The benefits of effective authorization to enterprises are well known, but not all enterprise managers can achieve effective authorization. A survey of nearly 50 middle and senior managers in various enterprises conducted by China Human Resources Development Network shows that all the interviewees think it is very important to know how to delegate at work, but less than 20% are satisfied with their own delegation management, and the rest are dissatisfied or very satisfied. The above figures raise a thought-provoking question for enterprise managers. How can we effectively authorize?
Determine who and how to authorize.
When preparing authorization, we must first determine what kind of person to authorize, what method to authorize, and what is the scope of authorization. Through analysis, we can roughly divide the employees in the enterprise into the following categories: marshal employees, ordinary employees, soldiers employees and appendix employees. When assigning tasks and authorizing tasks, different authorization methods should be adopted.
Enterprise leaders must determine the way, authority and content of authorization according to time, event, person, place and conditions. At the same time, authorized employees are required to dare to pay and take responsibility, and have a positive and enthusiastic attitude and practical study.
Setting goals is the soul of effective empowerment.
Aristotle said: "If you want to succeed, you must first have a clear and realistic goal-a goal of struggle". Effective authorization law, article 1: "Xiao Zhang, you are responsible for the promotion of product A this year. Come on, the company will give you a generous reward. " The second type: "Xiao Li, you are responsible for the promotion of product A in Area C this year. The company hopes to gain 40% market share. If successful, the company will give you a reward of 50,000 yuan. " What was the result? After Xiao Zhang was authorized, he looked around and didn't know his direction. Where is Xiao Li? He accepted a clear and challenging goal, which immediately aroused his interest. Xiao Li actively mobilized his potential ability and worked hard for the goal. The effect of authorization also surfaced and his performance was very good.
When a person doesn't know which port he is heading for, all the winds are wrong. In order to achieve peak performance through authorization, employees must be able to see the ultimate goal from a distance. With a clear goal orientation, the desire for success can be deeply rooted in employees' consciousness, so that employees can finish their work faster, better and more motivated and reach their destinations. If the goal is unclear, it will not only fail to motivate, but also make the authorized person at a loss and at a loss. When Hu authorizes, it is necessary to clearly tell employees at the beginning what the company wants to achieve, so that employees can have a clear and specific understanding of the authorized goals. In this way, employees can take the first step, the second step and the third step according to this clear goal and their own ability until they succeed.
Duplicate authorization is not allowed.
Authorization must be clear to specific individuals, not vague, and not repeated authorization. This phenomenon often occurs in practical work. In the morning, Manager Zhang said to Xiao Li, "Please do a market survey today and count the pricing range of drinks in several large supermarkets in our city!" In the afternoon, I met the little queen, Manager Zhang, but gave the same task to Xiao Wang. As a result, there was doubt between Xiao Li and Xiao Wang, and they doubted their own abilities. They even think that manager Zhang is making much ado about nothing and creating contradictions among colleagues. As a result, Xiao Li and Xiao Wang's work enthusiasm also declined, and their work performance was bleak.
Enterprise managers may be unintentional in repeating authorization, or they may just talk about it verbally, but junior employees will think that this is the task given to them by the leader without knowing the meaning of the leader. In this way, there will be a double-headed carriage, which will waste company resources and even cause disunity among company employees. Therefore, business leaders must be clear when authorizing, and never repeat authorization.
Authorize and trust subordinates.
As a business leader, if you entrust a task to your subordinates, you should fully trust your subordinates to do it well, because trust has unparalleled incentive power and is the essence and pillar of authorization. Trust authorization is a very happy and attractive thing for any employee. Greatly satisfied the employees' inner desire for success. Because of trust, he is extremely confident, inspired by generate, and his work enthusiasm suddenly rises.
Not being trusted will make employees feel insecure. If they are not confident, they will feel that they will not succeed, and then they will feel that they are despised or abandoned, which will lead to bad resistance such as anger and boredom, and even leave their work "hanging aside". For example, if you drive with a novice, you are worried that he can't drive well, that he can't master the steering wheel or step on the accelerator well, and that he is not fully authorized to drive on the road. How can he drive a good car?
Kōnosuke Matsushita, the god of management, said: "The most successful management is that people are willing to work hard without regrets, which depends on trust." Therefore, enterprise managers should fully trust their subordinates to hold this position when authorizing them.
Authorization means giving responsibility and power to subordinates together.
There is a misunderstanding in authorization, that is, when authorizing, it only gives the subordinates corresponding responsibilities and does not give them enough power. This practice of delegating responsibility without authorization is all wet. For example, the manager of the supply department asked the buyer to buy a batch of paper, but he made it clear who was responsible for the relevant price range decision, supplier selection and quality standard definition. Then, the buyer must report everything to the manager of the supply department He criticized him if he didn't report it, and let the buyer take responsibility if he made a mistake. This way of authorization is not authorization, but shirking responsibility.
Subordinates must have corresponding powers to perform their duties. Only responsibility has no power, which is not conducive to stimulating the enthusiasm of subordinates, and even if the problems within the scope of responsibilities are dealt with, managers need to constantly ask questions, which will inevitably lead to the depression of subordinates. Only power without responsibility may make subordinates abuse power inappropriately, which will eventually increase the difficulty of process control for enterprise managers.
Carry out feedback and control
As an enterprise manager, in the process of authorization, in order to ensure that subordinates can finish their tasks in time, managers must constantly check the work of the authorized person, grasp the information of the work progress, or ask the authorized person to feedback the work progress in time, and guide and correct the behavior that deviates from the target in time. At the same time, managers must adjust and control in time: when the authorized person does not work hard subjectively, it must be corrected; Subordinates who are not competent for the job should be replaced in time; Abuse of power, serious violations of law and discipline, to recover power in a timely manner, hell to pay; Due to objective reasons, the work cannot progress on time, and appropriate assistance must be given. Zhuge Liang sent Guan Yunchang to guard Jingzhou, and finally Guan Yunchang lost Jingzhou. This is because Zhuge Liang didn't know enough about Jingzhou's information and Guan Yunchang's work, and then he lost the necessary control.
Authorization is not without monitoring, and effective control measures should be attached to authorization to make authorization play a better role.
Authorization is like playing football. According to the characteristics of each player, the coach must arrange him to play in the right position and make clear the responsibilities of each player on the court. During the game, the coach should change players in time according to their performance on the court. At the same time, we should remind the players on the field what they should pay attention to in order to effectively control the whole game. In this way, enterprise managers can do a good job in authorization management, and the authorized person can also have excellent work performance.