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Managers frequently complain that they have too much to do too little time in which to do it. Unchecked, this feeling leads to stress and managerial ineffectiveness. In many cases, managers could greatly reduce their stress by practicing a critical management skill-delegation. The inability to delegate frequently has led to the downfall of many leaders - from presidents to first-line supervisors. This paper helps managers to identify what delegation is, the benefits of delegating, what and to whom one should delegate, and finally the systematic approach to the delegation process.
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