授权三步骤

STEPS IN DELEGATION PROCESS

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, ② Granting appropriate authority to the subordinate, and ③ Creating the obligation for the subordinate to perform the duties assigned. Step 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.

Step 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.

Step 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.

STEP 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.

工作说明书是工作指派的基础。也就是说，说明书建立了一般的工作类别，以及员工个人的工作范围。工作说明书在后面会谈得较详细。管理者可以通过强调某项工作，忽视其他工作的作风，来改变或指派部属的工作任务。

尤有甚者即使在严密监督的状况下，他们可能会给予下属在一些工作上适当的自主权。甚至可能安排在下属工作种类之外的职务。例如，上司会期望秘书泡杯咖啡给他，纵使这些工作不是秘书工作说明书内的一部分。

A 授权与再授权过 赋予责任  分派工作  授予职权  赋予责任  赋予责任  分派工作  授予职权 B  分派工作  授予职权 C D  Assign Duties to the Individual Best Suited for the Project

There are many things to evaluate before delegating duties. Consider your employees’ skill level, motivation, and dependability. Remember, not every employee is created equal. Certain people will be more efficient than others depending upon the facet in which they thrive. At the same time, try not to typecast your employees. Give them opportunities to broaden their horizons and become more valuable to the team. Matching the proper person to each task can be difficult. Start small and be patient.

 Make Your Instructions as Clear as Possible

When you are assigning unfamiliar duties, be very specific when you explain what you need. By detailing an assignment, you leave no room for confusion and therefore, no room for error. If you have a long list of verbal instructions, type them out. This will give your employee something to refer to when they are performing a task that is unfamiliar to them. If possible, train two people to do the same thing. This way, they can refer to one another for questions, rather than coming to you. It

is also essential that your employee has a clear understanding of their authority in each situation. When a decision needs to be made regarding their assignment, should they use their best judgment or should they come to you immediately for clarification? This will be one of your hardest decisions to make, because it could mean the difference between success and failure. When in doubt, retain control. Once an employee had proved their capability, give them more responsibility in the decision-making department.  Measure and Control Projects

Measure the performance of employees and delegated projects. Explain to them how performance will be measured and let the employee know the level of accountability that comes with the task. Clarifying these things beforehand will make everything run much smoother. Large projects may be easier to monitor if they are broken into smaller segments. Spread the assignments throughout your staff and make them report to you after each segment of the project has been finished. Also, get feedback from your employees via meetings and reports. Do this daily, weekly, or monthly. Know what’s going on around you. Staying informed limits the possibility of failure. As a supervisor, you are responsible and accountable for your employees and their work.  Coaching Your Staff

One of the most important parts of delegation is coaching. When you delegate an assignment, make it clear to them that they can come to you with questions. New tasks can be confusing. Above all, be patient. You should consistently motivate your staff and commend them when they do well. If they complete an assignment, but they don’t do a good job, find out why. Pinpoint what went wrong and take steps to address the issue. On the other hand, when tasks are completed effectively, give your employee the recognition they deserve. Whether it is public recognition or one-on-one, your employee will value being given credit for their work. Doing this not only makes your employee feel good, it will also motivate them to continue their on-the-job success.

工作委派七步骤

现代管理者的一个非常重要的职责就是要把工作委派给别人去做。怎样做到有效的委派呢?美国作者J·W·李、M·皮尔斯提出了有效委派系统的七个步骤：① 选定需要委派他人去做的工作，② 选定能够胜任工作的人，③ 确定委派工作的时间、条件和方法，④ 制定一个确切的委派计划 ⑤ 委派工作，⑥ 检查下属的工作进展情况，⑦ 检查和评价委派工作系统

(1) 选定需要委派他人去做的工作 (2) 选定能够胜任工作的人

(3) 确定委派工作的时间、条件和方法 (4) 制定一个确切的委派计划 (5) 委派工作

(6) 检查下属的工作进展情况 (7) 检查和评价委派工作系统

选定需要委派他人去做的工作

原则上讲，你可以把任何一件其他人能够处理的工作委派给别人去做。为了做到这一点，首先要对下属的能力有个了解。对工作和下属的评价是获得这种了解的途径。

认真考察要做的各种工作，确保自己理解这些工作都需要做些什么、有些什么特殊问题或复杂程度如何，在你没有完全了解这些情况和工作的预期结果之前，不要轻易委派工作。 当你对工作有了清楚的了解以后，还要使你的下属也了解。要向处理这件工作的下属说明工作的性质和目标，要保证下属通过完成工作获得新的知识或经验。最后，把工作委派出去以后，还要确定自己对工作的控制程度。如果一旦把工作委派出去，自己又无法控制和了解工作的进展情况，那就要亲自处理这件工作。而不要再把它委派出去了。

