如何实现有效的授权How do I implement effective authorization.docx
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如何实现有效的授权How do I implement effective authorization.docx
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如何实现有效的授权HowdoIimplementeffectiveauthorization
如何实现有效的授权(HowdoIimplementeffectiveauthorization)
HowdoIimplementeffectiveauthorization?
Howtoimplementeffectiveauthorizationfor2008-12-2015:
09:
58
Abstract:
withthegrowingscaleofthemodernenterprise,alllevelsofenterprisemanagersfacetodealwiththingsmoreandmorecomplex,theoriginalonerunningabusinessoradepartmentofthesituationwillnolongeradapttotheenterprise'soperationalneeds,itmustconsidertheproperauthorization.However,managersinmanyenterpriseshavegoodgraspofthestandardofempowerment,orthatsubordinatesareinadequate,orthattheirabilitieswillbesurpassed.Ifmanagerscanmakefulluseoftheartofempowerment,theseproblemscanbeavoidedaltogether.
Keywords:
empowerment,management,power
Authorizationreferstothemanagementofthepartoftheirfunctionsdelegatedtosubordinates,sothatsubordinatesinacertainrangeofresponsibilitieswithinthefullauthorityofthework,whilemanagersoftheresultsoftheworkofsubordinatesbeartheultimateresponsibility.Anddecentralizationisafunctionofdifferentauthorizationmanagementatalllevelsmustgrasp,asuccessfulmanager,throughappropriateauthorization,letsubordinatesgivefullplaytotheenthusiasmandcreativity,tosharetheirworkandachievetheaimofaccomplishingatask.Inordertosolvethesituationthatmanyenterprisemanagersarereluctanttodelegatetotheirsubordinates,wefurtherexplorehowtoavoidaseriesofproblemscausedbyauthorizationandachieveeffectiveauthorization:
I.contentsandfeaturesofauthorization
Beforeauthorizing,themanagermustbeclearaboutthecontentoftheauthorization,whichwillhelptograspthebasicdirectionoftheauthorizationandtoassigntheauthoritytothesubordinate.Authorizedgenerallyincludestwoaspects:
oneistoassignthetask,whichwillbepartofmanagementtaskstosubordinates,letsubordinatesindependently;oneisgrantedpowertoauthoritytosubordinates,makeitrighttohandleaspecifictask,thepowersgrantedtodisappearwiththecompletionofthetask.Manymanagersthereareseriouserrorsintheunderstandingthatauthorizationauthorizationisequaltogiveupthispartoftheauthoritiesinfact,authorizationisjustatemporarybehavior,itdisappearedwiththecompletionoftheproject,inthisprocess,managerscanalsowithdrawgrantoutofpower,rearrangementofgrant.Therefore,thedelegationofauthorityisnotthewaiverortransferofpower,butonlyinordertoenablesubordinatestobettergrasptheprocessfortheirshareofthework,andtemporarilytransferpartofthepower.
Athoroughunderstandingofthecharacteristicsofauthorizationcanhelpmanagerstofurtherliberalizetheirauthorizedbehavior,andalsohelpmanagerstohaveabettercommandofauthorizationatthetimeofauthorization.Thefeaturesofauthorizationincludethefollowingaspects:
1.receivefreely.Allpowersgrantedcanbewithdrawnatanytime,andthegiverwillnotlosehisauthoritypermanently.Givefreelytoensuretheenterpriseoperationflexibilityintheimplementationofmatrixorganizationalstructureintheenterprise,oftentogranttemporaryprojectteamresponsibleforcertainpower,sothatitcanbesolelyresponsiblefortheproject,theproblemsintheprocessofprojectcoordination.
2.authorizationhasscope.Authorizationisanactbywhichadirectsuperiorgivestemporaryauthoritytoadirectsubordinate.Itimpliesthescopeoftheauthorizationandtheinsurmountablenatureofit.Thetemporaryauthorityoftheauthorizedpersonislimitedtothescopegrantedbythedirectsuperior,andthedecisionmadebeyondthescopewillbeunlawful.ThepowergrantedcannotdirectlyoverheadintermediateLeadershipAward,leapfrogauthorizationisnotallowedintheofficialcompanysystem,thiswillonlyleadtoconfusion,leapfrogoftenleadstothegranteeoftheauthorizedpowerisgreaterthanthemiddleleadership,thegranteeinadvertentlywonwiththemiddleleadershipagainstpoweratthesametime,butalsostiflethelaborenthusiasmamongtheleadership,theymaythinkthattheyhavenopoliticalconsequencesfromorganizationattention.
3.selfresponsibility.Authorityisnotequaltotheultimateconsequencesoftheprojectmanagerswillbetheresponsibilityalsopassedout,managementshouldbearsomeresponsibilityforthecompletionoftheproject,thisfeaturealsoledtohigheroftendistrustthelicensee,everything,
Hewouldratherdoithimselfthangivepowertohissubordinates.Thissituationoftenoccursinsmallandmedium-sizedenterprisesinmarketingorinsurancecompanies,insurancemarketingsupervisororteamleaderoftencomplainthataperson'sownperformancethantheperformanceofsubordinatesseveralpeopletogether,infact,leadto
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