Chapter 22 Chapter 22 Authorization and Control After Authorization

1. Learn to manage subordinates In a unit or department, there are always some subordinates who like to be careless and have a smooth ride.Although many people in today's society are busy chasing fame and fortune, this kind of person is not the "climbing up" type.They just want to work in peace, they don't want to expend energy, and they don't want to take responsibility.People with traditional and conservative thinking will not bring much trouble to the development of the department. For such subordinates, as a leader, you can rest assured that such subordinates are safe and qualified for you.It is enough for you to get along with them according to the normal relationship between superiors and subordinates, but it is best not to assign some important tasks to them.

There are also some subordinates who have high work efficiency and good quality, so they have outstanding talents.But at the same time, they themselves have some small problems and shortcomings, such as ignoring work discipline and often doing wrong things that violate work discipline. The reason why they often make some small mistakes is because they have made great contributions to the unit. I want to show you some qualifications.When encountering this kind of subordinate, it is obvious that tolerance is definitely not a comprehensive solution, nor is it a long-term solution.Only when everything is done fairly and reasonably, can everyone be convinced. For this kind of subordinate, the way to deal with it is to persuade him patiently, explain the interests and reasons to him, and let him know that what he does is not good for others or himself. a good thing.Then, you can use a negotiating tone to determine the solution to the problem and ask for his opinion.If he is a shrewd person, he will definitely buy your account and step down.But if after the conversation, his shortcomings have not been corrected, and the mistakes are still committed, then you need to exert some pressure on him in a certain form.If he is stubborn, you don't have to worry too much. You should punish him according to the regulations to ensure the health of the entire body of the department and unit.But when you put pressure on him or punish him, you must let him know that the pressure is on things, not people.

In addition, there are indeed some subordinates who are unreasonable and whose bad habits are hard to change.They also know their faults and shortcomings well, and they can tell a lot of wrongs.However, no matter how much effort you expend, repeated orders or earnest efforts, they can never get rid of their own shortcomings and shortcomings.In fact, as long as he is a little stricter on himself and strengthens his will, these shortcomings and problems are easy to get rid of. For such subordinates, if their shortcomings and shortcomings have affected the work they undertake and have a negative impact on other subordinates, then there is only one solution-dismissal.Of course, when making such a decision, you should carefully consider and seek the opinions of others.

As a leader, there may still be some people among your subordinates who are not convinced by you from the day you become their leader. They think that your ability is not better than them.For such subordinates, you can't head-on.You should communicate and exchange more with them in an equal and even respectful tone and attitude.For some jealous people, you can put him in a relatively high position and treat him with a low profile and humility. He may get a kind of satisfaction and compensation, and eliminate the barriers to you. Of course, there is such a kind of person, you must always guard against them, they will not be satisfied with your humble attitude and various compliments to him, he just wants you to step down from his position one day earlier and replace him himself.Therefore, when talking with them, you must keep a sense of proportion, leave a certain amount of leeway, and be careful not to be caught by the other party. This kind of subordinates usually do not show their expressions, but hide their murderous intentions, hide their knives in their smiles, and in their daily work, they do what they should do. You can say whatever you want, and you may have a hot relationship with you, but all this is just to cover up his desire for fame and fortune.Therefore, with such subordinates, you have to be careful, careful, and careful in everything you do.If you feel that you really can't afford to offend this kind of person, you can use appropriate methods to find a suitable reason and transfer him to another department or unit.

If you have a conflict with your subordinates, no matter who is at fault, in order to ease the tense relationship, you might as well apologize first.In short, no matter what kind of subordinates they treat, leaders must master certain methods and principles, and they should not act emotionally, but act according to their feelings.Be a caring person, and you will find that it is not difficult to control your subordinates. 2. Leaders must be good at delegating The leader is the chief executive of the department, who is in the central position of the department. In the use of power, the power should be monopolized and the small power should be dispersed.For any leader, those overall, important, key, and unexpected issues must be dealt with personally, and those local, secondary, general, and normal tasks must be handled by subordinates as much as possible.If the leader does not talk about science in his work, and blindly works recklessly, although he is busy, he may end up "picking sesame seeds and losing watermelon".Leaders at all times and in all over the world have left a lot of experience and lessons in dealing with the issues of centralization and decentralization.

