Đang tải... (xem toàn văn)
Successful maintenance in the business context is increasingly filled with constant demands and the uncertainties to be a difficult task. Organizations can only overcome this task if there is full cooperation and enthusiasm of staff Typically, when we refer to the success of an organization, people think of leaders. But really, the leader who decides vision, orientation, implementation of such vision and orientation depends on a great effort of the staff One of the major skills of leader is empowerment. The empowerment is the transfer of powers and creation of independence so that staff may focus on working, and they understand their contributions and promote their capacity itself The empowerment is also a change in management perception: workflow management is based on the final results, and does not depend on working hours as before. It is realized that the Empowerment is an extremely effective instrument for human development and organization, I have learned and studied to better understand such empowerment so that my work is better and my life is also comfortable.
Development of leadership skills TRAINING PROGRAM GLOBAL ADVANCED MASTER OF BUSINESS ADMINISTRATION FINAL EXAM DEVELOPMENT OF LEADERSHIP SKILLS Lecturer: Professor Soren Kirchner PhD Leaner: Class : GaMBA4.C165 HCM City – May/2012 Development of leadership skills TOPIC: Individual assignment (Assay) Choose one of the following issues Theories of leadership Analyze and compare between “leadership” and “management” Styles of leadership Qualities and skills of a leader Authorization and empowerment Methods of leadership skill development To build an essay It is better to choose a real problem to analyze the current state of your organization SOLUTION TABLE OF CONTENT I INTRODUCTION II ANALYSIS What are the authorization and empowerment? Benefits of the empowerment Barriers of the empowerment Principles of the empowerment Methods of the empowerment Factors of successful empowerment Some examples of effective empowerment III CONCLUSION Summary Recommendation IV.REFERENCE: Development of leadership skills I INTRODUCTION: Successful maintenance in the business context is increasingly filled with constant demands and the uncertainties to be a difficult task Organizations can only overcome this task if there is full cooperation and enthusiasm of staff Typically, when we refer to the success of an organization, people think of leaders But really, the leader who decides vision, orientation, implementation of such vision and orientation depends on a great effort of the staff One of the major skills of leader is empowerment The empowerment is the transfer of powers and creation of independence so that staff may focus on working, and they understand their contributions and promote their capacity itself The empowerment is also a change in management perception: workflow management is based on the final results, and does not depend on working hours as before It is realized that the Empowerment is an extremely effective instrument for human development and organization, I have learned and studied to better understand such empowerment so that my work is better and my life is also comfortable II ANALYSIS What are the authorization and empowerment? a The concept of the empowerment, authorization In modern management system, the empowerment is an important content There are several concepts of the empowerment as follows: - The empowerment means the transfer of powers to employees to encourage them to participate more in decisions and activities that directly affect their work When empowered, they will have the opportunity to promote their initiatives, new ideas, apply them at work efficiently and actively (1) - The empowerment is to transfer the relevant units to decide accordingly, increase the autonomy of the units in the overall management strategy Thus, you can enhance the sense of responsibility, inspire the creativity of subordinates, then the your superiors can focus on studying the macro issues for the stable development of the organization (2) Development of leadership skills - The authorization is the transfer of certain powers to subordinates to implement, the subordinates will be allowed to handle problems, make decisions within their authority in charge, the manager and subordinate will be responsible respectively In other words, the manager assigns to subordinates to complete the work which he does not perform directly, while the subordinates can fulfill (3) The benefits of the empowerment: - The leader can assign the technical, professional and detailed works to others, and then he will concentrate on more important things - The empowerment helps subordinates control the corresponding works, consistent with talent training of managers n the company - The empowerment helps the leader detect capability and potential of subordinates - The empowerment will enhance the capacity of subordinates, they will be fun to work - The empowerment drives the work to proceed smoothly, because every job should be arranged and planned to work more flexibly The barriers of the empowerment Although the empowerment has many benefits and inevitability, but also faces difficulties from the leader and subordinates a The leader often commits some major errors below: - The leader believes that he is very brilliant, but his subordinates are incompetent or in qualified to work, so he does not want to empower to them - The leader believes if the empowerment is used too much, it will affect his position in