有領導風格的授權

你的領導風格是情境性的。你的領導風格取決於任務、團隊或個人的能力和知識、可用的時間和工具以及期望的結果。

作為首長、經理或團隊領導者，你每天都要作出决定，决定在每一個工作場合中採用什麼樣的領導風格。你希望促進員工的參與和員工賦權，使你的團隊成員能够盡最大努力工作。

這些成功授權的技巧將幫助向你您報告的人員在獲得最大授權時獲得成功。當他們成功了，你就成功了。永遠不要忘記職場成功的內在聯系。

領導風格提示

1. 無論何時可能，當委託工作時，給那個人一個完整的任務。（如果你不能給員工一個完整的任務，請確保他們理解你分配給他們的任務所包括的項目或任務的總體目的。）如果可能，將它們連接到管理或計畫工作組。工作人員在意識到大局時作出最有效的貢獻。
2. 當員工覺得自己屬於比自己更重要的事情時，他們就是更有效的執行者。通過給他們一個完整完整的畫面，你可以確保他們感覺自己是整個計畫的一部分。這使他們覺得在事情的安排中更重要。瞭解預期目標、期望和結果的人對自己的工作做出更好的决定，因為他們有自己作出决定的背景。
3. 確保員工完全理解你要他們做什麼。提出問題，觀察工作表現，或者讓員工給你迴響，以確保你的指導被理解。沒有人想做錯事，或者看著自己的努力和貢獻沒有產生影響。囙此，確保你和員工分享你委派的每一項任務的目標和期望結果的含義。
4. 如果你有一個成功的結果或產出會是什麼樣子的圖片，與員工分享你的圖片。你想糾正這個人。你不想愚弄你授權給他的人去完成一項任務，相信除非你那樣想，否則任何結果都會發生。你的員工寧願和你分享你要找的東西，也不願讓他們猜。
5. 確定項目的關鍵點，或者你想要對進度進行回饋的日期。這是關鍵路徑，提供你需要的回饋，而不會導致你微觀管理您的直接報告下屬或團隊。你需要確保所委託的任務或項目處於正軌。你還需要有機會影響項目的方向以及團隊或個人的決策。如果你從一開始就指定了這條關鍵路徑，你的員工就不太可能感到被微管理，或者你好像在監視他們的每一步。
6. 確定用於確定項目成功完成的度量或結果。這將使業績發展規劃更加可衡量，也更加不主觀。
7. 事先確定你將如何感謝和獎勵員工成功完成你委託的任務或項目。這種認知加强了員工的積極自我形象、成就感以及認為他是關鍵貢獻者的信念。

使用授權作為領導風格的注意事項

授權可被接受更多工作的員工視為傾銷。年輕的員工會抱怨說，雖然他對更負責任的工作和迎接新的挑戰非常感興趣，但他覺得他的經理大部分時間只是給他更多的工作去做。

因此，一些被授權的工作更具挑戰性；出席會議期間他幫助影響開發產品的方向是具有挑戰性的、令人興奮的和負責任的。

他相信他的經理不理解這種差異，所以他把大部分時間都花在了更多平凡、重複性的工作上。這種工作量使他工作時間長，週末也長，影響了他承擔更多責任的能力和家庭義務。

無可否認，任何工作都有它那份必須完成的日常任務。有些人不喜歡歸檔，有些人不喜歡給客戶開帳單。有些人也不喜歡洗碗或倒洗碗機。但是，經理必須謹慎地平衡更多的工作授權和要求更多的責任、權力和挑戰的工作授權。

成功的授權作為一種領導風格需要時間和精力，但是值得花時間和精力幫助員工參與和賦予員工權力作為一種領導風格獲得成功。花時間和精力幫助員工成功、發展和滿足你的期望是值得的。你培養了員工的自信，那些感覺成功的人通常都是成功的。

Leadership empowerment

Your leadership style is situational. Your leadership style depends on tasks, team or individual abilities and knowledge, available time and tools, and desired outcomes.

As a leader, manager or team leader, you make decisions every day about what leadership style to adopt in every workplace. You want to promote employee participation and empowerment so that your team members can work as hard as possible.

