1000 Business Lessons Every Businessman Must Know

Chapter 83 Control of Power: Monopolization of Power, Dispersion of Small Power (4)
(2) Fuzzy authorization.This kind of authorization has clear work items and terms of reference. The leader has clear requirements for the subordinates to achieve the mission and goal direction, but does not give specific instructions on how to achieve the goal. The authorized person has a lot of ways to achieve the goal. Great freedom to develop and create.

(3) Lazy authorization.Because the leader is unwilling to take care of trivial and complicated affairs, and he doesn't know how to deal with them, he leaves them to his subordinates.

2. Specific Authorization
This kind of authorization is also called rigid authorization.The leader has a very clear designation of the duties, responsibilities and powers of the authorized person, and the subordinates must strictly follow them and must not dereliction of duty.

680. Significance of Reasonable Authorization

1. Satisfy subordinates' sense of accomplishment
Reasonable decentralization is conducive to mobilizing the enthusiasm, initiative and creativity of subordinates in work, stimulating subordinates' work emotions, increasing talents, cultivating talents, and making the ideological intentions of superior leaders accepted by group members.Leaders who are good at delegating can create a "leadership climate" in which subordinates volunteer to do challenging work.

Reasonable authorization can discover talents, utilize talents, and train talents, so that the leadership's work can be full of vigor and vitality.

2. The need to mobilize the enthusiasm of subordinates

Leaders want their subordinates to assume certain responsibilities, and they must grant corresponding powers.Dare to authorize is an important symbol to measure the level of a leader's employment art.If the leader does not delegate power to his subordinates, or often intervenes and dictates after he delegates power, it will inevitably cause management chaos.On the other hand, subordinates will also lose motivation because they have not gained the necessary trust.Reasonable authorization is conducive to enhancing the enthusiasm and creativity of subordinates.

681. What kind of person is the right handed over to?
Selecting the authorized person is the basis and key link of the authorization work.In real life, individuals with the following characteristics are often ideal candidates for authorization.

1. A selfless devotee

Although some people have strong working ability, if they are asked to do more work, they will bargain and only care about personal interests and short-term interests, or if the work has a little performance, they want to pay back; while doing work, they are always thinking about personal gain; If the investment in the company is greater than the output, it will be full of complaints.This kind of person often fails to win the masses. Although he sometimes appears very shrewd, he is often just "little clever".

2. Unfavorable Loyalty

They tend to be serious and responsible in their work, start well and finish well, dare to uphold principles and truth, and dare to speak out about wrong words and deeds and current disadvantages.If they are boldly empowered, leaders will receive reliable support and help.

3. People who are good at unity and cooperation
They have strong coordination and organizational skills in practical work, good at straightening out interpersonal relationships, and have strong cohesion and centripetal force.In actual work, the results of the work often require the concerted efforts and solidarity of the members of the organization to achieve.In today's society, those public relations people who are good at helping each other and communicating emotionally are quasi-authorized persons.

4. A person who is good at dealing with problems independently
This kind of person is good at thinking independently and is good at discovering some problems in the bud; good at dealing with complex and difficult problems; good at providing valuable unique insights.They can bridge the blind spots of leadership knowledge, empower them, and often solve difficult problems.On the contrary, those who have no opinion and have to ask the leader for instructions and report everything are often unable to become quasi-authorized persons.

5. Pioneers with the courage to innovate

This kind of person is a doer and activist, with strong ability to handle affairs and excellent pioneering ability.Dare to imagine boldly in work, dare to be unconventional, and find another way.If such a person is empowered, it will often open up new work situations.For example, Iacocca, the car magnate who can turn the tide, Eugenie Durnay, who has gone from thorns to a smooth road, and Bell, the president of Kenny Woods Steel Company with innovative beliefs, have all created miracles in business management.

6. Those who have committed unessential or occasional mistakes and long for the opportunity to repent

After making mistakes and losing some dignity and honor, these people feel somewhat lost.Its strongest desire is for others to give them a chance to redeem their losses, and to regain their due dignity and value.Therefore, after leaders fully understand this psychology, if they boldly accept them, they will work hard to regain trust and respect, even if the most dirty, tiring and dangerous work, they will happily do it.

682. Ten Principles of Authorization

Leadership delegation is not about making power more decentralized.To successfully authorize, the following principles must be mastered flexibly.

1. Proximity principle
Leaders should grant appropriate powers to decision-makers and executives who are closest to the nature of their work, because they have first-hand information and are familiar with the business, so they can effectively exercise the powers delegated by their superiors.

2. Employers are not suspicious
Authorization must be done without suspicion.French President Jacques Chirac once said: "My approach is empowerment and trust, because if you employ people properly, 95% of the decisions they make are the same ones you would make in their positions."

3. The principle of capacity
Choose people according to their needs and empower them with vision.Emperor Taizong of the Tang Dynasty once said: Those who choose officials for officials will rule, and those who choose officials for others will cause chaos.The workload of the authorization should not exceed the limit of the authorized person's ability to bear, making it exhausted. The ideal state is to make the authorized work slightly more difficult than the authorized person's usual working ability, so that it can take on the burden and at the same time Need to try my best to pick.

