Topic 13. THE ART OF DELEGATING

Delegating involves four basic steps:

1. Clearly describe what needs to be done and by when. The fact is, people who report to you expect to be guided and are not going to blame you for "shirking" work. The key is to determine what you want others to accomplish and when you need them to complete the task. Be clear as to what is expected, and give your subordinate the opportunity to discuss the general approach or any other issue before launching into the work.

2. Accept that the work will not be done exactly as you would have done it. No one completes the same task in the same way. This does not necessarily make another person's work wrong or inferior; in fact, it may be better than what you could have done and be a credit to your managerial skills

3. Keep track of delegated work. A critical role for managers is to know what their people are doing at any given time and when the work is due. That means developing a system for monitoring delegated tasks, which can be separate from elaborate project management charts covering major tasks.

4. Give constructive feedback and criticism. When giving feedback for delegated work, try first to be as positive as possible about the work the person has done. Any criticism should relate directly to the initial scope and deadline for the work; if those were clearly outlined, you'll have a basis to discuss the submitted work and any further work needed.

Topic 14. The key business issues of the 21^st century. The e-lance economy

Managers name the key issues

· Branding and design. Without a strong brand, you have no customer loyalty and no pricing power.

· Finding and developing talent. Talent is going to be in short supply. And that's particularly true for knowledge workers and creatives.

· Managing diversity. New problems of multicultural management across national borders

· Corporate social responsibility. Campaigns by activists can affect your profits and destroy your brand.‘

· The threat caused by the Internet.

The e-lance economy

With the introduction of powerful personal computers and electronic networks the economic equation changes. Because information can be shared instantly and inexpensively among many people in many locations, the value of centralised decision-making and bureaucracy decreases. Individuals can manage themselves, coordinating their efforts through electronic links with other independent parties. Small becomes good.

In the future, as communications technologies advance and networks become more efficient, the shift to e-lancing promises to accelerate. Should this happen, the dominant business organization of the future may not be a stable, permanent corporation but rather a flexible network of individuals and small groups that might sometimes exist for no more than a day or two. We will enter the age of the temporary company.

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