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n-one meeting with the MM, ask him for his views, and then determine the course of action. Any of the approaches to leadership are valid, and will depend in large part on the personalities of both parties. The objectives remain the same. First, handle a business problem for the organization, and second, develop and/or utilized the management skills of a subordinate.

Delegating

Delegating is a critical element in leadership and at the same time a separate and distinct element of management skills.

Obviously, no single individual can be the ultimate expert on every subject, but the CEO is expected to assume responsibility for everything that happens in a firm. In an organization it is necessary to have responsibility delegated and to look at all the elements that go into a problem. To return for a moment to the shirt merchandising problem above there may be additional elements involved other than the potential revenue stream. Perhaps players whose names are not used in the merchandising program will feel slighted and a moral problem will develop among the players that reduce the quality or the performance on the field. This question is becoming more complex!

Part of the responsibility of the good CEO is the selection of quality subordinates that can accept responsibility. There are two possible courses of action, tell the merchandising manager to collect the financial data and provide a recommendation or have a meeting with all the people in the organization involved which would include the merchandise manager, the legal officer because there are contracts involved which may include player contracts and payments in addition to the manufacturers, the team human resources director because there is a potential moral problem, and accounting and finance because they are obviously involved in the administrative elements of the royalty licensing. If the CEO has done his job properly, he will call the merchandise manager and say something like, “Charley, A, B, C and D all want to license our logo. Look at the offers and tell me what you want to do.” The CEO may ad, “check with the coach, HR, legal and accounting and see if they have problems with this.”

If he has confidence in his merchandising manager he should not have to do any of these tasks himself. It is not his function to meet with all the people involved, locate al the required information, and personally make the final decision. He should have developed subordinates strong enough to handle the problem and have the confidence to back their decision.

One of the management techniques he might use in a situation like this is “Management by Objective.” MBO is nothing more than the aligning goals and subordinate objectives throughout the organization. He would expect the Merchandising manager to give him a simple document that identifies individual objective, names the person responsible for achieving the objectives, the time lines for completing the objective, etc. MBO includes ongoing tracking and feedback o本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。