Delegation：DOs and DON#39;Ts.docx

Delegation：DOs and DONTsBy: Peter DruckerSource: /gp/product/0887306144?ie=UTF8tag=ten3busiecoac-20linkCode=as2camp=1789creative=9325creativeASIN=0887306144Managing for Results by Peter DruckerPeter Ferdinand Drucker is revered as the father of modern corporate management. He was often called the worlds most influential business guru. His thinking transformed corporate management in the latter half of the 20th centuryDosChose /business_guide/mgmt_decentralzation_delegation.htmldelegates based on a fair and objective assessment of his or her skills and abilities in relation to the requirement of the task Give precise instructions; use simple procedures; show employees how to do something and explain why it is done that way Show how each delegation contributes to /business_guide/crosscuttings/vision_mission_strategy.htmlorganizational goals Clarify expected results Develop together standards of /business_guide/mgmt_performance.htmlperformance; recognize superior performance Discuss problems; answer questions; seek employees ideas about how to do the job Be supportive; exhibit /business_guide/crosscuttings/relationships_trust.htmltrust; keep your promises Praise positive achievements in public DONTs Dont delegate in a haphazard fashion Dont over-exercise your power; dont try to dominate the delegates; be rather a /business_guide/crosscuttings/leadership_main.htmlleader than a mentor Dont criticize employees in front of others Dont overreact to problems or mistakes Dont over-control the performance 进行授权是很容易的一件事。结果，许多人会不经过有效计划就急于授权。由此，被授权的工作就可能做的不够好，以至使上司又收回他们所授予的权力，却没有意识到，问题的产生是由于缺乏计划而不是方法本身。对授权进行有效计划的关键性因素需要进一步的界定和解释。首要因素是需要弄清楚，什么事情已获授权。在这方面的一个有用概念，是威尔弗瑞德?布朗(即后来的罗德?布朗)对管理人员工作中的规定部分和自由决定部分所做的区分。2规定部分必须以预先决定的方式执行。管理人员工作中的自由决定部分是指那些他们依据自己的判断进行决定的部分。例如，一位人事经理会被告知，他们有这样的权力，可以根据给定的工资制度决定刚加入组织的新员工的起点工资。对工资范围将会作出规定，而工资的确切数目，即在工资范围的哪一个点上，则由管理人员自行决定。用这种方法来界定一个人的工作需要花费很多的时间和精力，尤其是在，比如说，某人刚开始他的工作这种情况下。必须在合理限制范围内容许下属使用自己的辨识判断力。人们并不是期望下属能与他们的上司以同样的方式行事。如果存在这种期望的话，那么，所谈到的工作就是被规定好了的内容