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Fundamentals of Project Management Worksmart by James P. Lewis_3

Tham khảo tài liệu 'fundamentals of project management worksmart by james p. lewis_3', kinh doanh - tiếp thị, quản trị kinh doanh phục vụ nhu cầu học tập, nghiên cứu và làm việc hiệu quả | 28 Fundamentals of Project Management I those individuals who take authority for granted usually get it officially. Of course I am not advocating that you violate any of the policies of the organization. That is not a proper use of authority. But when it comes to making decisions rather than checking with your boss to see if something is okay make the decision yourself take action that is appropriate and does not violate policy and then inform your boss what you have done. Many managers have told me that they wish their people would quit placing all decisions on their shoulders to make. And they wish their people would bring them solutions rather than problems. In other words your boss is looking for you to take some of the load and leave her free to do other things. A Moment of Truth Jan Carlzon was the youngest ever CEO of Scandinavian Airlines and he successfully turned around the ailing airline. He did so in part by empowering all employees to do their jobs without having to ask permission for every action they felt they should take to meet customer needs. He pointed out that every interaction between an employee and a customer was a moment of truth in which the customer would evaluate the airline s service. If that service was good then the customer would be likely to fly SAS again conversely if it wasn t good the customer would be less likely to do so. As Carlzon pointed out from the customer s point of view the SAS employee is the airline. Furthermore Carlzon revised the standard organization chart which is typically a triangle with the CEO at the apex and successive levels of managers cascading down below eventuating to the front-line employees at the very bottom. This implies that there is more and more authority as you go from the bottom toward the apex at the top and that the people at the lowest level have almost no authority at all. Carlzon simply inverted the triangle placing the apex at the bottom and the front-line employees at the top. In doing so