person with more power: (read full article) |
| |
| |
| |
| |
| Prev 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 [144] 145 146 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 204 205 206 207 208 209 210 211 212 213 214 215 216 217 218 219 220 221 222 223 224 225 226 227 228 229 230 231 232 233 234 235 236 237 238 239 240 241 242 243 244 245 246 247 248 249 250 251 252 253 254 255 256 257 258 259 260 261 262 263 264 265 266 267 268 269 270 271 272 273 274 275 276 277 278 279 280 281 282 283 284 285 286 287 288 289 290 291 292 293 294 295 296 297 298 299 300 301 302 303 304 305 306 307 308 309 310 311 312 313 314 315 316 317 318 319 320 321 322 323 324 325 326 327 328 329 330 331 332 333 334 Next |
Article Categories
