The Management Guide to Delegating; The Pocket Manager

by Kate Keenan

• ISBN13: 9781902825724
• ISBN10: 1902825721
• Format: Trade Paper
• Copyright: 1999-09-01
• Publisher: Oval Books

Summary

A book for people who would like to manage themselves, their time, and their business better, but are too busy to begin.

Author Biography

Kate Keenan is a Chartered Occupational Psychologist with degrees in affiliated subjects (B.Sc., M.Phil.) and a number of qualifications in others.

She founded Keenan Research, an industrial psychology consultancy, in 1978. The work of the consultancy is fundamentally concerned with helping people to achieve their potential and make a better job of their management.

By devising work programmes for companies she enables them to target and remedy their managerial problems - from personnel selection and individual assessment to team building and attitude surveys. She believes in giving priority to training the managers to institute their own programmes, so that their company resources are developed and expanded.

Having always believed in the maxim that if you want a good job doing you should do it yourself, Kate Keenan has finally realised that delegating is a powerful method by which others can be helped to do as good a job as she does (if not better). This relieves her of the necessity to do it all, at the same time as enabling her to do a great deal more than ever before.

Table of Contents

Delegating	p. 5
The Need for Delegating	p. 6
Deciding What to Delegate	p. 15
Deciding Who Can Do It	p. 23
Briefing	p. 31
Monitoring Progress	p. 42
Attitudes to Delegating	p. 49
Check List for Delegating	p. 57
The Benefits of Delegating	p. 59
Glossary	p. 60
Table of Contents provided by Syndetics. All Rights Reserved.

Excerpts

Let go
Feeling reluctant to delegate will hold you back from enjoying the many advantages of doing so. If you let go of some of your work you will unburden yourself and release your energies for other things.

Confidence building
Sometimes people will ask you what you think they should do when carrying out a certain aspect of their task. Even though you know exactly what should be done, you should always ask 'What do you think you should do?' Most of the time they already have a sensible answer but just lack the confidence to put it into practice.

Delegate deliberatively
It is a great mistake to think that you can delegate any task that takes your fancy, possibly because you do not feel like doing it or because you have to keep someone busy... Nor can you delegate work which you find difficult. If you have problems, it is unlikely that other people will do any better than you.

No one is irreplaceable
Being reluctant to delegate often stems from a belief that you are irreplaceable and thus the only one who can do a particular job.

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Excerpted from The Management Guide to Delegating: The Pocket Manager by Kate Keenan
All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.