What is the primary reason for failing to delegate properly, and why is over coming this barrier difficult for so many people? 3. Why is the supposed freedom to fail important? 4. What might be the risk to the department as a whole if the supervisor consistently fails to delegate
Chapter 5:
2. What is the primary reason for failing to delegate properly, and why is over coming this barrier difficult for so many people?
3. Why is the supposed freedom to fail important?
4. What might be the risk to the department as a whole if the supervisor consistently fails to delegate?
Chapter 6:
5. What do we mean by the statement: It takes time to save time?
6. Why is it recommended that you leave a certain amount of time open when planning out a day's work.
7. Why are time management and stress management described as inseparable activities?
Chapter 7:
8. Compare and contrast personal orientation and performance orientation.
9. What are you best advised to do at the end of a day during which nothing has gone right and none of your targets have been reached?
10. What criteria might you use to decide whether to spend time with a surprise visitor or refuse to do so?
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