the organization and enterprise - Great ambition of power, the leader thinks that the power will be greater, he may be more capable than others, and he feels to be enhanced when people have to ask his opinions - Urgent or important, even confidential affairs shall be directed by the leader - The leader does not know how to empower, the working method is rigid, lack of flexibility, he does not want to empower or not know how to delegate b In terms of subordinates: Development of leadership skills Sometimes the superior wants to empower, but the subordinate may returns to the superior, this cause the "anti-separation of powers" The cause of this condition may be: - The subordinate does not want to be risky, or burden to take responsibility - The subordinate does not want to be criticized, or receive the empowerment of the superior - The subordinate is lack of confidence, does not dare to get the empowerment of the superior - The subordinate does not have enough references and sources of capital to be raised - The subordinate is allowed to return the responsibility - The leader can not refuse the request of the subordinate, and receives the power from his subordinates The principles of the empowerment: a) Estimation of capacity: depending on each job to choose people, capabilities to empower The workload should not exceed limits of subordinates to accept and nature of the work must not be too difficult, so they must avoid to work beyond their capacity b) Respect: The empowerment of subordinates should not be chores, unimportant affairs, the subordinates will think that their superiors not appreciate them c) Similarity: it is required for the leader to assign the appropriate authority for closest officers at work, because they understand the situation, professional skills, able to perform effectively the authority as delegated d) Clear definition of responsibility: It is an extremely important principle The manager must define clearly who is, and what their responsibilities, objectives and powers are, they should be informed what they will assign on natural resources, human resources, financial and material resources to help them handle problems at work e) Responsibility: it is required to empower without doubt The French President Giac Si-rac said: "My solution is to authorize and trust, because, if you use the human resources appropriately, among their decisions, up to 95% that you will also so if you stay in their position." Development of leadership skills f) Relationships: it is required to pay attention the following relationships: the first one is a direct relationship between superiors and subordinates; the second one is the consulting relationship horizontally to empower any specialist to advise any issue; the third one is to empower to the secretary without any conflict of the direct relationship; the fourth one is pay attention to the coordinative relationship with the equal levels g) Action: Under the premise of relative stability, the empowerment may be changed by actual requirements h) Encouragement: Along with the empowerment, the manager should encourage, and stimulate his subordinates, and also show their weaknesses to be improved to develop actively promote their properties i) Classification: To facilitate the empowerment, and improve the work performance, it is required for use to rely on order, type, softness, hardness of any work, to establish the structure, and empowerment by classification j) Moderation: the empowerment must be moderate, the leaders will be too busy if he rarely empowers to his subordinates, positiveness of the subordinates will be impaired; the work will be confused if the leader often empowers to his subordinates, thoughts of the subordinates may be chaotic, even not be controlled The empowerment must be sufficient so that the subordinates can fulfill absolutely, the empowerment must not be unscrupulous The methods of the empowerment: - The empowerment is to ask the subordinates to any task and make plans for action, and create the necessary conditions, if the subordinates are flexible and good at capacity, then this method may be used - The empowerment is not fully a method so that the subordinates may understand the preliminary situation, provide options to the superior for consideration and approval - The empowerment is flexible in the different operational periods, using different forms of empowerment - The empowerment is bound after the job is assigned to two or more groups, the groups are obliged to monitor each other to limit errors The factors of successful empowerment: 6.1 Select any person to empower: Development of leadership skills Orders of the leader must be followed, and executed seriously This is the first principle which the subordinates should comply with Some subordinates’ attitude is not progressive if their opinions are not accepted, such subordinates should not be empowered So who should be empowered? - Empower to any person who knows their rights The subordinates must know their powers, what they must not decide If any problem happens beyond the scope of their powers, then it is urgent to take opinions of the superior If any individual negotiates arbitrarily with the superior, it means to disable the direct leader, this is taboo - Empower to any person who takes responsibility: Some subordinates always provide many reasons to remove if they cause any mistake It is not necessary to empower to such individuals - Empower to any person who knows to control: The subordinate should not rely on their leader, this