Chen Ping, the prime minister of the Western Han Dynasty, was once asked by the emperor: "How many cases are judged in the whole country in a year, and how much money is collected?" He replied: "You can ask the competent department about these matters. The prime minister is only in charge of the officials and does not care about these matters." Japan's Matsushita Electric Company's decentralized management under centralized and unified leadership was once hailed as "Oriental Magic" by Americans.Matsushita Electric Co., Ltd. has implemented the "product classification division system" since 1932, and has continuously improved this system since then.Under this system, each business department has great autonomy in operation and management. Under the condition of specifying the scope of fund use and the amount of profit, it has the right to the development of the products under its management and the human, financial, material and production, supply and sales. Independent operation, comprehensive management.The head office does not interfere with the normal work of the head of the business department, which greatly stimulates the enthusiasm of the business department.When Panasonic Electric Co., Ltd. began to manufacture electric hot pots, Toshiba's electric hot pots had already dominated the market.At this time, according to the conventional method, the profits of other products will be used to compensate the production of electric heating pots to promote its development.However, Panasonic Electric Co., Ltd. separated it from the original electric heater business department and established an independent business department, which made the electric heating pot business department have to rack their brains and work hard in order to survive and develop. , As a result of such a division, the electric hot pot of Panasonic Electric Company finally occupied 50% of the market share.

Zhuge Liang was hailed as the embodiment of wisdom and wisdom by later generations, but his Achilles' heel was that "political affairs are determined by the light".In order to repay Liu Bei's kindness of knowledge and understanding, he fulfilled the late emperor's solitude, "sleeping restlessly, eating unwillingly", "sorrowing and sighing late at night", and finally became sick from overwork, and died at the age of 54.Even his opponent Sima Yi once expected "How can it last long if you eat less and worry about things?".While later generations admired his selfless spirit and superhuman talent of strategizing, they also regretted his personal style of doing everything.Leaders who take care of everything big and small by themselves and work hard day and night, on the one hand, are so busy that they are even exhausted like Zhuge Liang, on the other hand, their subordinates are deprived of their due power, and their enthusiasm is greatly frustrated. The story of "Masters in the Orchestra Pit" in "Han Feizi" is an example.Guo Yuechi, the Prime Minister of Zhongshan, was ordered to lead a hundred drivers to Zhao Guo. In order to manage the team well, he selected a capable person from among the diners to lead the team.In the middle of the journey, the team disobeyed the command and got confused. Le Chi blamed the doorman, saying: "I think you are a talented person, so I asked you to lead the team. Why did you mess up halfway?" The doorman replied: " You don’t know management skills. To manage the team well, you must have authority and be able to reward and punish each person according to their performance. I am now a low-level customer. You have not given me the authority in this regard, and I have made mistakes. Why are you blaming me?"

Therefore, if a leader wants to free up energy, time to focus on big things, and think about the overall situation, he must use the technique of decentralization. If he wants to mobilize the enthusiasm of his subordinates, he must resolutely authorize.Authorization, in an easy-to-understand phrase, means that the leader delegates the power that should belong to the subordinate to the subordinate. For the leader, authorization is a basic leadership skill that should be mastered. Authorization is an important art of employing people, a requirement for hierarchical management, and a necessary means for career success.Bold authorization is both necessary and beneficial for leaders. It can free leaders from trivial daily affairs and concentrate on dealing with major overall issues.It can improve the work enthusiasm of subordinates, enhance the sense of responsibility, give full play to their specialties, and improve work efficiency.All good leaders are good at delegation.Comrade Liu Bocheng has always emphasized that cadres at all levels should "deacons perform their own duties." He is most opposed to two practices: one is that leaders "package and sing" and do not pay attention to mobilizing the enthusiasm of subordinates and the masses.The second is to "kick the ball" at work, not to do it yourself, but to ask others to do it.When he presided over the work of the Military Academy, he put forward three slogans: "collective leadership, division of labor and responsibility", "study politics together, study business separately", and "organs are wide and short, and go straight to the grassroots".Former U.S. President Ronald Reagan was also very good at empowering people.He once said to the American "Happiness" magazine reporter: "Put the best people you can find to work around you, empower them, and don't interfere as long as the policies you formulate are being implemented."