切记不要把\"热土豆\"式的工作委派出去。所谓\"热土豆\"式工作，是指那些处于最优先地位并要求你马上亲自处理的特殊工作。例如，你的上司非常感兴趣和重视的某件具体工作就是\"热土豆\"式工作。这种工作要你亲自去做。另外，非常保密的工作也不要委派给别人去做。如果某项工作涉及到只有你才应该了解的特殊信息，就不要委派出去。

选定能够胜任工作的人

建议你对下属进行完整的评价。你可以花几天时间让每个下属用书面形式写出他们对自己职责的评论。要求每位工作人员诚实、坦率地告诉你，他们喜欢做什么工作，还能做些什么新工作，然后，你可以召开一个会议，让每个职员介绍自己的看法，并请其他人给予评论。要特别注意两个职员互相交叉的一些工作。如果某职员对另一职员有意见，表示强烈的反对或提出尖锐的批评，你就要花些时间与他们私下谈谈，在这种评价过程中，你还需要掌握两点：了解工作和职员完成工作的速度。你要通过这种形式掌握职员对他自己的工作究竟了解多深。 如果你发现有的职员对自己的工作了解很深，并且远远超出你原来的预料，这些人就有可能担负重要工作任务的才能和智慧。

了解职员完成工作的速度是另一个重要任务。例如，你可能知道一位秘书的打字速度是另一位秘书的两位，或者一个助手完成同样困难的任务所用时间只是另一助手所用时间的一半。一旦你掌握了每个工作人员对其工作了解的程度和完成工作的速度等情况以后，就可以估计出每个人能够处理什么样的工作，也就可以回到委派工作的分析上来，决定把工作委派给能达到目标要求的人。

如果你对职员的分析正确无误，那么选择能够胜任工作的人这一步就比较容易做好。回到对工作的了解和职员完成工作速度这两个主要标准上来。然后，你再决定是想把工作做得好还是快。这种决策目

标将会向你说明能够胜任工作的人是什么样的人。这样，你就有可能让最有才能的职员发挥最大的作用。但有一点也要记住，那就是你要尽量避免把所有的工作都交给一个人去做的倾向。

除了上述两个主要标准以外，其它因素也在委派工作中选择合适的人上起作用。时间价值就是一个很重要的因素。你要注意不要把次优先的工作分配给公司中具有很高时间价值观念的职员去做。不量才

用人，既浪费钱财，又影响职员的积极性。

总之，只要认真根据职员对工作的了解、完成工作的速度、时间价值观念和对他的培养价值这几条原则办事，就可以选择出能够胜任你要委派的工作的人。

确定委派工作的时间、条件和方法

大多数管理者往往在最不好的时间里委好工作．他们上午上班后的第一件事便是委派工作。这样做可能方便管理者，但却有损于职员的积极性。职员有什么感觉呢?下属带着一天做些什么的想法来到办

公室，一上班却又接到新工作。他们被迫改变原定的日程安排，工作的优选顺序也要调整。这样做的结果便是时间的浪费。

委派工作的最好时间是在下午。你要把委派工作作为一天里的最后一件事来做。这样，有利于下属为明天的工作作准备，为如何完成明天的工作做具体安排。还有一个好处，就是职员可以带着新任务回

家睡觉，第二天一到办公室便集中精力处理工作。

面对面地委派工作是最好的一种委派方法。这样委派工作便于回答下属提出的问题。获得及时的信息反馈、充分利用面部感情和动作等形式强调工作的重要性。只有对那些不重要的工作才可使用留言条

的形式进行委派。如果要使下属被新的工作所促进和激励，就要相信在委派工作上花点时间是值得的。写留言条委派工作，可能快并且容易做到，但它不会给人以深刻和重要的印象。

委派工作是一种人情事儿。它是把重要的工作付给某个下属去做。如果可能，最好是面对面地委派工作。

制定一个确切的委派计划

有了确定的目标才能开始委派工作。谁负责这项工作?为什么选某人做这项工作?完成这项工作要花多长时间?预期结果是什么?完成工作需要的材料在什么地方?下属怎样向你报告工作进展？委派工作之前，必须对这些问题有个明确的答案。你还要把计划达到的目标写出来，给职员一份，自己留下一份备查。这样做可以使上下双方都了解工作的要求和特点，不留下错误理解工作要求的余地。应该让这种委派计划指导有效委派工作的全过程。