will increase the burden of such leader, and such individual are also very difficult to grow It is required to delegate to them if necessary at work In situations are not beyond the power, he must rely on his judgment to handle the job This is a good officer who is desired by the leader - Empower to any person who takes directly responsibility if the superior is not present: Some employees always forget their duties when their superior is absent In fact, the staff should take responsibility alternatively if his superior is not present Then it is required to report the occurrence and the processing to the superior after she comes back Or the employee shall record and report to the superior clearly - Empower to any person who may answer any question of his superior whenever: Many officers often ask their subordinates to respond to their superior, such officers can not manage employees and jobs, and it is difficult for them to become assistant of the leader 6.2 Empowerment replies on the competence of the subordinates: The modern manager must know to distinguish the capacity and qualities of his staff In the world, the leader may not know how to manage, and talents are Development of leadership skills always used; the human talent is important, but it is more increasingly important to use So how to implement the management methods to put any talent in any respective positions? First of all, if employees want to adapt in the certain limit; they should actively act, develop, practice themselves at work, accumulate experience In addition, the positions can also be changed with the actual situation, different times; different positions, and the capacity requirements are also different 6.3 Public empowerment The public empowerment will make the employees in other departments who will be empower by the leader to avoid conflicts at work later, and incompliance with orders The public empowerment proves that the leader is respected understand his responsibilities, then he will be more positive at work, they work more efficiently 6.4 Empowerment must be firmly grounded The empowerment must be grounded, it is better to prepare any decision in writing Such method has the following advantages: firstly, if any person does not obey, such documents can be used to prove; secondly; identify the scope of empowerment, prevent abuse of the subordinates or the subordinates "resist the empowerment"; thirdly, the leader should not handle any work which is assigned to others 6.5 Do not take back the power if the subordinate cause any mistake If any task is empowered today, then it will be changed tomorrow, some disadvantages can occur: firstly, if you so, it means that you have empower improperly; secondly, after recovery of the power, it is difficult for you to handle any work, it is easy to rise to unwanted side effects; Thirdly, the subordinates are easy to feel that they will not be reliable or trusted, even deceived Thus, they may be doubtful, resentful their superior naturally 6.6 Accidental or intentional recovery of the power This situation is rarely occurred The empowerment is not essentially limited to empower to others, psychologically, any reference also proves that you have announced to recover your power as assigned 6.7 The empowerment also exists the "forbidden zone" Development of leadership skills The empowerment also exists the forbidden zones, the empowerment will be used effectively when it is delegated properly Typically, the "forbidden zones" is entitled to approve plans for permanent development; and arrange the important affairs; technical renovation and technical improvement orientation; determine the legal legislations, organizational structure; decide the direction; monitor the status of important activities; rewards, punishments in the relatively sensitive cases; policies in issues relating to all aspects of operation The said powers shall be held by the leader, if such powers are assigned to the subordinate, the superior is easy to turn into "a puppet" and he is "nominal" only 6.8 Promotion of strong points of the assignee Each person should work in areas where they are skilled, master the skills in such fields, the leader should pay attention to this issue We often see: the director of a computer software company is a software specialist; the director of an advertising company is a leading figure in the field of advertising design, the director of a music company can be a talented musician Thus, it is important for the leader to pay attention to strong points to use the human resources 6.9 Avoidance of identical assignment Large companies have a very wide range of business, the departments are divided carefully, clear When the general manager discovers that two departments are making a plan for consumption, he should adjust quickly to avoid wasting human and material and financial resources Otherwise, the conflict between two department will happen So the job of coordinator is very important Development of leadership skills 6.10 The leader shall be an example Behavior, speech of the leader are the meaningful standards for their employees, the leader should understand: if he can not make it, he should not ask others to "Three meters of the ice shall be frozen in many days", the leader desires that his employees work well in the permanent period, because their habits and working styles shall be formed gradually If the leader is regularly late for work, lack of concentration, he can not require is employees to work on time, submit reports promptly Thus, leadership