Robert Townsend, a well-known American entrepreneur and general manager of an international taxi company, once gave an example of how to authorize.Faced with a contract that needs to be re-signed, there are two competing manufacturers, one is a regular customer and the other is a new customer.The manager should authorize as follows: First, find a person, give him the power to sign the contract, and let him be fully responsible for the negotiation.The second is to write down the minimum and maximum requirements for each clause in the contract on paper.The third is to give relevant experts a few days to discuss your request, then summarize the opinions, revise them repeatedly, and finally rewrite them.The fourth is to let the negotiator stay by the phone, you call the top leader of each manufacturer, and after a few pleasantries, you say: "I have decided to let XX to negotiate this contract. We all agree, everything will be decided by him, and my request is to sign the contract within 30 days."

3. Prevent power alienation When using power, leaders must restrain themselves on the one hand, and do not commercialize power and cause themselves to "exceed power".On the other hand, it is also necessary to properly control the authorized subordinates to prevent them from letting themselves go, the tail is too big, and the phenomenon of exceeding their authority occurs. learn self-discipline Any leader has certain powers.But no matter what kind of power, after all, there are limited ups and downs, and there are limits to left and right, and power cannot be exceeded.How much power a leader can exercise, there should be a power restraint mechanism, so as not to lose the effective way of power.In order to restrain his power, Zhao Tianguang, the president of Japan's "Best" Electric Co., Ltd., created a "goldfish bowl" management method.When explaining this management method, he said: "The eyes of the subordinates are discerning. As the boss, the subordinates can see every move. If you use the company's money to spend money, evade taxes, and the subordinates know about it, they must They will look down on you. Under such circumstances, can you still ask them to work hard and be clean?" The so-called "goldfish bowl" management is what we call "transparency" and "openness".When doing anything, the transparency is high, and the behavior is consciously placed in full view, which will effectively prevent the excessive use of power.To achieve the effect of natural constraints, leaders must do the following:

① Overcome the desire for power.Some leaders believe that when they have power, they can dominate everything.With power, there is authority and power, and you can do whatever you want and act alone.Therefore, all kinds of power, such as people, money, and things, are gathered in one person, subjective, arbitrary, and the individual has the final say, and establish one's own small kingdom. This kind of thinking must be overcome. ②Enhance self-role awareness.Any leader must realize that within the scope of authority is the leader, and outside the scope of authority is the ordinary staff.Know yourself objectively and realistically, have self-knowledge, put yourself in an appropriate position, and play different roles for different things on different occasions. ③ Activities within the scope of power.Leaders should be clear about the limits of their powers, and they should not go beyond them, and should act within the limits of their powers.In order to prevent overreach, leaders should arrange their own work schedules and work step by step, so as to overcome the arbitrariness of work. Prevent subordinates from "overstepping authority" There is such a story in "Han Feizi": There is a man named Yang Hu in the state of Lu. He often said: "If the monarch is wise, the courtiers will be loyal to him wholeheartedly and dare not have two hearts. He is a ghost, superficially hypocritical, but secretly defrauding the ruler for personal gain." Yang Hu offended the ruler of Lu, and was expelled from the country.He ran to the state of Zhao, and the king of Zhao appreciated his talent very much and worshiped him as his prime minister.The courtiers advised King Zhao, "I heard that Yang Hu has a lot of selfishness, how can he use such a person to deal with the government?" King Zhao replied, "Maybe Yang Hu seeks opportunities for personal gain, but I will watch carefully to prevent him from doing so. As long as I have the power not to be usurped by my subjects, how can he hurt me?" Zhao Wang controlled Yang Hu to a certain extent, so that he did not dare to overstep, and Yang Hu displayed his ambition and talent in the phase. , and finally made Zhao Guowei shock the Quartet and dominate the princes. While authorizing, the leader must carry out effective guidance and control to prevent subordinates from "overstepping their authority".Of course, the phenomenon of "overstepping the authority" of subordinates should be treated differently according to different situations. ①Praise first and then criticize.Some subordinates overstepped their authority and did something that should be decided by the superior leader.This is related to his strong sense of professionalism and responsibility.This kind of spirit of exceeding authority is quite valuable. For such subordinates who exceed their authority out of legitimate motives, we should both praise and criticize, first praise and then criticize, so that subordinates will be moved by the leader's justice, consideration, and seeking truth from facts, and will understand What to do and what to overcome. ②The following is not an example.Sometimes the things that subordinates decide to deal with beyond their authority may be correct, and they may even do a good job. If so, the status quo can be maintained, but the leader must point out that it is not an example. ③ Make the best use of the situation and correct mistakes.Sometimes the subordinates exceed their authority and handle the matter wrongly. At this time, the leader should remedy and