职能授权:企业管理分权的工具

Mohammad Lutfar Rahman, Harwindar Singh, Khairir Khalil
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引用次数: 0

摘要

职能权威是一个管理术语,强调个人、团队对个人、部门、部门运用权威的必要性,以便他们遵循严格的原则、程序,在计划内开展工作,旨在根据组织的标准原则取得最佳结果。通过职能权威,一个组织的使命、愿景、目标、政策、方针、程序、原则、文化得到突出。职能权力是由权力机构赋予这些人的权力,其效果是他们将控制特定的过程、实践、政策或其他事项,以按照公司决策者的决定执行管理职能。职能授权在不同类型的战略决策中有所不同。首先,有关资本投资的决策比有关劳动力的决策更集中,因为每个决策涉及更多的财政资源和更大的外部性。第二,关于资本设备投资的决策,投资金额越大,权力下放的可能性就越小。对于涉及工厂劳动力的决策,如果决策影响到公司的其他单位,则决策权更有可能保持集中;如果决策对工厂经理的活动影响更大,则决策权更有可能保持分散。在劳动关系方面,为了执行谈判后达成的协议,权力下放是必要的,并适用于同一所有制下的所有单位。另一方面,在劳资关系仅处于议价水平的情况下,集中化是必要的。这一概念表现为将权力从中心转移到下级,对于在公共行政中对中心组织以外的领域进行更有效和富有成效的管理以及在民主概念方面加强这些领域都很重要。由于全世界对诸如确保服务需要得到遵守等问题的兴趣日益增加,由最接近公众的单位作出决定的重要性以及减少官僚化使得地方区域必须执行分散的制度。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Functional Authority: A Tool of Decentralizing Corporate Management
Functional authority is a management term that underscores the need to apply authority by an individual, team to play over an individual, department, division in order for them to follow strict principles, procedures to carry out their work within schedule aiming to make the best outcome according to the standard principle of the organization. Through the functional authority an organization’s mission, vision, objectives, policy, guideline, procedure, principle, cultures are highlighted. Functional authority is bestowed to those persons by the authority to the effect that they will control specific processes, practices, policies, or other matters to carry out managerial functions as per the decision of the company’s policymakers. Delegation of functional authority varies at different types of strategic decisions. First, decisions concerning capital investments are kept more centralized than those concerning the workforce due to the greater number of financial resources and the greater externalities involved in each individual decision. Second, as to decisions concerning investments in capital equipment, the larger the amount of the investments the less likely decentralization. As to decisions concerning a plant’s labor force, decision authority is more likely to be kept centralized if decisions affect other units of the firm and decentralized if they have a larger impact on the plant manager’s activity. In labor relations matter, decentralization is necessary for the implementation of agreements reached after negotiation and are applicable to all units under their one ownership. On the other hand, centralization is necessary in case labor relations are at the bargaining level only. The concept, expressed as the transfer of authority from the center to subordinate ends, is important both for more effective and productive management of the areas outside the center organization in public administration and for strengthening these areas in terms of democracy conception. Because of the increasing interest all over the world in issues such as ensuring service need compliance, the importance of decisions made by the closest unit to the public and the reduction of bureaucratization have made implementation of decentralized systems a necessity in the local regions.
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