by example will be an important method to succeed 6.11 The leader should state his opinions to his employees The leader needs to promptly inform the objectives and strategies to all relevant employees so that they always remember, at the same time, they are reminded to try, it is important to help them understand their jobs, correct their mistakes But some leader may this well Conversely, if the employees not understand the objectives, work without specific purposes, then good results will not be achieved If we consider strictly, then the leaders must also bear responsibility for his ineffective leadership 6.12 Avoidance of improper empowerment: - The empowerment is considered as a "shield" to deny responsibility: we have to know if "the employee causes any damage, then the fault is borne by the leader”, many leader wrongly perceive that works have been transferred to any assignee, then they can keep in their mind, this is so risky - Arbitrary empowerment: the leader think that it is not necessary to rely on the nature of the objective tasks at work, carefully check the actual capacity, knowledge of assignees, or selection of assignees is derived from the parties within the organization - Ambiguous empowerment: when the subordinate is empowered, the leader does not make clear that what should be assigned to his subordinate This makes the subordinates to guess the real intentions of the leader, then the work shall mot e fulfilled effectively - Excessive empowerment: empowerment of the middle class to the subordinate shall make the middle leader is inactive at work, destroy his sense of 10 Development of leadership skills responsibility, then his role will be “removed” If this situation occurs, the leader must adjust the structure and appoint, resign such employee to solve this problem Thus, empowerment can only be lower, not higher 6.13Control of the empowerment: - When the subordinates are empowered to work any task, the leader should rely the requirements of such task to assign in order to specify the respective responsibilities and benefits - It is required to assign the "content of task", not interfere with the specific way When the subordinates are empowered, it is necessary to focus on its content It is not required to state how to fulfill such task so that the subordinates can actively promote this - Establishment of credibility If the subordinates not want to receive the work as assignee, they may not believe in their leader Thus, the leader must eliminate the doubt, fear of his subordinates, the subordinates’ achievements shall be praised properly It is required to take are the growth of the subordinates, this is the duty of the leader - Appropriate inspection The inspection may be applied to direct, motivate and control Level of such inspection shall be determined by both sides One aspect is the complexity of the tasks as assigned by the superior Another one is the capacity of the subordinates The leader may adopt performance evaluation of his subordinates, require them to report their progress, at the key moment, it is necessary to discuss with them and find out how to control - The subordinated not want to the "tasteless" tasks, the leader should state clearly the nature of the work, assign any hard work fairly so that they understand that the work is not a game - Strong reduction of reverse empowerment Any task should have done by the subordinates, but it is assigned to the leader to fulfill It is called as the reserve empowerment because the subordinates not want to be risky, they fear to be criticized, lack of confidence or the leader does "not refuse" himself The best way to solve the reverse empowerment, it is necessary for the leader to discuss with his subordinates carefully If required, the leader should help his subordinates find out measures to settle 6.14 Empowerment to newcomers: 11 Development of leadership skills Newcomers have just entered the organization, companies should not emphasize strongly on their lack of experience, but boldly to assign the relatively difficult task so that they are facilitated to show their capacity At work, it shall be quite natural to incur some problems, the leader should not blame them or hurt their positivity and confidence at work, then they may be disappointed and tired, this is not good for you and even themselves 6.15 Assignment of hard works to experienced individuals: The experienced employees will be interested in any task which they can complete easily or they have done many times You should assign works harder than their capacity, the best way is to assign the work, should not specify in details Thus, they can feel the pressure of work and need to brainstorm, study to find out how to complete the assigned works, if they succeed, they will increasingly feel happy and satisfied with their good results 6.16 Encouragement of the employees’ spirit: How much works employees normally every day repeatedly, but the leader still have to let them know what they mean, should always stimulate their spirits Some examples of effective empowerment: Example 1: Ca-let-xon is confident to empower: Nordic airline company has achieved the great success in improving the whole system, because the chairman knew how to empower appropriately Firstly, the chairman Ca-let-xon wanted the company to become the punctual airline company where in Europe; he went around to search, finally he found out who he needed He asked him: "We need how to to become the most punctual airline company in Europe? Could you help us achieve