委派工作

在委派工作之前，需要把为什么选他完成某项工作的原因讲清楚。关键是要强调积极的一面。向他指出，他的特殊才能是适合完成此项工作的；还必须强调你对他的信任。同时，还要让下属知道他对完

成工作任务所负的重要责任；让他知道完成工作任务对他目前和今后在组织中的地位会有直接影响。

在解释工作的性质和目标时，要向下属讲出你所知道的一切。不要因为没有讲完所掌握的信息，而给下属设下工作的陷阱。你要把所有的目标全部摆出来：谁要求做这件工作的，要向谁报告工作，客户

是谁等等。还要把自己在这个工作领域的体验也告诉下属。让他们了解过去的一些事情是怎样处理的，得到了一些什么结果等。要让下属\"这件事需要快办\"的说法不是对工作的充分解释。

给下属规定一个完成工作的期限。让他知道，除非在最坏的环境条件下才能推迟完成工作的期限。向他讲清楚，完成工作的期限是怎样定出来的，为什么说这个期限是合理的。另外，还要制定一个报告

工作的程序，告诉他什么时间带着工作方面的信息向你报告工作；同时，你也要向他指出，要检查的工作的期望结果是什么，使他明确要求。

最后，你要肯定地表示自己对下属的信任和对工作的兴趣。象\"这是一件重要工作，我确信你能做好它\"这样的话，可以对下属发挥很大的激励作用。总之要记住，委派好工作，不仅能节约时间，还可以在职员中创造出一种畅快的工作气氛。

检查下属的工作进展情况

确定一个评价委派出去的工作进展情况的计划是很有技巧的事。检查太勤会浪费时间；对委派出去的工作不闻不问，也会导致灾祸。

对不同工作，检查计划也有所不同。这主要取决于工作的难易程度、职员的能力及完成工作需要时间的长短。如果某项工作难度很大并且是最优先的，就要时常检查进展情况，每一两天检查一次，保证

工作成功而又不花费太多时间，这类工作都有一个内在的工作进展阶段，一个阶段的结束又是另一个阶段的开始。这种阶段的停起时间也是检查和评价工作进展情况的最好时间。当你把一件有困难的工作委

派给一个经验较少的下属去做时，不论从必要性还是从完成工作的愿望上来讲，多检查几次进展情况都是有益的。对这种情况，你可以把检查工作进展的次数定为其他下属的两倍。除了定期检查工作以外，

还要竖起耳朵倾听下属的意见和报告工作进展的情况。要让下属知道你对他的工作很关心并愿意随时和他一道讨论工作中遇到的各种问题。

一般地讲，你既然把某项工作交给了下属，就要相信他能胜任这项工作。因此，每周检查一次工作也就足够了，但要鼓励下属在有问题时随时来找你，另外还要让他们懂得你不鼓励不必要的打扰。

评价工作进展的方法必须明确。要求下属向你报告工作是怎样做的，还有多少工作没有做完，让他告诉你工作中遇到的问题和他是怎样解决这些问题的。最后，你要用坚定的口气

向下属指明，必须完成

工作的期限和达到要求的行动方案，促使下属继续努力工作．

检查和评价委派工作系统

当委派出去的工作完成以后，你要在适当的时候对自己的委派工作系统进行评价，以求改进。可以组织一个小组，小组中的每个成员都可以评价和批评他们在完成委派工作中的表现。最好是要求大家用

书面形式把意见写出来，然后召开一个短会对这些书面意见进行讨论。

为了做好委派工作系统的评价工作，需要解决这样一些问题：工作是否按期完成?工作的目标是否达到?下属是否创造出了完成工作的新方法?他们是否从工作中学到了一些新东西或得到了某种益处？把这些问题作为评价委派系统工作情况的基础，邀请下属进行评论。实践证明，最准确的评价和最要害的批评往往来自下属。因为他们是任务的执行者，对评价委派工作系统要比管理者更有发言权。

评价过程中的一个重要方面是要实行奖励。怎样奖励一个工作做得好的助手?许多情况下，管理者\"奖励\"给下属的往往是更多更重要的工作．因为事实证明他能干，为什么不让能干的人做更多更重要的工作呢?这种想法和做法从道理上讲无可非议，但实际上却有点滥用职权，如果一个有才能有责任心的下属觉得他工作成功的奖赏只是更多的工作负担，特别是当他所做的工作是其他人的两倍而报酬却没有相应增加时，他便很难受到促进。

尊敬和赋予新的工作责任是对下属的奖励，但一味地加重工作负但则不在此列。即使你从内心里认为对下属的信赖是一种极大的奖赏和促进，也不行，比较好的办法是，向他们透露点个人的事情，如你

与上司的问题。你对其他有关工作的的反对意见、批评和评论等。这类内部信息表明你对他的真正信任和尊敬，会鼓励他更有效地工作。

STEP 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.