These successful empowerment techniques will help those who report to you to succeed in getting the most empowerment. When they succeed, you succeed. Never forget the intrinsic link between success in the workplace.

Leadership Style Tips

1. Whenever possible, when delegating work, give that person a complete task. (If you can't give employees a complete task, make sure they understand the overall purpose of the project or task that you assign them.) If possible, connect them to a management or planning working group. Staff make the most effective contribution when they are aware of the overall situation.
2. Employees are more effective implementers when they feel they belong to something more important than themselves. By giving them a complete picture, you can make sure they feel part of the whole project. This makes them feel more important in the arrangement of things. People who know the expected goals, expectations and outcomes make better decisions about their work because they have their own backgrounds for making decisions.
3. Make sure employees fully understand what you want them to do. Ask questions, observe performance, or ask employees to respond to you to ensure that your guidance is understood. No one wants to do something wrong, or watch their efforts and contributions have no impact. In this way, make sure that you and your employees share the meaning of the goals and expected outcomes of each task you delegate.
4. Share your pictures with employees if you have a successful outcome or output. You want to correct this person. You don't want to fool the person you delegate to accomplish a task, and believe that unless you think that way, anything will happen. Your employees would rather share what you're looking for than let them guess.
5. Identify the key points of the project, or the date on which you want to feedback on the progress. This is the critical path to providing the feedback you need without causing you to micromanage your direct reporting subordinates or teams. You need to make sure that the tasks or projects you delegate are on track. You also need opportunities to influence the direction of the project and the decisions of the team or individual. If you specify this critical path from the beginning, your employees are less likely to feel micromanaged, or you seem to be monitoring every step of their lives.
6. Determine the metrics or results used to determine the successful completion of a project. This will make performance development planning more measurable and less subjective.
7. Determine in advance how you will thank and reward employees for successfully completing the tasks or projects you have entrusted to them. This recognition strengthens employees'positive self-image, sense of achievement and belief that they are key contributors.

Empowerment as a Caution of Leadership Style

Empowerment can be regarded as dumping by employees who accept more work. Young employees complain that although he is very interested in more responsible work and meeting new challenges, he feels that his manager spends most of his time just giving him more work to do.

As a result, some of the mandated tasks are more challenging; it is challenging, exciting and responsible for him to help shape the direction of product development during the meeting.

員工參與

員工參與正在創造一種環境，在這種環境中，人們對影響其工作的決策和行動產生影響。

員工參與既不是目標，也不是工具，這在很多組織中都是實踐。相反，它是一種管理和領導哲學，是關於人們如何最有能力為持續改進和工作組織的持續成功作出貢獻。

對於那些希望創造一種賦權、持續改進的工作場所的組織，一個可靠的建議是盡可能讓人們參與工作決策和規劃的所有方面。這種參與新增了所有權和承諾，留住了你最好的員工，並培養了一個環境，人們選擇被激勵和貢獻。

如何讓員工參與決策和持續改進活動是參與的戰畧方面，可以包括建議系統、製造單元、工作小組、持續改進會議、改善（持續改進）事件、糾正措施過程以及定期與上級討論等方法。

大多數員工參與過程的本質是培訓團隊效力、溝通和解决問題；開發獎勵和認可系統；以及經常分享通過員工參與努力獲得的收益。

員工參與模式

對於那些希望應用模式的人和組織來說，以提供了連續不斷的領導和參與，包括對員工的作用越來越大，對首長在決策過程中的作用越來越小。連續統包括這種進展。

• 宣佈：首長作出决定，並通知員工。首長提供完整的指導。
• 推銷：首長作出决定，然後試圖通過“推銷”决定的積極方面來獲得員工的承諾。
• 諮詢：首長在保留自己作出最終決定的許可權的同時，邀請對决定進行回饋。
• 參與：首長邀請員工與首長一起作出决定。首長認為她的聲音在決策過程中是平等的。
• 委託：首長將决定移交給另一方。

實際授權階段的例子：

• 宣佈：當溝通有關安全問題，政府法規，既不要求也不要求員工輸入的决定時很有用。
• 推銷：當需要員工承諾時很有用，但是這個決定對員工的影響是不開放的。
• 咨詢：協商成功的關鍵是在討論的前端通知員工，他們需要他們的投入，但首長保留做出最終決定的權力。當提供投入的人不清楚這一點時，參與程度最容易引起員工的不滿。
• 參與：成功參與的關鍵是上司真正圍繞一項决定建立共識，並願意保持其影響力與提供投入的其他人的影響力相等。
• 委託：經理要求報告員工對具有指定迴響日期的任務或項目承擔全部責任，因為經理仍然對目標完成負有最終責任。

預期實踐結果與建議

希望對監督滿意度、工作滿意度和團結度產生積極影響並减少溝通焦慮的上司應該努力讓他的下屬認為他採用了以員工為中心（諮詢-參與）的領導風格。然而，管理者不能被員工視為放棄決策責任。

這有一個相對簡單的解釋。接近連續以員工為中心（參與）端的領導風格極大地新增了要求下屬參與決策和/或自己做出決策的程度。

當這種管道變得過分時，上司可能被視為放棄他的職責——自由放任的領導人——甚至拋弃下屬。下屬可能會覺得他們被賦予了比他們的職位所要求的更多的責任，因此，他們工作過度或報酬過低。

因此，儘管首長應試圖被看作採用以員工為中心的領導風格（諮詢、參與），他必須保持監督角色，避免被看作放棄責任。

Employee Engagement

Employee engagement is creating an environment in which people influence decisions and actions that affect their work.

Employee engagement is neither a goal nor a tool, which is engaged in many organizations. On the contrary, it is a philosophy of management and leadership about how people are best able to contribute to continuous improvement and the continued success of working organizations.

For organizations that want to create an empowered and continuously improved workplace, a reliable recommendation is to involve people in all aspects of work decision-making and planning as much as possible. This engagement adds ownership and commitment, retains your best employees, and fosters an environment where people choose to be motivated and contributed.

How to involve employees in decision-making and continuous improvement activities is the battlefield aspect of engagement, which can include suggestion system, manufacturing unit, working group, continuous improvement meeting, improvement (continuous improvement) events, corrective action process and regular discussions with superiors.

The essence of most employee engagement processes is to train team effectiveness, communicate and solve problems; develop incentives and recognition systems; and often share the benefits of employee engagement efforts.

Employee Engagement Model

For those who wish to apply the model, it provides continuous leadership and engagement, including greater and greater role for employees, and less and less role for leaders in decision-making process. The continuum includes this progress.

• Announcement: The head makes a decision and informs the staff. The head provides complete guidance.
• Sales: The leader makes a decision and then tries to gain employee commitment through the positive aspects of the "sales" decision.
• Consultation: While retaining the authority to make the final decision, the head invites feedback on the decision.
• Engagement: The Chief Executive invites employees to make decisions with the Chief Executive. The chief thought her voice was equal in the decision-making process.
• Entrustment: The head will hand over the decision to the other party.

Examples of the actual authorization phase:

• Announcement: It's useful when communicating decisions on safety issues, government regulations, which neither require nor require input from employees.
• Sales: It's useful when employee commitment is required, but the impact of this decision on employees is not open.
• Consultation: The key to successful negotiation is to inform employees at the front of the discussion that they need their input, but the head retains the power to make the final decision. When the input provider is not aware of this, the degree of engagement is most likely to cause employee dissatisfaction.
• Engagement: The key to successful engagement is that the supervisor really builds consensus around a decision and is willing to maintain its influence equal to that of others who provide input.
• Entrustment: The manager asks the Rapporteur to assume full responsibility for a task or project with a specified response date, because the manager is still ultimately responsible for achieving the goal.

Expected Practical Results and Suggestions

Bosses who want to have a positive impact on supervisory satisfaction, job satisfaction and solidarity and reduce communication anxiety should try to convince their subordinates that they adopt an employee-centered (consultation-engagement) leadership style. However, managers can not be regarded as giving up decision-making responsibility by employees.

There is a relatively simple explanation. Close to continuous employee-centered (participatory) leadership style greatly increases the degree to which subordinates are required to participate in decision-making and/or make their own decisions.

When such a pipeline becomes excessive, a superior may be seen as giving up his duties as a laissez-faire leader or even his subordinates. Subordinates may feel that they are given more responsibilities than their positions require, and therefore they are overworked or underpaid.

Therefore, although the head should try to be seen as employee-centered leadership style (consultation, engagement), he must maintain a supervisory role and avoid being seen as abandoning responsibility.

員工參與有助於做出有效變革

一位智者曾經說過，永遠不要指望任何沒有親自參與設計一個對其工作產生影響的改變的人會百分之百地支持他。那位智者人是對的。

一旦人們習慣了這種想法，並且有機會對變化的方向產生影響，他們就不會介意改變。甚至詢問員工的意見，然後選擇另一個方向，也比根本不讓員工對改變發表意見要好得多。

創造一種工作環境，讓員工感覺他們有能力發起變革，這也是積極的，也是對你的工作文化的一種讚揚。但是，更常見的是，員工發現自己陷入了別人正在發起的改變中。

在這些情况下，員工的想法正在改變。在影響他們的工作或工作流程的改變中沒有發言權，就是像對待孩子一樣對待你的成年員工。他們憎恨它，你創造了一些東西讓他們反抗——當你需要你的員工改變時，從來沒有好的情况。

在任何變化中，尤其是那些影響整個組織的變化中，不可能讓每個員工都參與到每個決策中。然而，多年來對我們的變化管理問題的答覆表明，當變化起作用時，組織已經不遺餘力地利用員工的參與。

員工參與，會是是悲傷、不快樂，和會扯後腿的，也會作出興奮投入的。這有巨大的差異。員他們被信任時，會給出他們的意見。當你需要改變你的工作環境時，你會想要有哪一種員工的參與？

員工參與，可以有效做出管理變革

當你讓員工參與到幫助做出改變的過程中，這些是你想要遵循的步驟。

• 製定一個計畫，讓盡可能多的人儘早地參與到變革過程中。無論誰將領導變革，你需要與你的變革團隊、你的高級經理製定這個計畫。這個高級或管理團隊在建立和發展對變化的支持方面起著關鍵作用。
• 使所有利益攸關者、過程所有者和員工盡可能地感受到變革的影響，參與到變革的學習、規劃、決策和實施中。通常，在變革管理中，一小群員工學習關於變革管理的重要資訊。
• 如果他們不能與其他員工分享資訊，剩下的員工將難以趕上學習曲線。這是變革管理的一個重要方面。你不能留下任何員工。
• 如果一個小組製定了變革管理計畫，那麼受決策影響的員工就不需要時間來分析、思考和調整新思想。如果在過程的任何階段，您將員工留在後面，那麼您就打開了變革管理過程的大門，以免產生誤解、抵制和傷害。
• 即使員工不能影響關於變化的總體決策，也要讓每個員工參與關於其工作單位和工作的有意義的決策。這樣做的一個有效方法是在部門層級進行。
• 在進行變革時，與你的團隊進行交談，然後分別與每個員工進行交談。你進行這些對話的目的是讓每個員工參與確定決策對其工作的影響。
• 在改變過程中建立量測系統，告訴人們他們何時成功或失敗。在任何情况下提供後果。積極應對變化的員工需要獎勵和認可。
• 在允許員工有一段時間來經歷可預測的變化階段之後，需要對未能採納這些變化產生負面影響。你不能允許那些反對者永遠走他們的消極道路；他們消耗你的時間、精力和注意力，並最終影響積極許多人的士氣。
• 關鍵是要知道，在變革管理過程中，什麼時候說够就夠了。大多數組織等待的時間都太長了，員工們有一個强有力的機會去破壞你所有的希望和夢想。

通過採取這些行動，讓員工有效地進行所需的變革，從而幫助員工感覺他們參與了一個比他們自己更大的變革管理過程。當量測變革的進度時，您會很高興您所做的。
Employee Engagement helps make effective changes

A wise man once said that you should never expect anyone who has not personally participated in designing a change that has an impact on his work to support him 100 percent. That wise man is right.

