Utilization Of Authority: Effective Authorization Method

Authorization is a beautiful word.

Everyone feels that the more authorized, the better.

The key problem of authorization is the "trust control" dilemma.

Control costs money, and trust takes risks.

As long as there is control, subordinates will have a tendency to rely on them, that is, to do things within the expectations of their superiors, because they feel that if they go too far, they may have to return.

For example, if the salesperson's sales promotion is limited, the seller will try his best to spend his money instead of making his own judgement based on the specific circumstances.

This dependence on the control mechanism will make this dilemma more and more difficult to get rid of, because the higher authorities will find that they must control, and realize that this is a self fulfilling prophecy.

The cost of trust is relatively low.

If one side gives credit and the other side accepts trust, it can foster sense of responsibility, enable employees to manage themselves, and control becomes self-control.

But trust is risky. The superior must be responsible for what the subordinates do, even if the subordinates do not follow their superiors' methods.

Trust may be given to the wrong person or to be abused.

Because trust means that without superior control, the superiors may feel uneasy and lonely.

The real authorization and effective authorization is the authorization with trust and the minimum control.

But trust is hard.

1, therefore, the secret of empowerment lies in: 1, superiors have the right to choose their key subordinates, and subordinates have certain say in this appointment.

2, the scope of trust for each subordinate is clearly defined, and is not violated in this area.

3, control result, not control method.

Control results, after all, control does not destroy trust; Oh, you may destroy trust.

The goal of mandate management is better.

Good target management should be: the upper and lower levels define the scope of trust, the upper and lower levels are consistent with the expected results, and the action plan is put forward by subordinates.

Attention should be paid to setting goals: 1, as long as employees think that goals can be achieved, the higher the goal is, the greater the motivation. 2, in the process of goal setting, the more employees participate, the more they can integrate, and the more they can invest fully.

To impose a goal on employees will only destroy trust. It is difficult for 3 to enforce the authorization. If the performance is linked to the achievement of the goal, the employees will lower the standards to ensure that they get the bonus 4. In order to determine whether their calculation is correct, employees need to know the result, that is, feedback.