Seven reasons why managers don't delegate

Article Abstract:

Managers can delegate authority to their employees for specific tasks and projects, or for entire management areas on an ongoing basis. Managers who refuse to delegate authority are most often themselves overworked. The seven reasons most frequently cited for not delegating authority are: (1) the work is important enough to receive the manager's personal attention, (2) the delegation will undermine the manager's power base, (3) the subordinate may do a better job than the manager, thus making the manager seem less competent, (4) the delegation could cause the manager to lose control of operations, (5) managerial perfectionist tendencies preclude the success of the delegation, (6) subordinates are incapable of performing the work that needs to be delegated, and (7) subordinates dislike the duties being delegated. Each of these objections to delegation is discussed and ways of overcoming these attitudes are identified.

Analysis, Delegation of authority, Decentralization (Management)

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Getting at the truth

Article Abstract:

Managers who need to elicit information from employees can use a variety of techniques. California State University professor Robard Yongue Hughes suggests: (1) soliciting the employee's assistance, (2) emphasizing mutual benefits to revealing facts, (3) appealing to the employee's conscience, (4) admitting one's own shortcomings, (5) asking directly for desired information, (6) allowing the worker to save face in cases where the truth may contradict a previous statement by an employee, (7) specifying the punitive consequences of failure to cooperate, and (8) not allowing oneself to be 'conned' with information known to be false. These methods should be matched to the personalities of those persons from whom information is to be obtained.

Human resource management, Telecommunications systems, Interviews, Questioning, Hughes, Robard Yongue

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Clearing the air about no-smoking policies

Article Abstract:

Many businesses are implementing strict anti-smoking rules. Smoking harms both smokers and non-smokers who are exposed to smoke. Smokers have higher absenteeism and accident rates than non-smokers. Managers responsible for enforcing non-smoking policies will find rules easier to implement if no favoritism is shown on the basis of rank, if new rules are discussed with all staff, and if some accommodations are made for workers who do smoke. Employers have a legal right to ask job candidates about smoking, and courts have confirmed workers' right to a smoke-free environment.

Laws, regulations and rules, Smoking, Environmental policy, Offices, Nonsmoking areas

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