this goal " A few weeks later, he came to meet Ca-let-xon and replied: "Do it, but it takes six months and costs about1.6 million USD." "Very well, you say," Ca-let-xon was so glad because he planned to spend times of such amount of money That person was surprised by the fervor of Ca-let-xon, and then replied, "Please wait for me at moment, I've taken people to report to you on how to right now." 12 Development of leadership skills About four and a half months later, he invited Ca-let-xon to see the results These figures demonstrated that Nordic Airline Company was the most unpunctual airline in Europe, but that was not the only cause, especially, they saved 500 thousand dollars of 1.6 million dollars as spent After that, Ca-let-xon said: "If I gave you million USD at that time and said you how to ", then you can guess how the results will be Example 2: The methods of empowerment by Jack Welch When Jack Welch took over at General Electric (GE) in 1981 and became the youngest CEO in the history of the group, he pledged to turn GE into the powerful company in the world Welch was a strategic planner, business lecturer, the symbol of the company, a administration theorist If the leadership was an art, then Welch was surely a master artist By his unique style of leadership, in 20 years of “governance”, he achieved the unprecedented achievements in the history of GE In his opinion, he was a leader, not a manager The talented leader must be "visionary" and able to lead his employees to achieve such vision with intensive passion at work To so, the leader should not manage his employees too tightly, but turn them into real owners of the company by creating conditions for them to participate in solving problems Any employee may also reflect their ability of leadership as long as they have creative ideas and can inspire and enthusiasm to others The leader should reduce his control so that his employee may control themselves Trust in the capacity of staff, assign task to them and provide the necessary conditions to the job Then, their results would be better III CONCLUSION The leader always does anything, he hope that everything will be successful thanks to his efforts, and will be recognized by his superior, peers, subordinates Any leader wants that everything should be flexible, but the reality is not always as desired Firstly, the strength of the leader does not allow to so because time, energy and ability of each person are limited, although they work at full capacity, but in large and small matters of each department, there are those aspect which the leader can not hold Moreover, if the leader works hard, then he will be soon exhausted and not able to work 13 Development of leadership skills Secondly, the hand can not cover the whole sky; there are many people in the company, if the leader does everything, what will other employee do? Moreover, many people will be dissatisfied with the method of such leader, they will feel that they are useless, tasteless They will disappointed with their leader, they state that their leader is a dictator, he would rather die and not empower to others; they will be absent from work someday if their capacity is not shown In addition, some employees realize that their leader always pays attention to all things, then they will be lazy, dependent, work inactively More seriously, they will lose the ability to think flexibly, or not know how to solve any problem The departments are inactive and not, prevent their development If the leader wants to reduce the pressure of work, but still cover all aspects, then take time to investigate, find out the characteristics of each employee and rely on their capacity to empower appropriately, develop their enthusiasm and capacity To this, the leader can exploit the full potential of subordinates, assign tasks appropriately to each person Thus, they will be satisfied at work, no one may complaint, the departments will try to work, are the methods to save his mind and power ? It is required to regulate the scientific, economic, social factors today, any outstanding manager is also hard to understand all A talented leader is not necessary to be present in every task Empowerment to subordinates is art "body separation" of the leader If the leader wants to succeed in his career, he can not be busy all day with his job, then he can be stuck Everything is suspended, and could affect his subordinates adversely He should to avoid small things, focus his energy to resolve and consider the major tasks to become a good leader 14 Development of leadership skills IV REFERENCE Potential capacity, 14 major factors should be understood by manager; writer: Phuong Luoc; Labor Social Publisher 2004 Four methods of leadership, Vol Le thu – tri thu; writer: Hoa Nhan; People’s Military Publisher; 2008 Methods of using human resources, 100 classic references; writer Minh Chau; Thanh Hoa Publisher 2004 Methods of authorization and empowerment; writer Jane Smith; HCM General Statistical Publisher 2008 Textbook of Leadership Development Skills – Training Program in Global Advanced Master of Business Administration – Griggs University 2009 Websites: vietnamworks; NOTES: (1) Methods of authorization and empowerment; writer Jane Smith; HCM General Statistical Publisher 2008; Page (2) Four methods of leadership, Vol Le thu – tri thu; writer: Hoa Nhan; People’s Military Publisher; 2008, page 760 (3) Potential capacity, 14 major factors should be understood by managers; writer: Phuong Luoc; Labor - Social Publisher 2004; page 231 15