领导者安排棘手工作的策略  

The Leader's Strategies for Assigning Difficult Tasks

作　　者：陈洁[1] CHEN Jie(School of Accounting, Jiangsu Institute of Commerce, Nanjing 211168, Jiangsu, China)

机构地区：[1]江苏经贸职业技术学院会计学院党总支,江苏南京211168

出　　处：《江苏经贸职业技术学院学报》2020年第2期51-53,共3页Journal of Jiangsu Institute of Commerce

摘　　要：领导者在给下级安排棘手工作时,首先要对这类工作有准确的认知,特别是对利益的充分理解和总结;然后在对不同类型下级进行分析的基础上,选择合适的人来处理棘手工作;最后,还要为接手棘手工作的人提供知识和信息,以及人、财、物、时、信等条件的支持,帮助他们合理、有效地完成棘手工作。When assigning difficult tasks to subordinates,leaders should first have an accurate understanding of such work,especially a full understanding and summary of benefits.Then,through the analysis of different types of subordinates,select the right human-resource to handle the difficult tasks.Finally,it is necessary to provide them with knowledge and information,as well as human-resource,financial,material,time,credit and other conditions to help them reasonably and effectively complete the difficult tasks.

关 键 词：领导者 棘手工作 利益 人员 条件 

分 类 号：C933.2[经济管理—管理学]