Delegating for Results (Rev Edition), Student Edition

Delegating for Results (Revised Edition)

Course Specifications

Course Number: CCT–043_rev4.0

Course Length: Self-study or classroom training

Course Description

The 50-Minute Manager Series was designed to cover critical business and professional development topics in the shortest time possible. Our easy-to-read, easy-to-understand format can be used for self-study or classroom training, or even office training. With a wealth of hands-on exercises, the 50-Minute books keep you engaged and help you retain critical skills.

Course Objective: The learning objectives for Delegating for Results are listed below. They have been developed to guide you, the reader, to the core issues covered in this book.

The objectives of this book are:

  • To explain the delegation role of the manager
  • To show how to select and train employees for delegation
  • To point out potential delegation problems and how to address them

Course Content

Part 1: The Role of the Manager

Management Is a Process
Planning
Organizing
Motivating
Controlling
How Work Gets Done In Organizations
Technical, Human, and Conceptual Skills
What Can Delegating Do for Me?

Part 2: Analyzing Personal Delegation Skills

How Well Do I Delegate?
Symptoms of Poor Delegation
Common Barriers to Delegation
Fact Versus Fancy

Part 3: Preparing to Delegate

Analyze Your Job
Decide What to Delegate
Planning the Delegation

Part 4: Selecting the Right Person

Making Choices
Making the Predelegation Assessment
Remember Your Secretary’s Potential

Part 5: Making the Delegation

Communicating the Delegation
Missed Opportunities
Six Levels of Authority
Following-Through

Part 6: Preparing Employees for Delegation

What You Should Expect
Preparation Begins with Employment
Develop Employees to Handle Complex Tasks
Teach Employees Problem-Solving Techniques
Make Employee Commitment Possible
Difference Between Delegators

Part 7: Potential Delegation Problems and How to Handle Them

Delegator’s Troubleshooting Guide

Part 8: Using Delegation as a Tool in Managing Change

Change Is Legitimate But Requires Smooth Transitions
The Key Element In Change Is Human
Bridge the Gap

Appendix

Review and Commitment to the Future
Ten Traps to Avoid
A Delegation Checklist
Develop a Personal Action Plan
Appendix to Part 1
Appendix to Part 3
Appendix to Part 4
Appendix to Part 5
Appendix to Part 6
Appendix to Part 8

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