做好分工与授权

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身为管理者，首先一定要思考的是：自己的职责是什么，把职责相关的事务，全部纳进工作

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Proper division of labor and authorization

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下一步是组织、架构工作。

一般工作可以大致分为两类，一类是经常性、周而复始的工作。


一类是非经常性的工作，尤其是突发、需要解决的问题

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The next step is to organize and structure the work.
General work can be roughly divided into two categories, one is regular and repetitive work.

One type is non recurring work, especially sudden and unresolved problems

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重复性的工作，就可以建立SOP标准化工作流程、提高效率，所花费的工作时间就会愈来愈少

。多出来的时间，就可以处理非经常性的工作与思考

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Repetitive work can establish standardized SOP workflows and improve efficiency, resulting in less and less work time spent.
The extra time can handle non routine work and thinking.

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管理者有下属、需要带人，经常性的工作就可以分工、授权给下属。

不过，这说起来是简单的两个词，其实是最花时间的工作，也是一般人最容易疏忽的。实际落实，绝对不是做一次就可以到位



分工，其实是复杂、琐碎、漫长的过程。因为，分工一定有灰色地带，工作就无法一次界定清楚。所以，分工后，还要仔细观察哪里不明确，再把职责更仔细地厘清。这样的厘清可能要做很多次

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Managers have subordinates and need to lead others. Regular work can be divided and delegated to subordinates.



However, these are two simple words, but they are actually the most time-consuming work and the most easily overlooked by the general public. Actual implementation is definitely not something that can be achieved in one go



Division of labor is actually a complex, tedious, and lengthy process. Because there must be gray areas in division of labor, work cannot be clearly defined at once. So, after division of labor, it is necessary to carefully observe where there is ambiguity, and then clarify responsibilities more carefully. This kind of clarification may need to be done many times

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另外，下属不见得了解领导的想法。所以，管理者分工后，还必须观察下属是否真正了解。下属真的了解主管的想法后，大家才能真的照领导的分工就定位，各司其职。

授权，也是被过度简化。人不是用一个模子做出来的，不是交代了工作的要求、内涵、步骤、方法后，下属就会做。管理者必须给予协助，教下属怎样做被授权的工作，看着下属学会、养成习惯

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Additionally, subordinates may not necessarily understand the leader's thoughts.

So, after dividing tasks, managers must also observe whether their subordinates truly understand.

After subordinates truly understand the supervisor's ideas, everyone can truly position themselves according to the leader's division of labor and perform their respective duties.



Authorization is also overly simplified.

People are not made from a single mold, they are not made by subordinates after explaining the requirements, content, steps, and methods of the work.

Managers must provide assistance, teach subordinates how to do authorized work, and watch them learn and develop habits