4. Appropriate principle
The tasks entrusted to subordinates should not be just trivial matters, otherwise, over time, subordinates will feel that the leaders do not value themselves, thus losing enthusiasm.It is necessary to make subordinates feel that the work entrusted to them by the leader is more important work, so that the subordinates will work hard because the leader values ​​them, and play the role of motivation for authorization.

5. Dynamic principles

Under the premise of being relatively stable, the authorization can be changed according to the actual situation.General dynamic authorization includes: individual authorization, that is, granting the power to solve a specific problem to someone, and the problem is solved, and the power is withdrawn; timed authorization, that is, granting the power to someone within a certain period of time, and the power is withdrawn when the time is up.

6. Principle of clear responsibility
This is a very crucial principle.The leader must explain to the authorized person the responsibilities and scope of power of the work he undertakes, let him know what power he has over what resources, such as people, money, things, etc., and what responsibility he has for the effect of the use of power.In this way, subordinates can have sufficient independent decision-making power and impromptu processing power within the prescribed scope.If the responsibilities are unclear and people are at a loss, the effect of authorization will not be achieved.

7. Moderation principle
Authorization should be moderate, too little authorization will cause work to be too busy, and the enthusiasm of subordinates will be dampened; too much authorization will cause work to be disorganized, subordinates' thinking may be confused, and it may even be difficult to control it.Authorization should be done in such a way that the power to be delegated is just enough for the subordinates to complete the task, and it must not be delegated without principle.

8. Relational principles
Leaders should pay attention to the following relationships when authorizing: the straight line relationship between superiors and subordinates; coordination between levels.

9. Incentive principles

While authorizing the authorization, the leader should properly motivate his subordinates, such as praising his advantages and favorable conditions for completing tasks, and of course pointing out his shortcomings that he should pay attention to and overcome, etc., and properly use the skills of praise and criticism to mobilize his subordinates. positivity.

10. Classification principles
In order to facilitate authorization and improve work efficiency, it is best to set up working agencies according to work procedures and categories when authorizing, and carry out classified authorization.

683. Three kinds of accidents authorized to prevent
During the authorization process, we should also pay attention to prevent the following three situations.

1. Treat authorization as a "shield" to shirk responsibility

In reality, some leaders don't know the truth that "a crime by a scholar's seat is more than that of a commander-in-chief". They mistakenly believe that after authorization, the authorized person is fully responsible for the matter, and the leader is "no official and a light body". This is wrong.It should be noted that the leader must be thorough when authorizing, but he still has to take responsibility for everything his subordinates do after authorization.

2. Give and don't give

The so-called granting and not granting refers to the fact that the leader is always worried about the authorization, always has doubts about the subordinates, often interferes with the authorized person, hinders the normal exercise of power, and makes the subordinates very passive as a result.In addition, the powers granted by leaders to subordinates are not commensurate with the responsibilities of subordinates, so that subordinates face the situation of "responsibility outweighs power".For example, a factory manager entrusts an engineer to negotiate with foreign businessmen, but does not grant him the final "decision" power.

3. Leapfrog authorization
Leaders cannot directly delegate the power of the middle layer to subordinates. Doing so will cause the middle leadership to be passive in their work, stifle their enthusiasm for work, and cause tension between superiors and subordinates. Over time, a "middle-level knot" will form.If there is a situation where middle-level leadership is ineffective, leaders must adopt organizational adjustments or personnel appointments and dismissals to solve middle-level problems.Authorization can only be granted level by level, and must not be authorized beyond the level.

Authorization is an important leadership art, which is the need of hierarchical management. Proper authorization is both necessary and beneficial to leaders. It can free leaders from trivial daily affairs and concentrate on dealing with overall major issues. Problems; it can improve the work enthusiasm of subordinates, enhance the sense of responsibility, give full play to their specialties, and improve work efficiency.All good leaders are good at delegation.

684. Effective direction and control
Leaders must exercise effective guidance and control while authorizing.But if the scope of leadership control is too large and the tentacles stretch too far, this kind of control will be difficult to control.How to achieve both authorization and control?Here are some practices for power control in the authorization process:

1. Assess risk
Before each delegation, leaders should assess its risks.If the possible harm greatly outweighs the possible benefit, it shall not be authorized.If the possible problems are caused by the leadership itself, you should take the initiative to correct your behavior.Of course, leaders should not blindly pursue stability and insurance and walk like a woman with small feet. Generally speaking, the potential benefits of any authorization coexist with potential risks and are in direct proportion. The greater the risk, the greater the benefit.

2. Only grant "the content of the task" and do not interfere with the "specific practice"

When authorizing, the focus should be on the content of the work to be done, without having to tell the method or details of the task, which can be played by the subordinates themselves.

3. Build trust

If subordinates are unwilling to accept a job offer, it is likely that they have mistrust of the leader's intentions.Therefore, it is necessary for the leader to eliminate the doubts and fears of the subordinates before authorizing them, and appropriately praise the achievements of the subordinates.In addition, it is also important to emphasize that caring for the personal development of subordinates is a major responsibility of the company.

4. Conduct reasonable checks

Timely inspection can play the following roles: guidance, encouragement and control.The degree of inspection required depends on two aspects: first, the complexity of the authorized tasks; second, the capabilities of the authorized subordinates.Leaders can control by evaluating the achievements of subordinates, asking subordinates to write progress reports, and conducting research and discussion with subordinates at critical moments.

(End of this chapter)