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International Management - Rodchenko VV

Position Head of the enterprise

"Harzburg Model" provides for the respect of employee autonomy in actions and decision-making; Head is obliged to give their employees the freedom within the framework of their tasks and competences. It is important to remember that the normal operation in areas subject to the boss, it is carried out without specific instructions and on their own responsibility officer. The right to act or make a decision under delegated powers available to the employee, not your boss. The employee has the freedom to select the path that will lead it to success. In the event of disagreement between the employee and the head decides on the choice of the one to whose duties and responsibilities include the adoption of decisions and who is responsible for this.

A special form of attempts to shift the responsibility is the so-called co-decision. If the initiative comes from the joint decision of the employee, there is a disguised form of reverse delegation of responsibility. Chief Officer involves in the decision making process in order to create a cover for the desired coverage. If the initiative for a joint solution comes from the head, then here we are talking about a hidden form back to the reception transfer responsibility. Causes which impel Chief connect to the adoption of the employee solutions, mainly the following:

• Head can not accept the idea that there is directly subordinate to him a portion in the operation of which he can not interfere;

• Head believes that the employee lacks the necessary qualifications to carry out its mandated tasks and delegated powers. Instead of telling him about it openly and take steps to improve their qualifications, the chief chooses the wrong path.

In fact, we are at the same time is not of the true joint decision, in which both are involved in decision-making as equal partners, and if they can not reach an agreement, the decision is not accepted. This becomes obvious if we ask the question: "What actually happens when your boss a different opinion than that of an employee?" Usually, the employee is subject to, and this is what the chief wants. If the employee is not subject to the conflict, and is, the head of exerting pressure and finally holds its line.

Implementation of the criticism - it is an integral and nedelegiruemaya duty of every supervisor. With the help of the chief critics corrects errors in the conduct or the employee. Criticism is both a prerequisite to the employee realized his mistakes and avoid them in the future.

Criticism should be carried out according to certain rules, which should be guided by the chief. In industrial practice, these rules are routinely violated, as boss or does not know them, or ignore them; in this case the goal is not achieved pursued criticism.

Basic principles of criticism:

1. The criticism is allowed only in the head of the address directly subordinate employees, and face to face.

2. Critical conversation consists of several stages, are logically paired in sequence:

a) establish contact with the employee, which is a prerequisite for this conversation. Some bosses believe that the establishment of contact, you can abandon the principle of "time - money". Without establishing contact real conversation does not take place. According to R. Hen, the heavier the case, the more stable is to be "pin bridge";

b) assessment of the situation when listening to the employee. Before making a critical judgment, both meeting the sides have discussed calmly figure out the details of the situation. If the situation is not clear, it can not serve as a basis for evaluating the behavior of the employee.

As well as the control, criticism is an important mechanism in the relationship between boss and employee. Will it have a positive or negative impact on the joint work depends largely on the manner in which the chief uses this tool for managing.

Basic errors Chief permitted at criticism of its employees:

1) Head accompanies their criticism insulting evaluations and ironic remarks;

2) gives the most important principle, which consists in the fact that criticism can only be alone with subordinates;

3) criticizes the work of the employee in his absence to a third party that undermines confidence between the boss and the employee;

4) in his critique comes from prejudice and does not allow the employee to present its case;

5) strongly criticizes the employee without taking into account his many years of excellent work;

6) avoids openly call his employee error. He expressed his criticism only change their attitude or hints, forcing an employee at a loss to guess about the causes of such behavior the chief;

7) repeatedly returned to the subject of criticism, thereby responding to multiple convictions for the same offense.

Criticism, even justified, but expressed in an insulting manner, loses its effectiveness, because they do not orient personnel in error awareness and to correct them, but on the contrary, increases the misunderstandings between boss and employee.

Currently, there is a consensus to the effect that both the needs of the employee in the workplace, and social peace in general depend strongly on the greatest possible account of these needs in the organization of work and management of the enterprise.

Motivation, along with other elements should be considered as a control, but it can not impersonate a management company as a whole.

The company aimed at the result, often there are events that do not meet the needs of employees, but that is not so easy to change. These include, for example, compulsory measures regarding working time, restricted the powers, all sorts of disciplinary action, and so on. N. In such circumstances, the company's management is under pressure and forced to act without regard to employee motivation. The idea is to organize the management of the enterprise, so that, on the one hand, it was possible to act in accordance with business needs and objectives, and on the other hand, every employee got a chance in this order to realize their ideas and achieve satisfaction their needs. In other words, you need to use in practice this style of management, which would increase the level of motivation. In Germany and other Western countries to a large extent it confirmed the view that this requirement could not be better corresponds to the management of delegation of authority.

Exposure control mechanism with the delegation of authority to the level of motivation can be illustrated as follows:

• possible self-realization and full autonomy in a particular area;

• You can achieve success through their work;

• possible manifestation of creativity in terms of freedom of choice in deciding on the site;

• definition of responsibilities and competencies in the description of the workplace provides employees with the necessary terms of reference and frees him from the tyranny of the chief;

• with the ability to advise the Chief Officer is included in the decision-making process, thus implementing their knowledge and skills that support self-esteem in a person;

• unspoken gratitude to the management with the delegation of responsibility is seen as unpaid wages;

• information from the top, has special significance for the motivation of the employee is the responsibility of the chief;

• control should largely correspond to the needs of employees, because it is seen as a means to help employees avoid wrong actions and promptly correct the error;

• criticism should not offend the employee, and help to improve its operation;

• crucial discussion with the employee, which gives him the opportunity to take a critical stance in relation to the head, to express an opinion as to its plans and, consequently, to take part in the development of solutions. Thus, the employee realizes the possibility of self-affirmation and the disclosure of its potential.

In general, the management of delegation of authority gives the employee self-confidence, as well as the fact that it operates as an enterprise decision-making and advises the entrepreneur.

Thus, on the basis of the above it can be concluded that with the management responsibility delegation motivation lies in the system itself. It is not necessary to bring the outside. The chief, who complies with the rules of this system acts motivating. Motivation is included in the management.