Giving a position is giving power, which is the need of management. Modern management faces numerous tasks. No matter how good your skills are, you can't do it on your own. You must rely on the collective wisdom and group functions of all levels and departments. It is necessary to authorize subordinates according to different positions, so that everyone can perform their duties, responsibilities and rights, and the combination of responsibilities and rights. This will make managers get rid of affairs and spend more time and energy to solve problems with the overall situation. Therefore, the power corresponding to the position is not a gift from the manager, not a question of whether you are willing to give it, but a twin brother with the position, and you must have corresponding authority to do a good job.
There are four ways to authorize: first, the licensor should pay attention to inspiring the licensee's sense of responsibility and enthusiasm. The purpose of authorization is to let subordinates play a role with certain power to achieve the established management goals. However, if the authorizer has the right not to use or passively use power, this goal cannot be achieved. Therefore, it is necessary to formulate reward and punishment measures to encourage licensees and introduce competition mechanism. The second is to give the authorizer a clear responsibility. It is necessary to closely link power and responsibility, explain the scope of authorization, and prevent the authorizer from using power excessively or insufficiently. If there is no strict responsibility for the power granted, it often becomes an important reason for poor management. The third is to fully trust the authorizer. The power corresponding to the position should be granted at one time and cannot be withheld. The ancients said: "Those who don't know the general are not good at believing, and they can't control it. Those who can't make it are also guilty." The leader's refusal to give the corresponding rights to the post is actually a disrespect and distrust of the people he uses. In this way, users not only lose their sense of responsibility, but also seriously dampen their enthusiasm. Once someone comes to them, they will say, "I can't decide this matter." I will go to a leader and he has the final say. " Fourth, authorization should pay attention to tailoring. It is necessary to decide the authorization according to the ability of the licensor, especially the potential ability, which just allows each licensor to shoulder the burden and move forward quickly. Don't shout easy, some shout dead.
Whether the manager manages people properly depends on whether the managed person can properly exercise his power and be competent for his post in accordance with the authority granted to him in practical work. Managers must treat the issue of due diligence seriously and carefully. Managers who are proud of "hard work" and show their busyness should do less stupid things to help themselves and arrange things, instead of restraining talents, and do more open-minded actions of boldly delegating power, concentrating on big things and doing big things well.
How to give full play to the enthusiasm and creativity of subordinates more effectively is an issue of interest to enterprise managers in modern enterprise management, and many enterprises have made fruitful attempts. At present, Seth Industrial Group, the most famous enterprise group in Brazil, has created a brand-new management mode, aiming at maximizing the enthusiasm and creativity of employees.
Sese is a large group that produces all kinds of mechanical equipment. A few years ago, when Richard semler took over from his father, it was still a traditional family business. Semler is also convinced that disciplined high-pressure management can create benefits, and strong managers with leading figures as weapons can also lead the business. But after an illness, semler had a brand-new idea.
Semler's first step is to cancel all the rules of the company. He believes that regulations will only make people who are ordered to do things relaxed and happy, but hinder flexibility. At Searle, every new employee will only receive a 20-page booklet, with the focus on reminding everyone to use their common sense to judge and solve problems.
Now, workers in Searle enterprises can set their own production targets, without the supervision of managers and overtime pay. Executives also enjoy considerable autonomy and decide their own business strategies without worrying about the intervention of superiors. The most special thing is that employees can decide their own salary unconditionally. Because Searle provided a national salary survey to let employees compare the salaries of people with the same skills and responsibilities in other companies, semler was not worried that someone would talk.
Facts have proved that it will take a long time for some people to raise their wages.
Workers are also free to consult all books, and companies and trade unions have also designed special courses to teach all employees how to read various financial statements.
Semler doesn't work as hard as other bosses. He mostly works at home in the morning because he thinks it's easier to concentrate. He also encourages other managers in the company to work from home.
In addition, he travels for at least two months every year, never leaving any contact numbers or returning calls to the company. He wants everyone in Seymour to work independently.
Now, every Wednesday afternoon, dozens of executives from world-renowned companies such as General Motors, IBM, Kodak and Nestle come to the suburb of Sao Paulo, Brazil, to visit this brand-new management model.
But in any case, what surprises tourists even more is that under the general environment of economic depression and chaotic economic policies, the growth rate of Searle 12 years has reached 600%, the productivity has increased nearly seven times, and the profit has increased five times. In a survey of recent college graduates conducted by a major Brazilian magazine, 25% of boys and 13% of girls said that Sese was the company they wanted to enter most.