The methods of operation of an assistant-to revolve around a mutually agreeable decision himself reached and the key executive for whom he works.
The methods are predicated upon, but not limited to, such variables as how the boss chooses to utilize the assistant-to skills, the background and experience of both the assistant-to and the boss, what the boss has in mind for the assistant-to to do in the way of specific assignments, and the like.
Consider for a moment how the assistant-to happened to be selected for the job.
Disregarding the limbo category, an assistant-to may be classified as: 1 The person who is in line for succession to the boss job.
2 The person who has the job as part of his education in management training.
He will be an assistant-to for only a prescribed period of time, such as 6, 9, or 12 months or possibly longer, and then move on to a totally different company function.
3.
The person who has risen to the job through long-time service, special qualifications, or a similar circumstance and is permanently assigned to the position.
(He will more than likely never be given the opportunity of replacing his boss.
) In each case, the assistant-to brings unique experiences, different motivations, and different goals to the job.
Before the boss selected his assistant-to, he should have conducted careful, objective investigations, and some highly subjective soul-searching.
An executive selects a particular person to be his assistant-to for many reasons, and these are indicative of the things he wants the assistant-to to do.
The methods of operation are determined by what authority the executive gives his assistant-to.
The assistant-to decides how best to do his job within the established parameters, always keeping in mind that the primary function is to assist the boss as much as possible.
Specific methods of operation are, to a great extent, dependent upon the individual.
What works well for one may not work well, or at all, for another.
There is not anyone best method of operation for an assistant-to.
There are just too many variables (the job of the boss, the boss-assistant-to relationship, the assistant-to qualifications, and so on) for it to be possible to generalize about all people and situations.
Nevertheless, there are certain suggestions which appear to have merit.
Regular assignments such as screening mail and reading staff studies are excellent means of keeping informed about what is going on.
However, certain routine matters could well be turned over to a secretary so that an assistant-to does not become bogged down in duties of marginal value.
Special projects are essential to sustain enthusiasm.
Even a limited exercise of authority may contribute to the growth of decision-making experience.
The precautionary consideration is that once an assistant-to begins to develop and demonstrate some ability, the executive for whom he works must keep opportunities for growth available.
In order for an assistant-to to make a substantial contribution to his chief, the chief must delegate certain tasks and duties.
How the boss delegates is often as important as what he delegates, and not all key executives know how to properly apportion through delegation.
He can be of great help in this facet of organizational life, and measurably save the executive time and energy by doing so.
The methods are predicated upon, but not limited to, such variables as how the boss chooses to utilize the assistant-to skills, the background and experience of both the assistant-to and the boss, what the boss has in mind for the assistant-to to do in the way of specific assignments, and the like.
Consider for a moment how the assistant-to happened to be selected for the job.
Disregarding the limbo category, an assistant-to may be classified as: 1 The person who is in line for succession to the boss job.
2 The person who has the job as part of his education in management training.
He will be an assistant-to for only a prescribed period of time, such as 6, 9, or 12 months or possibly longer, and then move on to a totally different company function.
3.
The person who has risen to the job through long-time service, special qualifications, or a similar circumstance and is permanently assigned to the position.
(He will more than likely never be given the opportunity of replacing his boss.
) In each case, the assistant-to brings unique experiences, different motivations, and different goals to the job.
Before the boss selected his assistant-to, he should have conducted careful, objective investigations, and some highly subjective soul-searching.
An executive selects a particular person to be his assistant-to for many reasons, and these are indicative of the things he wants the assistant-to to do.
The methods of operation are determined by what authority the executive gives his assistant-to.
The assistant-to decides how best to do his job within the established parameters, always keeping in mind that the primary function is to assist the boss as much as possible.
Specific methods of operation are, to a great extent, dependent upon the individual.
What works well for one may not work well, or at all, for another.
There is not anyone best method of operation for an assistant-to.
There are just too many variables (the job of the boss, the boss-assistant-to relationship, the assistant-to qualifications, and so on) for it to be possible to generalize about all people and situations.
Nevertheless, there are certain suggestions which appear to have merit.
Regular assignments such as screening mail and reading staff studies are excellent means of keeping informed about what is going on.
However, certain routine matters could well be turned over to a secretary so that an assistant-to does not become bogged down in duties of marginal value.
Special projects are essential to sustain enthusiasm.
Even a limited exercise of authority may contribute to the growth of decision-making experience.
The precautionary consideration is that once an assistant-to begins to develop and demonstrate some ability, the executive for whom he works must keep opportunities for growth available.
In order for an assistant-to to make a substantial contribution to his chief, the chief must delegate certain tasks and duties.
How the boss delegates is often as important as what he delegates, and not all key executives know how to properly apportion through delegation.
He can be of great help in this facet of organizational life, and measurably save the executive time and energy by doing so.
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