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        recently, the Ministry of finance, Ministry of civil affairs and the State Sports General Administration of three ministries jointly issued the "Ministry of finance, Ministry of civil affairs, the State General Administration of sports lottery on the use of the Internet to sell lottery related issues notice" caizong No. 200784, to stop the use of the Internet sales of lottery. In response to the call of the country, our SOHU lottery campaign stopped, and the relevant settlement will be completed in the near future!

                                                              & nbsp;                                                                         Yiqifa Alliance

                                                              & nbsp;                                     "

when it comes to the decision, most people first thought is that smooth and clean, desk tidy and orderly image — that is to say, never put off till tomorrow what you can do today’s decision. This traditional idea may be good advice for managers or executives, but it’s a scary suggestion for leaders.

instead, can reverse this decision of leaders summed up as the following two:

. For those who can reasonably delegate to subordinate decision, never personally.

. For those who can reasonably drag tomorrow decision never to do today.




This is the most



in the devolution of decision-making power, but retains ultimate responsibility for these decisions, the leader of the army is especially good at the art. I remember hearing a story that might be apocryphal, about the defense secretary, Robert Mcnamara. The story took place in 1961, the fate of the offensive. When it comes to waging war, Mcnamara is, of course, an out and out amateur. As he and the chief of staff watched the formation of the American warships approaching Cuba, Mcnamara found one of the warships moving out of the queue. He immediately asked the chief of staff of the Navy command ship captain, he returned to the specified location, chief of the naval staff answered him: "Mr. Secretary, if you like, I will be the captain immediately. But as long as he’s still in charge, I can’t tell him how to direct his own battleship." Unlike his boss, the chief of naval staff was fully aware of the risks and realities of delegating important responsibilities to others.




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