教堂塔原理

教堂塔原理

楊惟雯

 

一、教堂塔原理

 

在中古時期的莊園社會,教堂是人們信仰、傳遞訊息、交流情感的重要場所,而教堂塔頂更是鳥瞰全市、保護莊園的制高點。

 

瑞典商業銀行是在瑞典最成功的銀行,經營成功的密訣,乃是採用一種充分授權、分散管理的經營方式,也就是總行把權力賦予全球各地的子公司經理人。

 

運用此教堂塔原理,分行經理可以爬到塔頂去觀察銀行所有的客戶,掌握客戶最充分的信息資源,他可以在第一時間聽到所有客戶資金往來的情形,該給公司多少的貸款額度,完全由分行經理決定、控制,分行經理擁有決定重大事情的權利,中間減少了透過總行報備、核准的時間成本,實際上,總部無法比分行經理更了解客戶的狀況。

 

二、奇美企業的釣魚管理

 

奇美企業算是充分授權給下屬執行的台灣企業之一,若比起其他每天忙得焦頭爛額的經營者,奇美實業的創辦人許文龍,在一個星期之中就有四天都是到台灣南端海岸或水庫釣魚,很少把大量時間花在處理公事上。

 

他處理營事業有如釣魚,只是緊抓著手裡的釣竿,任憑水裡的魚兒游動或是上鉤,許文龍緊抓重點經營原則,例如生產產品政策、投資擴廠的評估、重要的人事升遷,其他的全部充分授權給經理人。

 

三、充分授權的原則

 

充分授權的價值,在於鼓勵部屬發揮創意、充分自我表現,具體來說,可以分為幾個重點 :

 

  1. 評估風險,量力授權:

在授權之前,經營者應充分評估風險,先交付下屬一些風險小的權力,隨後依下屬的表現再逐漸加大風險和權力範圍,直到下屬真能獨當一面為止。

 

  1. 賦能授權、權責相符:

授權也絕非給下屬一根釣竿而已,還要教他如何釣魚方法,通過協同的指導與監督,才能使部屬在工作中成長,並從工作中的被認同而實現自我的價值。

再者,授權不單只是給予權力,也要給與同等的責任與任務,才可以評估下屬的績效狀況。有的公司給下屬的責大過於權,把下屬累得半死使工作難以拓展,權大過於責,更可能形成權利重疊,爭功諉過的情形,權責化分過與不及都不好。

 

  1. 用人不疑,授權不卸責:

有些經理人怕下屬做不好,凡事事必躬親,不斷地干預下屬的工作,非緊盯著下屬進度不可,如此下屬就容易養成依賴心理,下屬也不願承擔相對應的責任,導致工作效率下降。 因此,授權者應懂得放下,充分授權是為了企業未來競爭力,尤其當組織越龐大,授權(力臂加長)就越重要。

 

然而,在授權過程中,也不是讓員工無的放矢的盲目進行。

就管理的精義來看:事後控制不如事中控制,事中控制不如事前控制,可惜大多數的事業經營者均未能體會到這一點,等到錯誤的決策造成重大的損失才尋求彌補。

 

所以,授權者有責任建立及時資訊回饋系統,以有效的掌握被授權者工作的進度,以便及時採取相應的補救措施,予以應對,如此,才可預防被授權者失控。

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