Outlines a proven management plan to build a power structure by filtering responsibility to employees, in a practical handbook for managers who seek to improve their standing and keep their employees happy

Reviews:

Tracy provides a convincing argument that in order for individuals to gain additional power they must first be willing to share the power that they already have. In separate chapters, Tracy discusses ten principles to achieve this power. She does a good job of bringing together the numerous standard procedures for the sharing of power found in most management discussions, but she offers little in the way of new and insightful commentary. She also doesn't discuss such topics as empowering the plateaued employee, the new employee, or even the ostensibly more "powerful" employee in an organization. Tracy also does not offer the reader any examples of how the principles that she advocates have been put to use successfully in the real world. For large business collections only.
- Richard Pausten baugh, Indiana Univ. Lib., Bloomington
Copyright 1990 Reed Business Information, Inc.

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