有效授權其它上課時間：

* 需要向下屬授權以完成工作的各級管理人士

培訓受眾:

* 需要向下屬授權以完成工作的各級管理人士

課程收益:

有效授權，是現(xiàn)代企業(yè)管理對經理人提出的更高要求。

本課程深入探討了授權對象的選擇、授權方式的運用、授權障礙的克服、授權后的監(jiān)督與控制，以及授權的誤區(qū)及其防范等諸多內容。

課程大綱：

1.為什么要授權
* 高效地完成企業(yè)的工作任務
* 員工的能力培養(yǎng)和素質提升
* 授權激勵的現(xiàn)實必然性

2.有效授權的實施關鍵
* 達成良好的信任
- 授權以后，不信任下屬的后果
- 信任的建立過程
* 有效的評價和控制風險
- 在授權以前應充分評估風險、損失
- 自己的領導責任，要承擔“用人不當?shù)呢熑?br />- 授權的漸進過程
* 權責利對等
* 授權與控制的平衡
- 如果只授權不控制
- 必須明確范圍以及相應的目標考核制度
* 職能的重新定義

3.“3R”式授權
* Respect（尊重）
- 對被授權者工作方式和工作成就的尊重
- 對被授權者人格的尊重
* Resource（資源）
- 提供資源是管理者對被授權者的責任
* Retry（重復）
- 在授權過程中的輔導和支持

4.科學的授權方略——OPERA模型
* Outcomer——目標說明
* Parameters——界定工作范圍
* Effects——了解工作效益
* Resources——給予資源
* Accountability——授權：讓下屬作出承擔

5.應該注意避免的誤區(qū)
* 懷疑下級的能力而不真正授權
* 將授權等同于放權
* 只給下屬責任，沒給下屬權力

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