rgies to those top-level duties for which they were hired and are being paid—setting objectives, developing policies, and measuring results. 2. Increasing motivation, confidence, and personal as well as professional growth in subordinates. On-the-job-training challenges employees to evaluate risksToo many managers waste both time and energy performing tasks an employee could perform just as well, thereby lowering productivity while raising operating costs. The answer to the problem is easy—delegation. However, many managers still limit their own effectiveness, create imbalances in the organization, waste their department’s time and energies, and fail to develop their subordinates by either ignoring or mismanaging the techniques of delegation.

Why? Delegating responsibility insures that the work is done by the right person. No manager, regardless of his or her competence, can adequately perform each departmental function as well as the person who does it on a daily basis. Many have not worked their way up through the company and are highly unlikely to have handled all aspects of a process while doing so. Additionally, they would hardly have been promoted to a managerial position without a belief that their talents could be put to use elsewhere. Effective delegation ensures that each task is performed at the lowest appropriate level.

Benefits: Freeing management from routine and repetitive functions. Managers are most cost effective when directing their energies to those top-level duties for which they were hired and are being paid—setting objectives, developing policies, and measuring results. 2. Increasing motivation, confidence, and personal as well as professional growth in subordinates. On-the-job-training challenges employees to evaluate risks,

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