In today's economic development, authorization is a promising but confusing business concept for enterprise managers. Although we all know that authorization has various benefits, why is it difficult for managers of most enterprises to truly authorize? (1) "Let them do it, what else do I need?" Managers in enterprises are used to having decision-making power, and authorization requires managers to give up certain decision-making power and delegate power to ordinary employees, so they will worry about losing control. Often managers will feel that their position is threatened, and even feel that they are about to lose their jobs. Mahua is the marketing director of a well-known electronics manufacturing company in Guangdong and one of the company's veterans. He has made great contributions to the company's 25% domestic market share in this electronic product field two years after its establishment. With the increasing business scale of the company, the workload of MCA is also increasing. In order to relieve the pressure of MCA, the company boss specially hired a "returnee" MBA Xiao Wang as the assistant director of MCA through headhunting. At first, Xiao Wang only helped MCA to do some internal management work, but after a while, when Xiao Wang asked to participate in some core work such as important customer negotiations, MCA began to worry: "Xiao Wang's work ability is beyond doubt. If he has too much contact with some core jobs and does better than me, will he take my place one day? " No, I still have to pay attention to it and keep him away from his core work. For a manager like MCA, Dr. Liang Kaiguang, a famous leadership expert and managing director of Shanghai Xidian Management Consulting Co., Ltd., said: "As a leader, you should personally do things that are of strategic significance and cannot be fully authorized, such as important customers, the company's long-term development strategy, successor issues, finance, financing, long-term incentive mechanism, company operation mechanism and other key factors that determine the company's success. Doing these things well will not only affect the status of managers, but will be stronger. "(2)" Instead of letting them do it badly, I might as well do it all well! "Some managers would rather work hard than hand over the work to their subordinates. Lin Qiang, the project manager of a software company in Shanghai, thinks: "spend a few hours teaching subordinates what to do;" If you do it yourself, it will be done in less than half an hour. If you have spare time to teach them, you might as well do it yourself. "Three months ago, Lin Qiang just took over a new project, and the project team recruited several programmers. Programmer Xiao Li is not very familiar with some jobs because he just graduated. At present, the project is close to the final stage, but Xiao Li has delayed some time because of a small problem. Lin Qiang taught Xiao Li twice, but Xiao Li didn't do well. Lin Qiang was a little annoyed and replaced Xiao Li twice and solved the problem. " It seems that you have to do a lot of work by yourself in the future, otherwise it is really difficult to guarantee the speed of work. "Lin Qiang a little depressed. Ms Liu Yaling, director of human resources of Beijing Tongfang Electronic Technology Co., Ltd., suggested to Lin Qiang based on her personal experience: As a manager, I can do many things, but I can't do everything by myself. Although you can do better than others now, if you can teach your subordinates, you will find that others can actually do as well as you or even better. Maybe you will delay their teaching for a few hours today, but they will save you dozens or hundreds of hours in the future, let you think more deeply and promote your greater development in your career. (3) "They are always difficult to understand my requirements, and I am afraid that they will do something wrong with their power! "Many managers in enterprises believe that it is often difficult for employees to truly understand their work goals after being authorized because of the asymmetry of information. In this case, the decisions they will make will have a great impact on the cost and profit of the enterprise. Zhang Yun, manager of after-sales service department of a communication company in Beijing, learned this lesson. Once, Zhang Yun was on a business trip in Shenzhen, and a customer's problem in Beijing needed to be solved urgently, so he authorized a subordinate to handle it. Because this subordinate usually works very well, which is very reassuring, I only communicated with the subordinate twice by phone and didn't ask much. Until one day, when customers called angrily and scolded, Zhang Cai felt the seriousness of the matter. When he contacted his subordinates again, he found that they didn't fully understand Zhang Yun's meaning at first, so that things that should be solved for customers were not solved, and time was spent on some problems that customers didn't ask for. Of course, the customer is very unhappy because of the delay. After this incident, Zhang Yun never dared to authorize it easily. " I have encountered similar problems before, but with more communication, this situation can be completely avoided. At the same time, it also reminds us that when subordinates are not very clear about the goals to be achieved after authorization, we cannot easily authorize. In the process of authorization, we need to communicate with subordinates in time, find their problems in time and help them solve them. "said Ms. Liu Yaling. (4) "I always feel a little uneasy when their abilities in all aspects have not been fully exerted. "Managers may also worry that employees do not have the freedom to use power and the ability to make correct decisions. Once employees are authorized, the behavior of authorized employees will no longer be restricted by the previous norms and systems, and they may feel at a loss. In this regard, Ms. Li Hongwei, the human resources director of Beijing Xiaotong Network Technology Co., Ltd. believes that the premise of effective authorization is that the authorized object must have the ability, but it is not necessary to wait until the other party has 1000% ability, and 80% ability is enough, so as to train personnel and give them the opportunity to learn. Trust subordinates, even if they only meet half your expectations at first. You have to convince yourself that they have the ability to reach the other half. Realize that if you don't delegate downwards, you won't delegate from above. (5) "Employees who are authorized are afraid of being fired if they don't do well, so there is still no' responsibility'. "Most employees in China enterprises are used to working under the traditional command and control mode, and most rights and responsibilities are often owned and borne by managers. Once employees are responsible for the results of their actions, they may worry about whether they need to be responsible for their mistakes. And once they make a big mistake, they are worried that they will be scolded or even lose their jobs. Once this concept and behavior pattern of employees are deeply rooted, it is difficult to change. Not everyone likes to change their ideas and behavior patterns, but most people are unwilling to do so, especially when this change needs to be completely different from the previous ideas and behavior patterns. (6) "The enterprise environment hinders my authorization!" "Authorization" is not suitable for any type of enterprise, and many enterprise environmental factors will affect the smooth implementation of manager authorization, such as the enterprise does not support team work; The old employment relationship still exists in the enterprise; The traditional bureaucratic organizational structure still exists, and the lack of appropriate feedback and incentive mechanism will affect the authorization of managers. Only when the enterprise meets its internal and external needs at the same time, and when the people, system and culture in the enterprise are willing or able to make changes, can "authorization" play a role. Therefore, an environment of mutual trust and tolerance and encouraging employees to take appropriate risks are very important for the authorization of managers. Corporate culture is also a key factor affecting the success of manager authorization. Dr. Liang Kaiguang believes that enterprises supporting authorization need to have unique management concepts. Helping corporate culture (that is, people-oriented, employees encourage each other and have the belief of self-realization) and participatory corporate culture (that is, attaching importance to employees' knowledge, innovation and change requirements) are conducive to employees' correct understanding of authorization, because individuals can feel the real authorization only when the corporate environment is free, democratic and unrestricted. Authorized corporate culture can cultivate employees' sense of ownership and values such as pride, creativity and adaptability, which is conducive to the effective implementation of authorization.