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Delegating for Guaranteed Results
Delegating for Guaranteed Results
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A.E. Schwartz
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Delegating for Results by Andrew E. Schwartz is an informative popular Business Success Series. This valuable, self-help guide on delegation is geared towards the inexperienced and experienced business person looking to develop or hone business skills that generate success. Very often managers waste time performing tasks that could be delegated to another employee. This can result in lower productivity and higher operating costs. Delegating for Results discusses in uncomplicated straightforward language, the steps managers should take to prevent such problems. Up-to-date, practical advice from seasoned professionals, case histories and insightful quotes from experts are included. Readers will learn how to:

  • Pick the "right" person for the "right" job.
  • Increase motivation among employees.
  • Focus on specific goals to ensure expected results.
  • Clarify and develop two-way communications.
  • Foster pride and professional growth and more.

Delegating for Results is a concise and comprehensive review with a step by step, logical presentation of pertinent ideas business people will find invaluable. Very focused, this resource is an essential part of business success!

About The Author:

Andrew E. Schwartz, CEO of A.E. Schwartz & Associates, Boston, MA, a comprehensive training and consulting organization offering over 40 skill based training programs with participant coursebooks and practical solutions to organizational problems. Consults and conducts over 150 programs yearly for clients in Government, Industry, Fortune 500 companies, Hospitals, Education, and Non-Profit organizations throughout the United States. A prolific author, he has authored dozens of books, products, manuals, audio, workbooks and articles on HRD, management and training. Former manager of training at the Massachusetts Institute of Technology (Information Services), and currently training consortium director for the Smaller Business Association of New England. Has taught and lectures at over a dozen colleges and universities, and frequently appears on radio and television.

ebooks are reproducible for a $5.00 royalty fee per copy. You can purchase all additional royalty copies by clicking here or visiting the reprints page.



Chapter 1. What Is Delegation?
This chapter introduces the concept of delegation within an organization and its components.

  1. Definition Of Delegation
  2. Components Of Delegation
    1. Goal setting
    2. Communication
    3. Supervision
    4. Motivation
    5. Evaluation
  3. Benefits Of Delegation
  4. The Mechanics Of Delegations

Chapter 2. Why And When To Delegate
This chapter outlines various reasons why a manager might want to delegate tasks and duties to other employees.

  1. Organizational Reasons
    1. Build teamwork and cohesion
    2. Groom employees for promotion
    3. Have better trained employees
    4. Too much work for a few people
    5. Increase efficiency
  2. Employee Related Reasons
    1. Develop employee skills
    2. Give employees a sense of achievement

Chapter 3. Goal Setting
This chapter considers the expectations that one can realistically set for a delegation project.

  1. Determining What To Delegate
    1. Nature of the task: e.g., non-crucial, interesting, challenging
    2. Employee's skill level and interest in relation to nature of the task
    3. Logistical considerations: e.g., time constraints, amount of supervision required
  2. Setting Goals

Chapter 4. Communication
This chapter discusses the importance of delegating tasks to others

  1. The Importance Of Communication For Proper Delegation
  2. Communication Is The Foundation
    1. One-way versus two-way
    2. Incorporate measurements for control

Chapter 5. Supervision
This chapter outlines an important part of delegation - supervision during the process.

  1. The Importance Of Supervision To Delegation
  2. How To Supervise
    1. Relation to goals
    2. Amount of supervision

Chapter 6. Motivation
This chapter offers suggestions for getting delegated tasks completed, particularly difficult or uninteresting tasks.

  1. When Is Motivation Needed?
  2. How To Motivate
  3. Motivation During Delegation
    1. Special Considerations
    2. Perfectionism, marginal performers and how to manage diverse styles

Chapter 7. Evaluating The Delegation Process
This chapter covers how to review the extent to which goals were met, how the process operated, and how the process could be improved.

  1. Meeting Goals
  2. Follow-up Operations And Controls
  3. Process Operation
  4. Possible Improvements

Chapter 8. Summary and Afterward

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