There has been for years a great deal of talk about “delegation” in management. Every manager whatever the organization—business, government, university, or armed service—has been exhorted to be a better “delegator.” In fact, most managers in large organizations have themselves given this sermon and more than once. I have yet to see any results from all this preaching. The reason why no one listens is simple: As usually presented, delegation makes little sense. If it means that somebody else ought to do part of “my work,” it is wrong. One is paid for doing one’s own work. And if it implies, as
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