INTRODUCTION
A manager’s primary task is to achieve results through the actions of others. Yet a surprising number of managers forget this and feel that they must do the majority of the work. Others don’t trust their staff (see Question 1) and only delegate the grunt work to them. This is a recipe for poor performance, poor staff morale and a nervous breakdown (eventually) for the manager.
According to Peter Drucker, regarded by many as the only true genius that management studies has produced, a manager’s role is to:
- organise staff
- set objectives
- motivate staff
- monitor results against targets and take corrective action when required
- develop people, including themselves.
Nowhere in that list does it say that the manager must do all or even most ...
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