Psychology of management

delegation process algorithm
is usually the following: 
- to prepare an employee; 
- to explain the task; 
- to show how to solve it and what to do; 
- to entrust its further solving under supervision, correcting the employee if needed; 
- to pass the work to the employee altogether and further on maintain only the final 
check.
The practice of authority delegation, the experience of many executives developed a set 
of rules: 
1. Delegate to the person who can and wants to carry out part of authorities (if (s)he 
doesn’t want it make him/her want it). 
2. Delegate not only duties, but also rights and privileges. 
3. Don’t interfere with the working process without serious reasons. 
4. Demand from the employee intermediate reports on the task realization and control 
only the final results of the delegated task. 
5. It is desirable to delegate the whole matter, and not partial, isolated tasks. 
Thus, preparation and taking managerial decisions, as well as delegating authority 
comprise an important side of any executive’s managerial activity. A manager’s personality, 
his/her ability to solve arising problems are judged by the quality of practicing these functions. 
4. Criteria of manager’s activity effectiveness evaluation. 
To judge how effective certain executive is, one needs some criteria enabling to perform 
such an evaluation. Their choice is far from being simple. 

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Indeed, what should be taken as a reference point: the activity of the concrete manager, 
work showings of the collective headed by him/her, peculiarities of employees, or something 
else? Of some executive they say, “(S)he is a good worker, but the collective is good for 
nothing.” Of another one they say, “(S)he is nothing much, but his/her collective is excellent, and 
on their account (s)he thrives.” 
There are various points of view at the phenomenon of management effectiveness. The 
supporters of one of them put forward the following effectiveness criteria: