Analysis On Authorization Management Of Enterprises

When several people are responsible for a job, it is easy to have problems. This is often because the division of labor is too general, or several tasks in the same area overlap in responsibilities. This problem can be corrected by clearly dividing the scope of responsibility of each person, or finding several relevant people to determine their own division of labor.

The biggest and most common problem is that managers do not give power to their subordinates when they delegate. Subordinates must have sufficient power to complete their tasks. You should give full consideration to what your subordinates need to do to complete their tasks, make sure that they have the necessary resources to do the job well, and regularly check whether the power you give them is too big or too small, and increase or decrease his authority accordingly.

Many managers casually delegate a task to their subordinates, believing that they are clear about the work content, possible problems and work requirements. This is not only not an ideal deal, but also unfair to employees. Because he may need to know more information to do this job well, or he may lack the technology, ability or interest in this field. You should know whether they have enough relevant information.

Another common mistake is to limit a task so tightly that employees have little room for maneuver when making decisions. Sometimes managers talk too much about their favorite solutions, which deprives employees of the challenge of solving problems and the joy of success. You should focus on what you want to do, not how you do it.

Some manager There are too many burdens on subordinates. If they can't cope with such heavy burdens, the manager will give up Administration Responsibility.

Proper monitoring of subordinates is a skill that needs to be accumulated in practice. The degree of monitoring depends on the task, the number of people undertaking the task and the needs of the environment. Don't assume that everything will go smoothly if the task is assigned, and don't check too frequently. If you can't grasp the degree of monitoring, you can discuss with your subordinates to reach a consensus.

yes subordinate For example, the most embarrassing thing is that the manager does it again, which may destroy the previous relationship and mutual trust between the superior and subordinate.

Many managers do not spend enough time checking the assigned work, while others avoid criticizing the performance of employees and hope that they can do a good job next time. There are many managers who are unwilling to criticize others, so they often use good intentions to guess employees' problems, such as: "There may be problems in the authorization process of this work", "Maybe I didn't explain clearly", "Maybe this work is not realistic"

Not analyzing the bad work with your subordinates is unfair to your subordinates. It is also an evasion of your own responsibility. In doing so, subordinates do not know that there is a problem, so they will repeat the same mistake again and again. He may also take advantage of opportunities to exploit loopholes. For example, if he never has to take responsibility for completing the task on time, he will think it is no big deal not to finish the work on time.

Without the recognition and reward of the manager, no matter how high the work performance and team efforts are, they will be reduced or even disappear. Therefore, the manager should thank the team members to show that you have noticed their work achievements.

If you make good use of the art of authorization, you will soon get rich returns. You will see the power of the art of empowerment, and you, your subordinates, and the entire department will achieve results. The workload is easier to manage, and there are more opportunities for improvement. Everyone gets something.