在工作指派的过程中，个人被授予完成工作所需的权威。权威包括了权利与允诺。为了方便起见，这些权利和允诺可归为两种：首先，个人在某些领域，像原料采购、销售产品给消费者、操作特殊设备以及代表公司时会被授权。第二种类别包含指挥他人的权利。职能也许包括招募员工、发布命令、奖励优良工作表现，以及制裁拙劣或不当的工作表现。显而易见地，只有管理者才能在第二种中被授予职权。

DELEGATING AUTHORITY

If you're a manager and want to delegate []授权 some of your authority

[]职权

to someone else, how do you go about it? The following summarizes

the primary steps you need to take: ① Clarify the assignment, ② Specify the subordinate’s range of discretion, ③ Allow the subordinate to participate, ④ Inform others that delegation has occurred, and ⑤ Establish feedback controls.

(1) (2) (3) (4) (5)

Clarify the assignment.

Specify the subordinate’s range of discretion. Allow the subordinate to participate. Inform others that delegation has occurred. Establish feedback controls.

1. CLARIFY THE ASSIGNMENT

The place to begin is to determine what is to be delegated and to whom. You need to

identify the person best capable of doing the task, and then determine if he or she has the time and motivation to do the job.

Assuming you have a willing and able subordinate, it is your responsibility

[]职责to provide clear information on what is being delegated, the

results you expect, and any time or performance expectations you hold.

Unless there is an overriding最重要的；高于一切的 need to adhere to specific methods,

you should delegate only the end results. That is, get agreement on what is to be

done and the end results expected, but let the subordinate decide on the means.

2. SPECIFY THE SUBORDINATE’S RANGE OF DISCRETION

Every act of delegation comes with constraints []约束. You’re

delegating authority to act, but not unlimited authority. What you’re delegating is authority to act on certain issues and, on those issues, within certain parameters. You need to specify what those parameters are so subordinates know, in no uncertain terms, the range of their discretion []判断力, 任意决定权.

3. ALLOW THE SUBORDINATE TO PARTICIPATE 4. INFORM OTHERS THAT DELEGATION HAS OCCURRED

Delegation should not take place in a vacuum []真空. Not only do you and the subordinate need to know specifically what has been delegated and how much authority has been granted []授予权利, but anyone else who may be affected by the delegation act also needs to be informed.

5. ESTABLISH FEEDBACK CONTROLS

The establishment of controls to monitor the subordinate’s progress increases the likelihood that important problems will be identified early and that the task will be completed on time and to the desired specification. For instance, agree on a specific time for completion of task, and then set progress dates when the subordinate will report back on how well he is doing and any major problems that have surfaced. This can be supplemented with periodic spot checks to ensure that authority guidelines are not being abused, organization policies are being followed, and proper procedures are being met.

如何监控工作进度？

1. 施加控制

有效地指导：根据被授权者的经验水平来确定是严加控制还是相对地放手 避免干涉：要鼓励所有被授权者自己作出决定，尽早从严密控制转向放手 监控的方法：包括参与所有通信联系、定期书面报告等 检查工作进展：方法有当面讨论、书面报告及直接观察 2. 减少风险