correct it in time according to the actual situation, "remediate after a sheep is lost", strive to minimize the loss, and educate the subordinates to learn lessons and warn them of their ultra vires behavior. The so-called authorization is that the leader grants certain powers to his subordinates to exercise, so that the subordinates have the right to deal with problems, make decisions, and assume corresponding responsibilities for the leader within the scope of their duties.In a word, the leader does not have to do it himself, but the subordinates can complete the things to the subordinates.This is how you become an effective leader.Authorization plays a very important role. First of all, authorization is the need for leaders to grasp major issues and manage the overall situation. The reason why leaders must authorize is determined by people's physical strength and energy.After adulthood, as people grow older, their physical strength will gradually weaken, and their energy, intelligence, and abilities will gradually decline.The results of research by management scientists show that a person's physical strength and energy are limited, and most people can work within the limit to achieve speed, performance, and competence; Feeling powerless, often neglecting one another.Therefore, management scientists advocate doing only one thing at a time.In fact, there are many and complicated things that need to be dealt with by leaders. It is common for leaders of some units to "open their eyes and turn off the lights" and become busy transactionists.How to solve the contradiction that leaders have more tasks and less working hours?An effective way is to authorize.Leaders only exercise certain powers over their direct subordinates, and do not arrange, replace or leapfrog issues.In this way, leaders can save a certain amount of time for understanding the situation, learning, contacting the masses, and thinking about some major issues quietly. Secondly, authorization is the need to implement the principle of hierarchical management. Only by authorization can the principle of layered management be implemented and scientific management implemented. The cause of modernization construction is a complicated one with many clues and a wide scope.In the work of any unit, there are not only various major tasks, but also many specific transactional tasks.Some things are very urgent and imminent, and we must act decisively and do them in time; some things come suddenly and cannot be done, so we must arrange them properly;As a leader, it is impossible and incapable of taking care of all affairs, and many tasks must be handed over to subordinates.When the leader assigns tasks to his subordinates, he must grant them certain powers, so as to achieve clear delegation of responsibilities and clear division of powers.It is necessary to establish a reasonable management level, correctly handle the relationship between levels, carefully design positions, and then implement hierarchical leadership according to the position authorization.Otherwise, some people will go around when encountering conflicts, and there will be abnormal phenomena such as talking about each other and shirking each other, making it difficult to complete the task.Therefore, authorization is determined by the cause of modernization and is an objective requirement of management work. In fact, it is not easy and impossible for a leader to manage both big and small things well.It is important that leaders have an overall concept and strategic vision, and not be confused in front of major events at any time. "Discuss major issues, understand the overall situation, and manage one's own business", this is a principle that all leaders should follow in their work.The code of ancient Rome stipulates: "It is not appropriate for the chief executive to intervene in trivial matters."An effective leader should be a leader who is good at delegating effectively.Whether leaders can distinguish and correctly handle big and small things, and whether they have the courage to authorize boldly are the key to the effectiveness of management work or the size of their achievements. In the early Chinese military masterpiece "Sun Tzu's Art of War", when talking about "the way to win", it pointed out: "The one who will be able but not defended will win."That is to say, if the general has the ability to command and the monarch does not restrain him, he can win the battle.Han Liu Bang could only lead 100,000 troops, but his subordinate Han Xin "the more the better", Liu Bang can correctly use Han Xin's strengths and grant him the right to command the army without restraint, so Han Xin can lead an army of one million. gram.This story tells us that if subordinates have the ability to perform tasks, leaders should empower them without interfering or restricting their actions.Only in this way can the leader fully mobilize the enthusiasm of the subordinates and give full play to the talents of the subordinates, which is conducive to the completion of the leadership's predetermined work goals. Finally, delegation is the need to motivate subordinates. With the development of modernization construction, the leaders are no longer small-scale manual workers, but mental workers with modern scientific and cultural knowledge.Even among the workers who are directly engaged in production, many people's labor has elements of mental labor.Manual labor can be performed according to simple orders, and the labor effect is easy to assess.Mental workers are different, mainly relying on the use of knowledge and intelligence. The enthusiasm of these people cannot be mobilized by simple orders.How to mobilize their enthusiasm and make them consciously strive for a common goal is a key for modern leaders to improve their work effectiveness.Of course, there are many ways to mobilize the enthusiasm of subordinates, such as good ideological work and democratic leadership style.Authorization, however, is an effective approach.Modern management work places great