"The One Minute Manager Meets the Monkey"

I am going to relate the suggestion in the book to the setting I am most familiar with; a bookkeeping department of a medium sized commercial bank, and the relationship between that supervisor and myself. I have noticed that a few of the suggestion mentioned would make the department run more smoothly on a day to day basis. The key areas of time management and monkey (task) management are necessary in many, if not all, business settings today.
"For every Monkey their are two parties involved, one to work it and one to supervise it." (p. 29) In order for the department to run efficiently the monkey or task must be done by the subordinates and supervised by the supervisor, if the supervisor is doing all of the work then what are the subordinates doing. I have found that the same problem written about in the book has also happened at my office. My supervisor was killing herself trying to get all of the work done when she should have been making the subordinates do their own work. This may require the subordinates to go through a training process or just motivate them to do the work they know is theirs. The supervisor must learn to give out work that is not theirs so that they have time to do supervisory functions. (p. 30) If they are busy doing everyone else's work who is going to do theirs.
Once the supervisor puts the work back on the workers it belongs to she needs to make sure everything is going according to plan. This can be accomplished by following the 4 "Rules of Monkey Management." (p. 59) Make sure that the "next moves" are set before you let the subordinate go with a project. If my supervisor gave me a project to work on and I just left her office without agreeing on what to do, I would just sit in my office and waste time wondering what to do first. If my supervisor and I agree on what to do first, the objective is clear and my supervisor is knowledgeable of my activities. (p. 63)
Before the supervisor releases all of the work to the subordinate the work needs to be assigned to the proper people. Maybe some of my project would be more suited to my supervisor. On one of my present projects I am dealing with the proof and bookkeeping department supervisors. In order to design my system to work properly I need to know information that the supervisors could get and calculate much easier than I could. So with part of the work given to me and the other part given to others, both of us working together can accomplish the task with more efficiency and accuracy. (p. 75)
Decide which insurance policy you want to implement on the specific task. Depending on the person and the importance of the assigned duty you will choose a different system. If the task is to important not allowing any room for error, you would choose the "Recommend, Then Act" policy. This lets the subordinate think of choices to make and then let you as supervisor make the final decision on how to proceed. If you believe the person is fully qualified for the job then use the "Act, Then Advise" policy to let the subordinate have control but you give feedback once the job is finished. Both can be a growing experience for each party and a good way to build trust between coworkers. (p. 79)
Finally, do a regular checkup of the employees and the tasks assigned. When my supervisor comes and speaks to me about a job we have a two way learning experience. She learns the technical aspect of my job and I earn a little more about the specifics of the inner working of a bank. This way in the future we both know what each of us can give to the organization and the activities involved in future assignments. And the supervisor also knows how the present assignment is coming along. (p. 93)
Making sure all of these points are account for will put you in a position to make well-educated decisions and delegate the duties to