制定应急计划，采取减少风险的措施，防患于未然。

密切注意风险：努力预测被授权者可能遇到的各种问题，列出所有可能发生的风险以及应变措施，定期检查各项风险发生的机率

采用例外管理法：被授权者只把需要作出重要决策的非常情况告诉经理。

进行控制：关键的控制因素，如预定的时间或具体的预算，可以作为有效的制约条件来引导和监控被授权者。 3. 强化角色

制定被授权者时，要把它们介绍给团队成员，并把责任介绍清楚。这有助于被授权者感到被团队接纳，从而激发他们的责任感。

确立被授权者的地位：要使授权有效，授权者必须不断让新的任命广为知闻。

接受意见：公开鼓励被授权者在任务或项目的所有阶段中主动工作，乐于接受他们的意见。这将提高他们对任务的兴趣，增强他们的自信。

授予权责：授权的最高形式是把整个项目的“责权”转交给一个可靠之人。 4. 提供支持

提供他们所需的信息、时间和资源，并做好提供其他帮助的准备，你就可以帮助他们取得成功。 5. 维持界限

当监控进展时，确保你和任务之间有明确的界限 6. 提供反馈

检查员工工作情况的方法是在每一项任务完成后向被授权者提供建设性反馈 7. 行赏

经常要承认被授权者出色的表现，值得称赞的地方要给予称赞。 8. 分析困难

分析授权中遇到的困难，并从中学到一些东西

STEP 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.

授权过程的第三特征是建立责任感。责任感responsibility可定义为履行之职责。N. R. f. Maier说这是下属所认为完成指定工作的道德义务或必要之事。所以当员工接受工作指派时，如股票交割、准备报告，或修理一项设备，同时要了解无误地完成工作重要性。

义务责任的概念和责任感有关。义务责任accountability是指对成果负责到底。因此在工作安

排和授予下属适当职权之后，管理者会自然而然地维持下属负责执行工作。扼要地说，责任感是下属感觉的个人职责，而义务责任则是管理者的期望或需求。

HOW TO DELEGATE?

Resist the temptation to keep tasks to yourself as a means of control or a demonstration of power. Be a leader rather than a mentor.

The first step is to recognize when it is time to delegate. Then determine what to delegate, how, and to whom. To help you define and allot tasks, including your own, ask yourself three of Peter Drucker's questions:

(1) (2) (3)

What am I doing that do not need to be done at all? What am I doing that can be done by somebody else? What am I doing that only I can do?

Delegating responsibilities to those you trust would free you to focus on what you are best at. Promoting from within is a valuable tool for retaining and motivating your people. However, if current employees don't have the skills your business needs, don't hesitate to hire someone who does. It often makes sense to search for someone who can immediately add value to your management team as well as transfer some of his or her skills to others in your organization. 

The Secret of Successful Delegation

Explain the task, tell your people what should be done, but don't tell them how. \"This is the secret of successful delegation. When you tell somebody exactly how you want a task carried out, it removes any creativity. It becomes completely boring, there is no challenge and they do not have to develop in any capacity whatsoever.\" 

Four Stages to Successful Delegation

(1)

Assume that people who work for you have ability and show you have confidence in them

(2)

Be specific about what is expected. Tell the person:

① what should be done; ② why it is needed; and

③ when it should be completed

(3) (4)

Tell them what should be done, but don't tell them how. Give credit and praise generously if a person does a good job

GUIDELINES FOR MAKING DELEGATION EFFECTIVE

Below are some guidelines for making delegation effective:

(1) (2) (3)

Give employees freedom to pursue tasks in their own way

Establish mutually agreed upon results and performance standards for delegated tasks Encourage employees to take an active role in defining, implementing, and communicating progress on tasks

(4) (5)

Entrust employees with completion of whole projects or tasks whenever possible Explain the relevance of delegated tasks to larger projects or to department or organization goals

(6) (7)

Give employees the authority necessary to accomplish tasks

Allow employees access to all information, people, and departments necessary to perform delegated task

(8)

Provide training and guidance necessary for employees to complete delegated tasks satisfactory

(9)

When possible, delegate tasks on the basis of employee interests

Successful delegation of authority as a leadership style takes time and energy花费时间和

精力, but it's worth the time and energy to help employee involvement and employee

empowerment succeed as a leadership style. It's worth the time and energy to help employees succeed, develop and meet your expectations. You build the employee's self-confidence and people who feel successful usually are successful.

Even Super You needs help and support. There is no shame in asking for assistance. Push aside the pride and show respect for the talent others can bring to the table. 【】

And, remember that there is no such thing as a single-handed

单独一人的, 无助的

success: When you include and acknowledge all those in your corner, you propel

[]推进, 驱使yourself, your teammates and your supporters to greater heights.

The most effective, respected, successful leaders realize early on that, just as they themselves must continue to grow, they must help their team members to reach their fullest potential.

管理者通过他人完成工作。授权是指“某人授予其下属代表自己行事的权力”。授权是每位管理人员工作中所必不可少的一方面。即使在权力被授予他人以后，授权者仍然存在着

责任！