emphasis on the principle of unity of duties, responsibilities, rights, and interests.Responsibility without power is the same as power without responsibility, which will lead to confusion in management and leadership work and affect the effect of management and leadership work. In real life, there are more and more leaders who are good at delegating and motivating their subordinates.However, there are indeed some leaders who lack the attitude of employing people. They pursue the philosophy of "Wu Dalang opens a shop"-no one of my subordinates can be more talented than me, otherwise they will try to exclude them, or take the opportunity to wear them as small shoes. .These leaders should learn from the lessons of history, because those who reject people with high talents can only become lonely, and they are the ones who suffer the loss in the end. There are seven methods of leader authorization: full authorization, insufficient authorization, target authorization, restrictive authorization, flexible authorization, gradual authorization, and guided authorization. The full authorization method is suitable for organizations with relatively low importance of work, and the completion of the work will not lead to the failure of the overall work. It is also suitable for organizations with a high level of system management and good coordination and cooperation of various subsystems.When the leader fully authorizes, he should allow his subordinates to decide their own action plan, hand over the human, financial, material and other powers necessary to complete the task to the subordinates, and allow them to create conditions, overcome difficulties, and complete the task.Full authorization can greatly exert the enthusiasm, initiative and creativity of subordinates, and can reduce unnecessary work responsibilities of supervisory leaders.Therefore, leaders should try to adopt this method wherever they can fully delegate. Whenever the specific work does not meet the conditions of full authorization, the leader should use the method of insufficient authorization.When implementing insufficient authorization, the leader should ask the subordinates to put forward all possible solutions to the problem, or propose a complete set of action plans, on the basis of in-depth and detailed investigation and research on the work of high importance. After the leader's selection review, the implementation of such a plan is approved, and some authority in execution is delegated to subordinates. When using insufficient authorization, the leader and subordinates should reach a clear and consistent requirement on relevant matters before the implementation of the plan, and use this to unify the understanding to ensure the effectiveness of the authorization. The so-called goal delegation method is a method for leaders to grant power to subordinates according to the goals that subordinates want to achieve.The purpose of the leader's authorization is to motivate subordinates to achieve the goals of the organization through authorization.This is because any organization has its own development goals, and the realization of these goals is by no means what individual leaders can accomplish.Only when the leader decomposes the overall goal of the organization as necessary, the members of the various management levels and departments within the organization share part of the tasks, and assign certain responsibilities and powers accordingly, can the subordinates work together, struggle together, and work hard. Achieve the overall goals of the organization.If the leader authorizes according to the organizational goals, then the phenomenon of blind authorization and improper authorization can be avoided. The method of flexible delegation is adopted by leaders when they face complex work tasks or do not fully grasp the ability and level of subordinates, or when environmental conditions change.When using this method, the leader must master the scope and time of authorization, and adjust the power granted to subordinates according to actual needs.For example, implement single authorization, that is, grant someone the power to solve a specific problem, and the power will be withdrawn as the problem is solved; implement timed authorization, that is, grant power to someone within a certain period of time, and when the time expires, , the power is immediately withdrawn.There is a lot of flexibility in this authorization method. In order to avoid misunderstandings by subordinates, when implementing flexible authorization or changing the authorization method, the leader should give reasonable explanations to the subordinates to obtain the understanding of the subordinates. When the nature of the work is extremely important, or the work is prone to omissions, the leader should not use the full authorization method; or when the leader has a large management range and heavy tasks, and does not have enough energy to implement full authorization, the method of restrictive authorization can be used.Constraint delegation is an authorization method that forms mutual constraints among subordinates after the leadership delegation.It is a leader who decomposes the authority of a certain task into two or several parts and authorizes them separately, so that they can mutually restrict and restrain each other, so as to effectively prevent omissions in the work. When empowering subordinates, the leader should not only fully affirm the advantages or strengths of subordinates in exercising power to fully stimulate their enthusiasm, but also point out his shortcomings or problems, hoping that subordinates can overcome and avoid them in their work.At the same time, appropriate guidance should be carried out to prevent deviation from the work objectives of the organization.But this is not interference, but to support the work of subordinates and help solve problems. Especially when subordinates make work mistakes, leaders should be good at guiding and helping to correct mistakes, and must not exert pressure or malicious