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Self help the menegment - Nelson B.

Nelson B. Self help the menegment - wiley publishing , 2005. - 304 p.
ISBN 0-471-70545-4
Download (direct link): selfhelpthemanagementbible2005.pdf
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The Management Bible
tasks, you’re not going to be very flexible when it’s time to deal with those surprise problems and opportunities that always seem to pop up at the last minute.
Myth 8: Your Employees Are Too Busy
Yes, your employees might be busy, but what are they busy doing? If a task is important enough to warrant your attention, then it’s important enough to be placed on your employees’ priority lists. Don’t just delegate tasks willy-nilly; be sure to explain their place in the big scheme of things and help your employees set their priorities. But once you’ve got that settled, then stand back and get out of their way. You might be surprised just how quickly—and how vigorously—they’ll take care of their new duties once they are assigned.
Remember: Delegation can be scary. The more you do it, however, the less scary it gets. Your first attempts at doing some serious delegation is sort of like skydiving for the very first time: You jump out of that airplane thousands of feet above the ground and hope that the parachute opens to slow down your fall. Your employees may be a little nervous, too, so be sure to offer them more support as they discover how to become comfortable with their new roles.
The delegation process is a fairly simple—and, daresay—painless one. Here are the six steps to effective delegation:
Step 1: Communicate the task. Describe exactly what you want done, when you want it done, and what end results you expect.
Step 2: Furnish context for the task. Explain why the task needs to be done, its importance in the overall scheme of things, and possible complications that may arise during its performance.
Ask Bob and Peter: What should I do? Every day I have to tell my employees to do the same things, time after time. They can't seem to think to do these things themselves. Now they think that I'm a tyrant.
You have fallen into the micromanagement trap. While you may feel you have no choice but to tell your employees what to do every day, the result is that your employees will naturally resist your efforts and do increasingly less on their own. To solve this problem, step back for a minute and focus on your employees instead of the tasks that they can't seem to remember to do. Meet with your employees and discuss the overall goals you have for your organization; then ask them what they can do to help achieve these goals and what you can do to help them. Encourage your employees to speak up and to bring up any issues that are interfering with their ability to carry out their tasks. And when they do what you want them to do, praise them generously.
Step 3: Determine standards. Agree on the standards that you plan to use to measure the success of a task’s completion. Be sure that these standards are realistic and attainable.
Step 4: Grant authority. Grant employees the authority necessary to complete assigned tasks without constant roadblocks or challenges from other employees.
Step 5: Provide support. Determine the resources necessary for your employee to complete the task and then provide him or her. Successfully completing a task may require money, training, or other resources—be sure to plan for them in advance of assigning new tasks, not after.
Step 6: Get commitment. It’s not enough to make an assignment, you’ve also got to make sure that your employee has accepted the
The Management Bible
assignment. Confirm your expectations and the employee’s understanding of and commitment to completing the task before moving on to other matters.
Delegation benefits both workers and managers when done correctly. So why not delegate more work to your employees? Jump in, the water’s fine.
There are some tasks that are best delegated to others; as a manager, you should delegate the following kinds of work to your employees whenever possible:
• Detail work: There’s an old saying that 20 percent of the results come from 80 percent of the work. So, wouldn’t it be better if the 80 percent of the effort that goes into that 20 percent of results be accomplished by your employees (who coincidentally, probably cost your company far less than you do) instead of you? Remember: you’re now being paid to orchestrate the workings of an entire team of workers toward a common goal—not to do the work yourself. Leave the detail of how the work gets done to your employees, but hold them accountable for the results.
• Information gathering: While you might enjoy surfing the Web, reading all the business magazines and newspapers, and watching the cable financial channels—all in the name of keeping tabs on your competition—you’ll be much more effective as a manager if you let someone else gather needed information. This will free you up to analyze the inputs and information and to devise solutions to your problems—and strategies for your opportunities.
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