The Most Important Thing In Enterprise Management Is To Liberate The Right.

< p > when a few people are in charge of a job, it is easy to get into trouble.

This is often due to the fact that < a href= "http://www.91se91.com/news/index_c.asp" > division of labor < /a > too general, or several tasks on the same side are intersecting responsibilities.

This problem can be corrected by clearly dividing the scope of responsibility of each person, or finding a few people together to determine their respective division of labor.

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The biggest and most common problem of < p > is that managers do not empower their subordinates when they are authorized.

Subordinates must have sufficient power to complete their tasks.

You should give full consideration to what your subordinates need to do to accomplish their tasks. Make sure that they have the necessary resources to do the job well, and check them regularly. If you give him < a href= "http://www.91se91.com/news/index_c.asp > > power > /a > is it too big or too small, you should increase or decrease his authority.

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< p > > many a href= "http://www.91se91.com/news/index_c.asp" > manager "/a".

This is not only an ideal deal, but also unfair to employees.

Because he may need to know more about the job, maybe he lacks the skills, abilities or interests in this area.

You should know if they have enough information.

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Another mistake that P often makes is to restrict a task too hard, so that employees have little room for maneuver to make decisions.

Sometimes managers talk too much about the way they like, which deprives their employees of the challenge and success of solving problems.

You should pay attention to what you should do and don't care too much about how to do it.

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< p > some managers have too many burdens on their subordinates. If he can not afford such a heavy burden, the manager will give up management responsibility.

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< p > proper monitoring of subordinates is a skill that needs to be accumulated in practice.

The degree of monitoring depends on the situation of the task and how many people undertake tasks and environmental needs.

Do not think that the task will be arranged, everything will be carried out smoothly, nor can it be checked too frequently.

If you do not grasp the monitoring level, you can discuss with your subordinates so as to reach a consensus.

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P > for subordinates, the most embarrassing thing is that the manager who has done it again will do it again, all of which can destroy the relationship and mutual trust before and after the upper and lower levels.

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< p > many managers do not spend enough time checking the assigned work, while others avoid criticizing the performance of their employees, hoping that he can do the work well next time.

Many managers do not want to criticize people, so they often use their good intentions to guess the problems of employees. For example, "this job may be problematic in the process of authorization". "Maybe I didn't explain it clearly". "Maybe this job is not very realistic". < /p >

< p > do not work with subordinates to do a bad job. It is unfair to your subordinates. It is also a responsibility to avoid yourself.

In doing so, subordinates do not know that there are problems, so they will repeat the same mistake again and again.

He may also take advantage of the loopholes.

For example, if you have never been responsible for completing tasks on time, he will think that it is no big deal not to finish the work on time.

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If P is not recognized and rewarded by the manager, high performance and team effort will decrease or even disappear.

Therefore, the manager should be grateful to the team members, indicating that you have noticed their performance.

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< p > if you make good use of the art of authorization, you will be rewarded quickly.

You will see the power of empowerment, and you, your subordinates and the whole department will bear fruit.

The workload is easy to manage, and the opportunities for improvement are more.

Everyone gains.

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