demands.Of course, when the leader finds that his subordinates are really unable to exercise their power, they must take decisive measures, either to take back the power, or to send someone to take over, so as to avoid greater losses to the organization. In order for the leader to do the authorization according to his abilities, he must conduct a strict assessment of his subordinates before authorizing the authorization, and fully understand the moral and ability of the subordinate members.However, when the leader does not fully understand the abilities and characteristics of his subordinates, or there is no precedent for reference to the power required to complete a certain job, he should adopt the method of acting by ear and gradually authorizing.For example, use non-authorized forms such as "assistant" and "agent" positions first, and try them out for a period of time in order to continue in-depth inspections of subordinates.When subordinates are suitable for delegation, the leader can grant them the necessary authority.The leader's safe method of authorization is not to separate powers and responsibilities, but to make the two coincide in the end. In short, the leader implements authorization and should decide the method of authorization according to the actual situation.However, no matter which authorization method the leader adopts, he should analyze specific issues in detail, so that the authorization can really be carried out around the realization of the organization's work goals, so as to achieve the purpose of authorization. Leaders should authorize properly, and also clarify the authorization process and the issues that should be paid attention to during the authorization process.It includes the four steps of identifying the authorized object, clarifying the authorized content, choosing the authorization method and explaining after the authorization. There are many factors that leaders need to consider when deciding who to delegate power to.The first thing to consider is of course the ideology, morality and work ability of the authorized object. This has been discussed in detail in the selection and appointment of talents. Here, the focus is on whether the authorized object is willing to accept the power granted by the leader.Subordinates are not always willing to accept the power granted by the leader.It should be understood that subordinates also have their own ambitions and cannot be forced.Leaders are reluctant to delegate, and it is difficult to achieve results.During the institutional reforms in the past few years, a group of experts and scholars were selected into the party and government organs, and were granted the power to lead the party, government, finance, and literature.On the one hand, not all of them understand administrative leadership, and on the other hand, some experts and scholars are unwilling to give up their original majors and switch to politics. As a result, some people have resigned from their administrative leadership positions and returned to their original jobs.This requires leaders to delegate power to those who are willing to accept it.One thing that leaders need to be vigilant about is not to let those sharp-edged and opportunistic people defraud power to achieve their ulterior motives. When a leader authorizes subordinates, it must be clear which powers can be delegated and which powers cannot be delegated.How much power the leader retains depends on the nature of different tasks, different environments and situations, and different subordinates.Generally speaking, leaders should retain four rights: major decision-making power related to regions, departments, and units; personnel appointment and removal power for direct subordinates and key departments; power to supervise and coordinate the work of subordinates; and reward and punishment power for direct subordinates.These powers belong to the authority within the scope of the leader's own work and cannot be delegated.Many other powers can be flexibly controlled according to different situations.Generally speaking, any transactional work that disperses the leader's energy, boundary power that can be controlled by the top and bottom, and maneuver power that arises from people and events can be delegated.Judging from the actual situation of the current government agencies, schools, enterprises, and shops, there are very few people who have delegated power, and more people who have seized power and are unwilling to delegate it.Therefore, leaders at all levels should study the art of empowerment and delegate the powers that should be delegated to their subordinates. Generally speaking, the authorization methods mainly include general authorization and specific authorization, written authorization and oral authorization, formal authorization and informal authorization. Specific authorization means that the leader gives very clear tasks, responsibilities and powers to a specific subordinate.Specific authorization can also be called rigid authorization or restrictive authorization.This means that the leader clearly specifies and explains the tasks, responsibilities, and powers of the subordinates, and the subordinates must strictly abide by them and must not fail in their responsibilities. General authorization means that the leader only grants general authority to subordinates without specific assignment.Generally, there are three methods of authorization: flexible authorization, fuzzy authorization, and lazy authorization.Flexible authorization, also known as flexible authorization.Leaders only indicate an outline and outline to subordinates, so that subordinates can deal with problems according to local conditions; in fuzzy authorization, leaders generally only explain the scope of work and matters, and remind them of the goals to be achieved. Subordinates have a large degree of freedom to choose the way to complete the task. The specific way; lazy delegation means that the leader hands over the messy and trivial affairs that he does not want to deal with