The boss in the assignment of power, to consider three kinds of power, that is, the right to suggest, the right to make decisions and the right to veto. Generally speaking there are many principles of power assignment, but nothing more than to consider the adequacy of information, is not responsible for the enterprise and other elements.
The power of suggestion should be given to the person who knows the most about what is going on, that is, the front-line staff. Frontline staff know best what the customer needs and they know how to get the company to match the customer's needs. The company has to come up with a rule that manager-level people are not allowed to write project reports, which can only be done by grassroots staff. With such a system, the right to make suggestions is given to the grassroots. Innovation mostly comes from the grassroots, not the boss. The boss should encourage the grassroots staff to give as many suggestions as possible and bring ideas together through management channels. The boss should never suppress suggestions from the grassroots, only to benefit from it, basically no loss, at least to know what the grassroots are thinking and doing, which is also a way for the boss to select reserve cadres. And if the manager to report, things are often not very good accuracy, the manager will also take into account a lot of the boss's ideas, and stifle some of their own innovation. For the grass-roots employees, you can directly give the company's advice, whether it is accepted or not, the boss always know their names, but also to maintain the enthusiasm of the work.
The manager, as the superior of the employee, understands that the information may not be as direct as the grassroots employee, but the amount of information is more and more comprehensive. He as a manager is also more professional than the staff, the manager has to stand on professionalism to see the problem, if the grass-roots proposal report is not appropriate, not feasible, he has the right to ask the grass-roots staff to start again, until in the professionalism has achieved his recognition. The professional manager is a person who relies on his profession to make a living. Basically, he does not need to evaluate the good or bad of the staff's suggestions, but only professionally checks the staff's suggestions and then signs the "agreement". If the manager also want to negate the employee's suggestion, then the manager has to guess the boss's idea, make their own judgment, this judgment may be biased, thus curbing the innovation of the staff. The boss, at the top, knows less about what is going on at the grassroots level, and the employees, at the bottom, know less about what the boss is doing, which can lead to misunderstandings. The manager's gatekeeping on professionalism also serves the purpose of allowing the employee to realize on their own that there is something wrong with the suggestion, and thus go back and reflect on it on their own, go back and revise it, until they finally deny themselves, to the benefit of both the manager and the employee.
The last power is the power of veto. This power must go to the boss. In other words, the boss can only say "agree", or "disagree", and no longer have other evaluation of the report, and no longer have professional guidance. This veto power of the boss can make the professional managers do a more professional job and can restrain them. The fewer times the professional manager is vetoed by the boss, the more he is trusted by the boss, and the authorization of the boss's veto power is created. This creates a three-tiered power system that minimizes risk. Vetoing a report is quick, and this also strengthens the speed at which the boss can process the report. If the company is large and things are cumbersome, the boss can authorize a body, such as a board of managers, to accomplish the veto implementation. This means that the veto power is inherently the boss's, and the manager has to be authorized by the boss to have the veto power to make decisions instead of the boss.
On the whole, the power of suggestion is given to the grassroots to give play to the spirit of innovation and customer service, the power of decision-making is given to the professional managers to give play to the professionalism of the managers, and the boss retains the power of veto and always makes the final decision. Such a distribution of power is to stand in the boss and grass-roots employees, information flow perspective to design, suitable for small and medium-sized high-tech enterprises, if the enterprise has other purposes, these power arrangements will be different.