Delegation

"The most important thing to keep in mind about delegating is tbat if you give people responsibility, you should also give them authority," he says. "Everybody will make mistakes, and some of them will cost you some money, but even the mistakes are an investment in your business." (Thompson, 2005, p. 46)

Thompson, H (2005). Making your business a top-flight operation. Advisor Tody, 1, 46, Retrieved November 1, 2008, from http://web.ebscohost.com.ezproxy.liberty.edu:2048/ehost/pdf?vid=4&hid=112&sid=daeb5c23-8e34-41e3-a2ee-4903524bcf17%40sessionmgr102


"Effective delegation provides benefits in both directions. It is up to the supervisor or manager concerned to pay very close regard to the abilities, strengths and weaknesses of his or her staff and allocate work to them accordingly. To get through the work the staff also must have the appropriate authority and so the manager must delegate it. It is in this activity that the manager is exercising one of his or her most important functions." (Muri, 1995, p. 6)

Muir, John (1995). Effective management through. Work Study, 44, 6, Retrieved November 1, 2008, from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0790440702.pdf,,


”An increase in the delegation of discretion, authority, and accountability leads to unavoidable declines in the effectiveness\ of direct supervision and an increased reliance on management through skill and value incorporation within an organization.” (Emison, 2004, p.56)

Emison, G. (2004, April). Pragmatism, adaptation, and total quality management: Philosophy and science in the service of managing continuous improvement. Journal of Management in Engineering, 20(2), 56-61. Retrieved November 6, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=12525140&site=ehost-live&scope=site

“You will likely find that you are wasting time on activities that a manager at your level doesn’t need to do. By delegating these activities to staff members you will simultaneously free up some of your own time for more strategic work and help develop staff members’ skills in the process” (Goldsmith, 2007, 1)

Goldsmith, M. (2007). How can i become better at delegating? Harvard Management Update 12(12), 1-1. Retrieved October 31, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=27745716&site=ehost-live&scope=site


"The most important thing to keep in mind about delegating is tbat if you give people responsibility, you should also give them authority," he says. "Everybody will make mistakes, and some of them will cost you some money, but even the mistakes are an investment in your business." (Thompson, 2005, p. 46)

Thompson, H (2005). Making your business a top-flight operation. Advisor Tody, 1, 46, Retrieved November 1, 2008, from http://web.ebscohost.com.ezproxy.liberty.edu:2048/ehost/pdf?vid=4&hid=112&sid=daeb5c23-8e34-41e3-a2ee-4903524bcf17%40sessionmgr102


"Effective delegation provides benefits in both directions. It is up to the supervisor or manager concerned to pay very close regard to the abilities, strengths and weaknesses of his or her staff and allocate work to them accordingly. To get through the work the staff also must have the appropriate authority and so the manager must delegate it. It is in this activity that the manager is exercising one of his or her most important functions." (Muri, 1995, p. 6)

Muir, John (1995). Effective management through. Work Study, 44, 6, Retrieved November 1, 2008, from http://www.emeraldinsight.com.ezproxy.liberty.edu:2048/Insight/viewPDF.jsp?Filename=html/Output/Published/EmeraldFullTextArticle/Pdf/0790440702.pdf


“The concept of managers and managerial leaders assuming the developmental role of coaching has gained considerable attention in recent years as organizations seek to leverage learning by creating infrastructures that foster employee learning and development.” (Hamilin, Ellinger, & Beattie, 2006, p. 305)

Hamlin, R., Ellinger, A., & Beattie, R. (2006, September). Coaching at the heart of managerial effectiveness: A cross-cultural study of managerial behaviours. Human Resource Development International, 9(3), 305-331. Retrieved November 6, 2008, from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=22295560&site=ehost-live&scope=site


“Delegating efficiency means that you need to deal with effectiveness personally. For that reason, you must…make prudent adjustments. These adjustments will determine the level of progress in the desired direction and the eventual success of the program.” (Harney, 2008, p. 75)

Harney, S. Demonstrating leadership: How to guide your company forward in today’s business environment. Contract management 48 (4), 72-77. Retrieved November 10, 2008 from http://www.liberty.edu:2048/login?url=http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?direct=true&db=bth&AN=31601960&site=ehost-live&scope=site

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