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Abstract
Effective managers are always challenged by the question of how much they should control and how much they should let go. This article proposes that managers relinquish some control and instead set "boundaries" within which employees are free to accomplish their work within "a rather large solution space." Suggests the time and place to set boundaries, the importance of selecting which managerial responsibilities to retain and which to delegate, and the need to overcome false assumptions about your employees. Also includes a sidebar on "The Hidden Costs of Too Much Control."
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Abstract
Effective managers are always challenged by the question of how much they should control and how much they should let go. This article proposes that managers relinquish some control and instead set "boundaries" within which employees are free to accomplish their work within "a rather large solution space." Suggests the time and place to set boundaries, the importance of selecting which managerial responsibilities to retain and which to delegate, and the need to overcome false assumptions about your employees. Also includes a sidebar on "The Hidden Costs of Too Much Control."