to his subordinates. Verbal authorization means that the leader announces his responsibilities to his subordinates in words, or conveys them orally according to the resolutions produced by the meeting.This method is not suitable for matters with heavy responsibilities, because it will cause disadvantages such as unclear responsibilities, bickering with each other, and dereliction of duty. Written authorization means that the leader promulgates formal documents or written instructions, which clearly stipulate the scope of responsibilities, target tasks, organizational conditions, and job levels of subordinates. Formal authorization refers to the authority granted in accordance with laws and relevant regulations.That is, the position obtained by the staff member in accordance with the legal authority.Most authorizations are of this type. Informal authorization is the use of power outside the law or outside the organization, and the situation is more complicated. Regardless of the authorization method, the leader must explain it.A confession is a form of communication that authorizes the transfer of power between the two parties.Whether the purpose of authorization can be achieved, the leader's confession is an important influencing factor. When authorizing, it is necessary to choose a suitable occasion and create a harmonious atmosphere, so that the authorization activity is both solemn and full of enthusiasm and harmony.Leaders are usually prone to appear on extremely unserious occasions, such as banquets, entertainment venues, and the leader's expression is too serious, which makes subordinates feel panic. Authorization is best done in the office to minimize outside interference.The leader's language strives to be clear and accurate, not to be ambiguous, and not to be changed overnight, so that subordinates are always moving towards a goal. The success of authorization confession depends on the results of communication between the two parties.If the leader adopts a condescending attitude, it will make subordinates nervous, and nervousness is not a good way to grasp the intention of delegation. After the leader has made a clear authorization, his main responsibility is to carry out effective control, that is, to firmly grasp the overall goal, not to let go, and to use more guidance to subordinates. The whole purpose of leader delegation is to motivate subordinates to share more responsibility for achieving the overall goals of the organization.Any modern organization, whether it is an enterprise, a business, a store, a school, an institution, a group, or a military unit, is a multi-factor, multi-level organic whole, and there is a close relationship between the whole and the part, the whole and the environment, and the part and the part. Any local deviation will hinder the realization of the overall goal of the organization.The fundamental task of a leader is to ensure the realization of the overall goals of the organization.Therefore, after the authorization, the leader should focus on discussing major issues and grasping the overall situation, constantly surveying the various processes of the overall situation, grasping the new situation in a timely manner, and discovering deviations, contradictions and problems in the leadership decision-making and implementation. , and coordinate and correct possible local phenomena that may deviate from the target. After subordinates have authority, how to formulate plans, how to arrange work, how to complete tasks, and who to send to complete them are all matters within the responsibility of subordinates, and it is not appropriate for leaders to ask.What the leader has to ask is whether the goals of the subordinates can be achieved on schedule or ahead of schedule.Leaders should be good at playing a guiding role, and provide subordinates with practical views, methods and measures according to the development of the situation.Negotiate more and force less; ask more questions and order less.Leaders should strongly support their work and not force subordinates to do things beyond their capabilities. The leader's authorization is to let the subordinates share the responsibility, let them make decisions and deal with the matters within their respective areas of authority, and only when the subordinates do not coordinate or have conflicts, the leader should come forward to resolve them.But authorization does not mean giving up power. After authorization, the leader still bears full responsibility, and cannot let it go.If the leader's authorization is to save trouble, enjoy leisure, and act as a "hands-off shopkeeper", it is wrong.When a leader is in his position, he must seek his own government, exercise his power, and assume his responsibilities. Leaders' authorization is prone to such mistakes as intercepting authorization, shepherd authorization, empty check authorization, perfect authorization, remote authorization and no feedback authorization. Shepherd-style authorization means that after the leader grants power to his subordinates, he is like a shepherd tending his sheep, leaving everything to take its course.This seemingly practice of giving subordinates complete freedom has actually slipped into the mud pit of laissez-faire. Withholding delegation means that the leader is always inappropriately worried about the abuse of power by his subordinates when delegating, or thinks that he does not need so much power to complete that task, so when delegating, he often does not grant all that is needed to complete the task. that power. Blank check authorization means that the leader nominally delegates power to his subordinates, but in fact does everything possible to prevent the subordinates from using the delegated power.Such mandates are nothing more than empty promises in name only. 完美式的授权是指领导者在奢求十全十美心态的支配下，总是借口为防止下属发生失误而过多地限制下属的行动，他要求下属不能有任何工作失误。 遥控式的授权是指领导者混淆了对下属开展工作实施建设性的、积极的监控与放手让下属开展工作之间的界限。 无反馈式的授权是指领导者无意于亲自建立和实行有效的对下属开展工作的反馈控制。这种无反馈式的授权使领导者既不能及时获得各方面的最新信息以便修订本部门的发展战略、策略，也不能使领导者根据各种变化，积极地、有效地指导下属的工作。