Once people get used to this idea and have the opportunity to influence the direction of change, they don't mind it. Even asking employees for their opinions and choosing another direction is much better than not letting them express their opinions on the changes at all.

Creating a working environment that allows employees to feel that they are capable of initiating change is also positive and a tribute to your work culture. More often, however, employees find themselves caught up in changes being initiated by others.

Under these circumstances, employees' minds are changing. Without a voice in the changes that affect their work or workflow, you treat your adult employees like children. They hate it, and you create something that they can resist - when you need your employees to change, there's never a good situation.

In any change, especially those that affect the whole organization, it is impossible to involve every employee in every decision. However, the answers to our change management questions over the years show that when change works, organizations have spared no effort to take advantage of employee engagement.

Employee engagement will be sad, unhappy, will pull back legs, will also make exciting input. There is a huge difference. When they are trusted, they give their opinions. When you need to change your work environment, what kind of employees do you want to have?

Employee engagement can effectively make management changes

When you involve employees in helping make changes, these are the steps you want to follow.

• Make a plan to involve as many people as possible in the process of change as early as possible. Whoever will lead the change, you need to work out this plan with your change team and your senior manager. This senior or management team plays a key role in building and developing support for change.
• Make all stakeholders, process owners and employees feel the impact of change as much as possible and participate in the learning, planning, decision-making and implementation of change. Usually, in change management, a small group of employees learn important information about change management.
• If they can't share information with other employees, the rest of them will have difficulty catching up with the learning curve. This is an important aspect of change management. You can't leave any employees.
• If a team formulates a change management plan, employees affected by decision-making do not need time to analyze, think and adjust new ideas. If you leave employees behind at any stage of the process, you open the door to the change management process to avoid misunderstanding, resistance and harm.
• Even if the employee cannot influence the overall decision-making regarding change, let each employee participate in meaningful decision-making regarding his or her work unit and work. An effective way to do this is at the departmental level.
• When making changes, talk to your team and then talk to each employee separately. The purpose of these dialogues is to involve each employee in determining the impact of decision-making on their work.
• Establish a measurement system in the process of change to tell people when they succeed or fail. Provide consequences in any case. Employees who actively respond to change need to be rewarded and recognized.
• After allowing employees to experience predictable change phases for a period of time, they need to have a negative impact on the failure to adopt these changes. You cannot allow those who oppose to follow their negative path forever; they consume your time, energy and attention, and ultimately affect the morale of many positive people.
• The key is to know when to say enough in the process of change management. Most organizations wait too long, and employees have a powerful opportunity to destroy all your hopes and dreams.

By taking these actions, employees can effectively make the changes they need to help them feel they are involved in a larger change management process than themselves. When measuring the progress of change, you will be happy with what you have done.

鼓勵員工參與，有助於員工成長

如果你要參與到幫助員工，請讓他們參與進來

如何招聘、保留、獎勵和激勵員工是你最感興趣的事情。做好這些工作是經理或人力資源專業人員最重要的戰畧角色。除了鼓勵員工參與和員工參與之外，你還能以其他什麼能力為組織的成功做出更大的貢獻？員工參與和員工參與關係到組織的成功。

我們建議人力資源專業人員對這些指控進行審查，這是因為他們的個人相關性和對其組織的專業支持。

本文突出顯示的工作場所表明了積極向上的人們選擇工作的環境。

員工參與工作生活在人們欣欣向榮的工作場所

善於做生意需要善於做人。從事這項工作的人應該設計如何完成這項工作。

在减少很多的管理團隊和工程師的幫助和諮詢下，工人們重新設計了他們的工作。它們從每個人處理部分工作過程的環境轉變為生產整個產品的完全交叉訓練的製造單元。

他們從一整天都站在集會的位置上，創造了一些允許自由和運動的工作。他們取消了以前“極其枯燥”的工作。與此同時，他們收到的資訊流量急劇增加，這使他們能够確切地瞭解他們的表現。

