Without free information, there is no authorization management
authorization management has received widespread attention since its birth in the 1990s. And this management idea has been unanimously affirmed by managers and workers: authorized front-line employees can make and implement major decisions without the interference of their superiors. Organizations with delegated management can become an environment for cultivating a sense of ownership and trust, and at the same time, enterprise decision makers can reduce the pressure of decision-making
however, there are not a few people who are skeptical of "authorization management". Some people think that it is difficult to implement authorization in a real sense in an enterprise. Enterprises can only authorize small things but not big things: 25 ℃ is not authorized for big things, it can only authorize managers rather than ordinary employees, and it can only authorize in a short time rather than in the system, and so on. Why is it so difficult to manage authorization? Some experts analyze that authorization requires enterprises to meet the requirements of authorization management in terms of organizational structure, corporate culture, leadership style, employee recruitment and other links. However, can employees successfully complete the authorized work after doing these things? We can get some enlightenment from analyzing those companies that truly empower and have accumulated a lot of successful experienceAES is a global power company in the United States, and authorization management has been applied to a great extent in the operation of the company. It practices authorization as an important part of enterprise decision-making, and also becomes the biggest beneficiary of authorization management practice. Roger Santer, the chairman of the company, and Dennis Barker, the CEO of the company, believe that authorization management does not mean that the company's leaders give up the business and think that everyone has the right to do what they want to do. Only after the enterprise establishes the operation system of the organization, authorization means that people have to undertake more than in traditional companies. For leaders, The biggest problem facing Zhejiang Fengli is how to consistently delegate decision-making power based on the previous completion of the national major industrial technology development project "development of comprehensive utilization technology of waste plastic matrix composite powder method"
as for how to manage authorization, AES' experience is that first of all, it is necessary to establish a dynamic ecosystem for the company - involving the design of organizational structure, personnel recruitment, compensation and other contents. In addition, the free and frequent flow of information is very important. Without this flow of information, all the organization's preparations for authorization will not work. For example, you let your subordinates make a decision, but he can't get enough information to support him to make a decision! At AES, we share information by talking to each other and listening to suggestions. "The company has few secrets. Even for possible mergers and acquisitions in the future, the details of its decisions are shared with employees. Some people worry that we are so open that information may be leaked to competitors. But we think the risk is worth it. Otherwise, how can our employees become real businessmen?" Buck said so
it can be said that information itself is the carrier of knowledge. Therefore, when a free and smooth information exchange mechanism is formed within the organization, the information provided by everyone is the transmission of a particular experience (or experience) of an individual or team. Maybe it is not the choice answer of the direct content of decision-making, but the information after synthesis has become the basis for decision-makers to make major decisions in the past two years. AES has a case that illustrates the important role of information flow in the decision-making process of authorized persons
the manager of the business development department of AES company is flora Zhou, who was appointed as the head of the company's business in Vietnam last year. At that time, he was summarizing various opinions to prepare a bid for the Vietnamese government - the project involves providing about 700MW of power to a region in Vietnam, with a contract period of 20 years. There are several people who work with flora, but the specific price of the bid is finally decided by him. We know that price is a factor that the local government cares about very much. In fact, the price may account for as much as 70% of the final decision of the electrical part, including the load measurement system and deformation measurement system. Flora drafted an email on this matter, detailing her planned bid and its reasons, and sent it to about twoorthree employees of the company. He received a lot of replies, and everyone put forward a lot of suggestions and comments. But on the whole, most people think his bid proposal is reasonable. However, Sarah, a manager in Central America, once encountered a similar situation in the bidding of a power plant - there are many complicated technical problems. He sent flora a three page email, providing a lot of information on which technical issues should be paid attention to. A few days later, flora officially bid, and his price was the lowest, 0.2% lower than the penultimate. Thus, the project was obtained with the minimum concession
in the letter, did Sarah tell him the exact bidding price? No, But Sarah and many people in the company, including plant leaders and board members, provided flora with the best information and advice she had to help her make decisions and share everything she knew with him. The establishment and flow of such free information are often easily ignored in the process of authorization. Once you accept the authorization, everyone (team) should perform their own duties, which is easy to produce their own politics or behind closed doors. The result of doing so is easy to cause mistakes in decision-making and authorization failure
face to face or email is an effective way to communicate information, but these methods have many inconveniences. Strategy information system (SIS) can not only realize full authorization within the enterprise, but also carry out full and convenient information exchange and dialogue through real-time communication system, so as to realize knowledge sharing. Simply understood, strategic information system is actually a decision-making system based on information support, which is composed of three basic modules - Information Center, decision center and control center. This system is a strategic decision-making system designed for enterprise decision-makers. Similarly, it can give the authorized person more flexibility by setting permissions on someone (or a team)