-
授权
Empowerment /
Delegation
Delegation
is
the
actual
process
of
assigning
job
activities
and
corresponding
authority to
specific individuals within the organization.
If you have a difficult task give it to
a
lazy
man, he will find an
easier way to do it.
Remember
that
you
can
delegate
the
authority
,
but
you
cannot
delegate
the
responsibility
记住你可能授以职权，但你不能授以职责
.
Delegation
is
an old idea used in the traditional management
model
传统的管理
模型【
See:
错误！未找到引用源。
】
. The
idea was to make sure that
responsibility
and authority
were equal
for every
job
对每份工作，职责与职权相等
.
Empowerment
is a core
concept of the new management model
【
See:
错误！
< br>未
找到引用源。
】
.
In
the
new-
generation
adaptive
organization,
delegation
is
replaced by empowerment
and responsibility by ownership.
1.
授权三原则
授权三原则：
“
责任不外授、职权与责任必须均等和管理者要避免多头马车，以保持命令
的统一”
已
成为管理学的重要文献。细查这些原则，就能对授权
有更深一层的了解。
2.
授权三步骤
授权有三个必要而有关的
特性：
任务指派、
职权授予、
建立责任
感。
According to Newman and
Warren,
the
delegation
process
consists
of
three
steps,
all
of
which
may
either
observable or implied.
(1)
Assigning
specific duties
to the
individual
In all cases, the manager
must be sure that the subordinate
who
is
assigned
specific
duties
has
a
clear
understanding
of
what
these
duties
entail.
Whenever
possible,
the
activities
should
be
stated
in
operational
terms
so
the
subordinate
know
exactly
what
action
must
be
taken
to
perform
the
assigned duties.
(2)
Granting
appropriate authority to the subordinate
That
is,
subordinate
must
be
given
the
right
and
power
within
the
organization to
accomplish
the duties assigned
完成分配的工作
.
(3)
Creating the
obligation for the subordinate to perform the
duties assigned
The subordinate
must be aware of
the
responsibility to complete the duties
assigned and must accept that
responsibility.
3.
Advantages and disadvantages of
delegation
Delegation
has
both significant advantages and disadvantages for
the organization.
Among
the
advantages
of
delegation
are
enhanced
employee
confidence
,
improved
subordinate
involvement and interest
,
more
free time
for the
supervisor to accomplish tasks, and, as the
organization
gets larger, assistance
from subordinates in completing tasks the manager
simply
wouldn
’
t
have time
for
otherwise.
There are potential disadvantages to
delegation
—
such as the
possibility that the manager will
lose
track
of
the
progress
of
a
delegated
task
—
but
the
potential
advantages
of
some
degree
of
delegation
generally
outweigh
the potential
disadvantages.
4.
Obstacles to the delegation process
The
obstacles
to
delegation
include
supervisor-related
obstacles,
s
ubordinate-related
roadblocks,
and
organization-related obstacles.
1.
Supervisor-
related obstacles
Supervisor-related
obstacles to delegation include at least the
following:
①
Supervisor who delegates
simply enjoys
exercising the
power to do so
②
The supervisor who resists delegating
this authority to subordinates because he cannot
bear to
part with
any
authority.
③
The
supervisor fear that subordinates will not do a
job well and the
suspicion
that surrendering
some authority may be
seen as a sign of weakness
④
If supervisor are
insecure
in their jobs or believe certain
activities are extremely important to
their personal success, they may find
it hard to put the performance of these activities
into the
hands of others.
2.
Subordinate-
related roadblocks
Supervisors who do
wish to delegate to subordinates may
encounter
several
subordinate-related
roadblocks
:
①
Subordinates
may be
reluctant to
accept
delegated authority because they are afraid of
failing,
lack self-confidence, or feel
the supervisor does not have confidence in them.
These obstacles
will be especially
apparent in subordinates who have
never
before
used delegated authority.
②
The
second is the
fear
that the
supervisor
will be unavailable
for
guidance when needed and
the
reluctance
to
exercise authority that may complicate comfortable
working relationships
3.
Organization-related obstacles
Characteristics
of
the
organization
itself
may
also
make
delegation
difficult.
For
example,
a
very
small
organization
may
present
the
supervisor
with
only
a
minimal
number
of
activities
to
be
delegated. In organizations where few
job activities and little authority have been
delegated in the
past, an attempt to
initiate the delegation process may make employees
reluctant and apprehensive,
for
the
supervisor
would
be
introducing
a
significant
change
in
procedure
and
change
is
often
strongly resisted
.
4.
What can
managers do to eliminate obstacles?
Since delegation
has
significant advantages
for the
organization, the elimination of obstacles to the
delegation process is important to
managers. What can managers do to eliminate
obstacles to the
delegation process?
(1)
First,
they
must
continually
strive
to
uncover
any
obstacles
to
delegation
that
exist
in
their