Mission or intensity: Is there a real difference?

There are many management tasks that will teach you to deal with the world with rapid change, productivity management, recommendations on goals and the need to share existing work among employees with a delegation. It does not take a rocket scientist to realize that a joint job moves earlier with less wear on each participant.

However, there are not as many resources, but it will help the manager (or "manager wannabe") understand the delegation's policy that tries to match the necessary workforce with the available skills to achieve maximum productivity.

And by taking this view from the delegation step further, the staff's work permit to carry out projects also offers opportunities for better success, future evolution of employees and their potential for making larger and stronger jobs that lead to career.

Efforts can create an employee's mentality of "I can do that" which leads to increased productivity instead of "I have it" usually producing minimal performance – ie. "What's the least I can do to get along" – in connection with the delegation.

Description of the Delegation

Basically, the delegation is breaking a major task into objects and finally allocating to others because the time to the full or clean size of the project requires more than one person's ability, knowledge or participation. This is how the work within organizations happens.

We still call it delegation, even though the manager offers incentives to complete the project because incentives to work outside the employee, not within them. No internal motivation for power is available and the employee can find them have do something rather than get to do it.

It is more to push effort from the manager to the employee, but an operating license is similar to pulling the employee to get the opportunity to perform.

Description of Power Areas

Unfortunately, many people regard the term "circumvention" as a concept designed to make people feel good about their tasks, but adds no value or meaning to the task that is appropriate. As a result, for many, they are changing and "strengthening" interchangeable: it just means getting someone else to do what you want them to do.

Nothing could be wrong.

Strength requires the manager to know the employee well enough to know that something in this project will appeal to them because it includes opportunities to learn something new, using unique skills or knowledge or demonstrating precious skills such as manage small tasks, creative writing, spokesman, etc. In other words, something that does not relate to the usual job they want to do.

Success of the project completed and recognition by the leader (and perhaps their peers) is the internal award. Indicators from many studies indicate that authorized employees are productive, satisfied, innovations, and create higher quality products and services than employees who are not authorized to work.

If the benefits of employees are so positive, why does not it happen more often?

The answer will be obvious after looking at the strengths of a bit longer and knowing the features needed from the documentary:

1. To give some responsibility and power to work independently ("Here's the income I want. I'll allow you a high latitude and authority to figure out how to earn that income.")

2. Provide a measure of control if the other is working with confidence and self-esteem.

3. Willing to allow rulers to fail. (We consider it sufficiently wrong to provide education, but not so terrible that the employee or employee is in financial, physical or occupational risk.)

4. It must be sufficiently planned in advance to define parameters where an employee's representative can work independently. ("You can spend up to $ X on this project and make decisions up to these particular budget limits, delivery, maximum number of participants, etc.")

5. Want to approve a conclusion that may be satisfactory, but unlike what was expected. (When the manager says, "Oh, I never expected it" but willing to accept it.)

6. A willingness to allow someone else to get credit for a successful project.

7. Understanding this is not zero sum state: ie. greater responsibility and authority to respond to what I give you, does not mean that I have relative less of why.

8. If something goes wrong, not teaching an employee, but first review if the authority image may have contributed to it:

a. Provide adequate resources or instructions

b. Failure to clearly define expectations

c. Failure to clearly define the limits of competence and responsibility

d. Or take the blame completely and use it as a learning experience for the employee and the power review

After reading these eight levels, can you now see why it does not happen more often with many senior school leaders?


Leave a Reply

Your email address will not be published. Required fields are marked *