5.应该注意避免的误区 * 怀疑下级的能力而不真正授权 * 将授权等同于放权 * 只给下属责任，没给下属权力 1. Why to delegate * Achieving the tasks of the company effectively * Developing staff capabilities * Motivating through delegating
2. Key points of effective delegation * Reaching to trust - The result of delegation if you don’t trust staff - How to build trust * Risk evaluation and control - The manager should fully evaluate the risk and the loss before delegating - Taking the responsibility of lead and should be responsible for 'using wrong persons' - Progressive process of delegation * Right, duty and benefit * Balance between delegation and controlling - Delegation without control results in the lose control of authority - Specifying the scope of delegation and objective evaluation system * Redefinition of functions
3. '3R' Delegation * Respect - Respecting the work style and achievement of the person delegated - Respecting the personality of person delegated * Resource - Manager is responsible for providing resource to person delegated * Retry - Coaching and support
4. Delegation strategy—OPERA model * Outcomer—explain objective * Parameters—identify the scope of work * Effects—know work benefits * Resources—offer resources * Accountability—delegation: to let subordinate be charged with
5. Avoiding the pitfalls in delegation * Be suspicious of the ability of staff without real delegating * Considering delegation as giving up authority * Giving responsibility to staff without giving authority
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课程收益:
本课程深入探讨了授权对象的选择、授权方式的运用、授权障碍的克服、授权后的监督与控制，以及授权的误区及其防范等诸多内容。
课程大纲
* 高效地完成企业的工作任务
* 员工的能力培养和素质提升
* 授权激励的现实必然性
2.有效授权的实施关键
* 达成良好的信任
- 授权以后，不信任下属的后果
- 信任的建立过程
* 有效的评价和控制风险
- 在授权以前应充分评估风险、损失
- 自己的领导责任，要承担“用人不当”的责任
- 授权的渐进过程
* 权责利对等
* 授权与控制的平衡
- 如果只授权不控制
- 必须明确范围以及相应的目标考核制度
* 职能的重新定义
3.“3R”式授权
* Respect（尊重）
- 对被授权者工作方式和工作成就的尊重
- 对被授权者人格的尊重
* Resource（资源）
- 提供资源是管理者对被授权者的责任
* Retry（重复）
- 在授权过程中的辅导和支持
4.科学的授权方略——OPERA模型
* Outcomer——目标说明
* Parameters——界定工作范围
* Effects——了解工作效益
* Resources——给予资源
* Accountability——授权：让下属作出承担
5.应该注意避免的误区
* 怀疑下级的能力而不真正授权
* 将授权等同于放权
* 只给下属责任，没给下属权力
1. Why to delegate
* Achieving the tasks of the company effectively
* Developing staff capabilities
* Motivating through delegating
2. Key points of effective delegation
* Reaching to trust
- The result of delegation if you don’t trust staff
- How to build trust
* Risk evaluation and control
- The manager should fully evaluate the risk and the loss before delegating
- Taking the responsibility of lead and should be responsible for 'using wrong persons'
- Progressive process of delegation
* Right, duty and benefit
* Balance between delegation and controlling
- Delegation without control results in the lose control of authority
- Specifying the scope of delegation and objective evaluation system
* Redefinition of functions
3. '3R' Delegation
* Respect
- Respecting the work style and achievement of the person delegated
- Respecting the personality of person delegated
* Resource
- Manager is responsible for providing resource to person delegated
* Retry
- Coaching and support
4. Delegation strategy—OPERA model
* Outcomer—explain objective
* Parameters—identify the scope of work
* Effects—know work benefits
* Resources—offer resources
* Accountability—delegation: to let subordinate be charged with
5. Avoiding the pitfalls in delegation
* Be suspicious of the ability of staff without real delegating
* Considering delegation as giving up authority
* Giving responsibility to staff without giving authority
本课程名称： 有效授权
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