新的個人控制感，在工廠的每個角落孕育了一種創新文化……它揭示了人類互動的創造力。它表明，效率是內在的；人們天生具有生產力；當受到遠見的啟發，配備了正確的工具，並受到有關他們表現的資訊的指導時，人們將基於彼此的行動，產生比任何單個大腦所能設計的更有效的結果。

通過員工參與挖掘員工的潜力

如果你能在你的組織中創造這些，包含：願景、員工參與、控制、工作過程評測、簡單性、溝通、有趣和充滿活力的環境、優秀的工作工具和培訓以及承諾相關的重要且一致的主題，你將會留住你忠誠、積極向上的員工。

不僅要有遠見，而且要有利於社會的遠見的重要性。人們被一種感覺所激勵，仿佛他們是比自己更大的東西的一部分。日常管理就是跟踪資訊，而不是控制人。鼓勵在工作中玩耍的感覺，意識到這對企業有好處。

員工參與持續改進的團隊

當面對一個讓人們不去思考的工作場所時，可以製定了一套“簡單的規則”來打破這種心態。他們要求人們參加專門為提高特定表現數位而組成的團隊。小組被允許不超過30天組成小組，研究問題或機會，並實施解決辦法。

也許開始的時候有點笨拙，這些小組可以成功在組織內創造了一種新的文化。

如果你創造一個人們真正參與的環境，你就不需要控制。他們知道需要做什麼。

我們不是在尋找盲目的服從。我們正在尋找那些主動想做自己正在做的事情的人，因為他們認為這是一個有價值的目標。最好的領導者就是最好的僕人，從定義上講，你是不需要控制他的。

現代的企業，無論規模大小，都已經愈來愈像是個家庭企業。你必須讓員工關係、主管與員工的關係，就像一家人。有休戚與共、相濡相沫的親密關係。你必須尊重每一位成員有自由裁量權，他可以為自己與團隊做主，相信他有好的動機。

一個能夠相互信任，精誠合作的團隊，將建立起可以集體創新的文化。他們願意分享所發覺的問題，願意分享觀點與主張，以腦力激蕩來提出願景，找出策略，並且彼此激勵去達成目標。

Encouraging Employee Participation Helps Employee Growth

If you want to be involved in helping employees, let them be involved.

How to recruit, retain, reward and motivate employees is what you are most interested in. Doing these jobs well is the most important battle role for managers or human resources professionals. In addition to encouraging employee involvement and employee involvement, what other capabilities can you contribute more to the success of your organization? Employee participation and employee participation are related to the success of the organization.

We recommend that HR professionals review these allegations because of their personal relevance and professional support for their organizations.

The workplace highlighted in this article demonstrates the positive environment in which people choose to work.

Employee Participation in Work and Living in a Booming Workplace

Being good at business requires being good at people. People engaged in this work should design how to accomplish it.

With much less help and consultation from management teams and engineers, workers redesigned their work. They change from the environment in which each person handles part of the work process to a fully cross-trained manufacturing unit that produces the entire product.

They have been standing in assembly positions all day, creating jobs that allow freedom and movement. They cancelled their previous "extremely dull" jobs. At the same time, the flow of information they receive has increased dramatically, enabling them to accurately understand their performance.

A new sense of personal control breeds an innovative culture in every corner of the factory... It reveals the creativity of human interaction. It shows that efficiency is inherent; people are inherently productive; when inspired by vision, equipped with the right tools, and guided by information about their performance, people will base their actions on each other and produce more effective results than any single brain can design.

Tapping the potential of employees through employee participation

If you can create these in your organization, including vision, employee engagement, control, process assessment, simplicity, communication, interesting and dynamic environment, excellent work tools and training, and important and consistent themes related to commitment, you will retain your loyal, positive employees.

Not only should we have a vision, but also the importance of a vision that is conducive to society. People are inspired by a feeling that they are part of something larger than themselves. Daily management is tracking information, not controlling people. Encourage the feeling of playing at work and realize that it is good for the enterprise.

