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Essay / Research Paper Abstract
A 7 page paper that discusses the reasons managers do not delegate, the errors managers make when delegating, the steps for successful delegation and the benefits of effective delegation. Bibliography lists 5 sources.
Page Count:
7 pages (~225 words per page)
File: MM12_PGdlgat.rtf
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Unformatted sample text from the term paper:
than they have time to accomplish them (Portny, 2002). The only way to accomplish everything successfully is to delegate tasks and even decisions (Portny, 2002). However, too many managers in
every industry are reluctant to delegate (Portny, 2002). It seems they would rather work 60 or more hours every week. Of course, there are many managers who have had bad
experiences when they tried to delegate tasks or projects (Portny, 2002). These people have come away from that experience believing the only way to have a job done right is
to do it yourself (Portny, 2002). It is likely, these managers did not follow the guidelines for delegating. Sometimes managers believe if they delegate, they will be perceived as not
wanting to do the tasks themselves (Portny, 2002). Still others believe that since they are responsible for the outcome anyway, they should just do it themselves (Portny, 2002). Pollock (2005)
offered a list of excuses managers often give for not delegating: * The people in my department do not have enough experience (Pollock, 2005, p. 26). * I can do
the job faster than I can explain it to someone else (Pollock, 2005, p. 26). * I am responsible for certain crucial and complex jobs and I cannot trust anyone
else to do those things correctly (Pollock, 2005, p. 26). * If the job is something that requires cooperation from someone else, my position gets that cooperation (Pollock, 2005, p.
26). * Everyone in my department is already too busy, I dont want to put any more on them (Pollock, 2005, p. 26). * We dont have a good enough
monitoring system for me to control the project (Pollock, 2005, p. 26). * I prefer making my own decisions about things (Pollock, 2005, p. 26). * Mistakes made in this
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