Peter Drucker, the author of  The Effective Executive



  • Chose delegates based on a fair and objective assessment of his or her skills and abilities in relation to the requirement of the task

  • Give precise instructions; use simple procedures; show employees how to do something and explain why it is done that way

  • Show how each delegation contributes to organizational goals

  • Clarify expected results

  • Develop together standards of performance; recognize superior performance

  • Discuss problems; answer questions; seek employees' ideas about how to do the job

  • Be supportive; exhibit trust; keep your promises

  • Praise positive achievements in public


  • Don't delegate in a haphazard fashion

  • Don't over-exercise your power; don't try to dominate the delegates; be rather a leader than a mentor

  • Don't criticize employees in front of others

  • Don't overreact to problems or mistakes

Problem Solving Strategies: 4 Levels

Creative Problem Solving: Switching Perceptions

Solving People Problems

Turn Problems to Opportunities: 6 Tips


  • Don't over-control the performance


 Decentralization and Delegation

Delegation DOs and DON'Ts

4 Stages To Successful Delegation

Traditional Managerial Tasks

5 Functions of a Manager

Setting Objectives

Management by Objectives

MBO: Starting with Yourself

MBO: Setting Objectives

Managing for Results

New Management Models

Managing Knowledge Workers

Managing by Wandering Around (MBWA)


Management by Coaching

Leadership-Management Synergy

Performance Management

Strategic Alignment

Setting Objectives


Energizing Employees

Managing Creativity at Your Workplace

Relentless Growth Attitude

Skill-Will Matrix

Employee Empowerment

Why Employee Empowerment?

Empower Others

10 Steps To Empowerment

Getting Employees Involved: 9 Ways

Freedom to Fail