Therefore, decentralization is very important in management. Bliss, a famous American management behaviorist, has a famous saying: A good manager always has a worried face on his assistant's face. Blissful means that a good manager knows how to empower subordinates and assistants, and will fully mobilize their subjective initiative to complete the task, instead of doing everything himself, which will make them very tired and worried. Bliss believes that authorization is a good prescription for managers. Managers must give others enough power when authorizing others to do things, otherwise they will get twice the result with half the effort and waste their efforts. Based on this understanding, he put forward the famous "authorization method" management theory. Bliss's "authorization rule" includes several principles. The first is the principle of similarity, which directly authorizes subordinates, not ultra vires; Power should be delegated to those closest to making and implementing target decisions, so that they can respond immediately when problems arise. The second is the principle of authorization, that is, the power granted to subordinates should be the most important power that subordinates need in the process of achieving their goals and can solve substantive problems. The third is to clarify responsibilities and authorization. Authorization should be based on responsibility, and at the same time, its responsibility should be clarified, so that subordinates can clearly define their scope of responsibility and authority. The fourth is the dynamic principle. According to subordinates' different environmental conditions, different target responsibilities and different time, different powers are granted. Bliss only talked about a few principles of authorization here, but it is impossible to do a good job of authorization according to his principles. There is a simple reason. If there is no trust authorization, no matter how good the method is, it will not achieve the management effect of authorization. The management concept of authorization has been recognized by most entrepreneurs, but not many entrepreneurs can make good use of authorization in actual management. Often some entrepreneurs are falsely authorized, and the scope of authorization is very small management affairs, which is almost impossible to authorize. Some entrepreneurs have granted authorization on the surface, but they have set up various obstacles behind them, making authorization only verbal. These situations occur because these entrepreneurs have not dealt with the key issues of authorization. The key issue of authorization is trust, which is the minimum basis of authorization. Without trust, authorization is impossible. If a manager doesn't trust the team and the employees in the team, it is difficult to delegate. Even if he knows, it's no use. On the one hand, he authorizes his subordinates, on the other hand, he is not at ease, fearing that he is incompetent and afraid of making mistakes. This distrust of authorization will make employees lose motivation and make their work less efficient. Now our society and enterprises are very short of trust between people, which brings many obstacles to authorization. To solve this problem, it needs a long-term process of building a culture of trust. The development of an enterprise must rely on the joint efforts of the team. The principle of management team is to authorize on the basis of trust, and only the entrustment of trust can produce the incentive effect of authorization. We must learn from successful foreign enterprises. Kōnosuke Matsushita, the Japanese "God of Management", is a manager who has mastered the art of authorized management. 1926, I want to open an office in Kanazawa, Japan. As a result, he called a young man aged 19 and told him, "We are going to set up an office in Kanazawa. I hope you can host it. You can go at once, find a suitable place, rent a house, and the funds are ready for you. You can carry it with you to carry out this work. " The young man was very surprised. He told Panasonic anxiously that he was too young to do the job, but Panasonic had a sense of trust in him and said to the young man, "You can do it. I will support you. " As a result, as soon as the young man arrived in Kanazawa, he immediately began to work and wrote to Panasonic to report his daily progress. In the second year, Panasonic had something to do with Kanazawa. Young people led all the staff to ask the chairman to inspect the work. As a result, in order to show his trust in them, Kōnosuke Matsushita patted the young man on the shoulder and said, "I believe you, just report to me face to face." The young man was very moved. Later, Kanazawa's office got better and better, which brought unexpected profits to Panasonic. Recalling this incident, Kōnosuke Matsushita said, "I have never failed to run an office in this way of trust authorization. Trusting people and inspiring people with power are very important conditions for cultivating excellent employees. " . Therefore, intelligent authorization should not only delegate power to employees, but also make employees feel valued and trusted. It is necessary to check and supervise the work of employees, but it is also not necessary to make employees feel that they are nominal and powerless. Only credible delegation is the basis of successful authorization. Jack Welch, the former CEO of General Motors, has a classic saying: "Managing less is managing well." If you want to manage less, you need reasonable authorization. If leaders want to manage enterprises well, it is very important to learn the management art of authorization, which requires constantly summing up wisdom from management classics and practices at home and abroad.