Employee involvement in continuous improvement teams

When faced with a workplace where people don't think, a set of "simple rules" can be formulated to break this mentality. They require people to participate in teams that specialize in improving specific performance digits. Groups are allowed to form groups for no more than 30 days to study problems or opportunities and implement solutions.

Maybe it was a bit clumsy at first, and these groups could succeed in creating a new culture within the organization.

If you create an environment where people really participate, you don't need control. They know what needs to be done.

We are not looking for blind obedience. We are looking for people who are willing to do what they are doing because they think it is a valuable goal. The best leader is the best servant. By definition, you don't need to control him.

Modern enterprises, regardless of size, have become more and more like family businesses. You have to make employee relationships, supervisor-employee relationships, like a family. There is a close relationship of solidarity and mutual affection. You have to respect every member's discretion. He can decide for himself and his team and believe that he has good motivation.

A team that can trust each other and cooperate sincerely will build a culture of collective innovation. They are willing to share the problems they find, to share ideas and opinions, to brainstorm their vision, to find strategies, and to motivate each other to achieve their goals.

如何授權人們在組織中做出決策？

員工參與正在創造一種環境，在這種環境中，人們對影響其工作的決策和行動產生影響。員工參與既不是目標，也不是工具，這在許多組織中都是實踐。

相反，它是一種管理和領導哲學，是關於人們如何最有能力為持續改進和工作組織的持續成功作出貢獻。

許多具有多年經驗的HR和管理專業人員的偏見是讓員工盡可能多地參與工作決策和規劃的所有方面。這種參與新增了所有權和承諾，留住了你最好的員工，並培養了一種環境，在這種環境中人們選擇被激勵和作出貢獻。

你不能把擁有目標、項目或團隊的員工與以甜言蜜語地獲得該職位的員工之間的區別看得同等重要。為了一個目標而被要求參加的員工不會像擁抱這份工作的員工那樣給他們的工作帶來同等程度的精力和熱情。

他們沒有為你想要為你的客戶和員工創建的最成功的組織帶來所需的自由支配的能量。

授權中的團隊建設

員工的參與和參與對於團隊建設也很重要。儘管需要所有受決策影響的員工充分參與決策，但不鼓勵協商一致的決策，這種決策是耗時的，並且可能產生滿足人們能够同意的最低共同標準的解決方案。

如何使員工參與決策和持續改進活動是參與的戰畧方面，可以包括諸如建議系統、製造單元、工作團隊、產品團隊、部門會議、持續改進會議、糾正行動過程以及與經理定期討論行動方針。

大多數員工參與過程的本質是培訓團隊效力、溝通和解决問題；開發獎勵和認可系統；以及經常分享通過員工參與努力獲得的收益。

How can people be empowered to make decisions in an organization?

Employee participation is creating an environment in which people influence decisions and actions that affect their work. Employee participation is neither a goal nor a tool, which is practiced in many organizations.

On the contrary, it is a philosophy of management and leadership about how people are best able to contribute to continuous improvement and the continued success of working organizations.

The prejudice of many HR and management professionals with years of experience is to involve employees as much as possible in all aspects of work decision-making and planning. This involvement adds ownership and commitment, retains your best employees, and fosters an environment in which people choose to be motivated and contribute.

You can't equate the difference between an employee who has a goal, a project or a team and an employee who sweetly gets the job. Employees who are asked to participate for a goal do not bring the same level of energy and enthusiasm to their work as those who embrace the job.

They don't have the discretionary energy you need to create the most successful organization for your customers and employees.

Team Building in Authorization

Employee participation and participation are also important for team building. Although all employees affected by decision-making are required to participate fully in decision-making, consensus decision-making is not encouraged. Such decision-making is time-consuming and may lead to solutions that meet the minimum common standards that people can agree on.

How to involve employees in decision-making and continuous improvement activities is the battle field of participation. It can include such aspects as recommendation system, manufacturing unit, work team, product team, Department meeting, continuous improvement meeting, corrective action process and regular discussion of action policy with managers.

The essence of most employee engagement processes is to train team effectiveness, communicate and solve problems; develop incentives and recognition systems; and often share the benefits of employee engagement efforts.