As a manager, is it so competent to often provoke the relationship between employees?

as a manager, is it so competent to often provoke the relationship between employees?

For example, if you are a manager, and only A and B under your command are not working hard, and you can't apply for new important personnel, in order to maintain your own interests, you can only sow discord between A and B, and the loser will leave the workplace, so you can recruit new blood to supplement your strength.

to sum up, it must be profit-driven, but there are some things you don't know. Everyone is selfish. From this point of view, there is nothing wrong with him. The workplace is so cruel that the fittest survive.

So, for the benefit, as long as it is not against the law and discipline, it is necessary to take appropriate measures to protect yourself. How do managers coordinate the relationship among themselves, members and customers?

1. Familiarization process

Before that, the personnel were usually applied for by you or assigned by your superiors, so you must have known which department he came from. When you meet for the first time, you need to get acquainted. This familiarization process is a process of getting to know each other. As a project manager, you should know everyone's temperament, specialty and working style, and pay attention to whether there are personality conflicts between them, so as to nip in the bud.

after the personnel are confirmed and familiar with it, as the project manager, you should tell everyone that you will work in this task force from now on. I hope everyone can work together and cooperate sincerely. Everyone should maintain a United mentality and let everyone understand that the success or failure of the project is related to everyone, and the responsibility is everyone's, so appropriate encouragement is still needed.

2. Discuss the project

After everyone is familiar with each other, it is necessary to discuss the contents of the project, including the background, objectives, difficulty, available resources, etc. Everyone is required to speak and analyze the project according to their different experiences and viewpoints, so that everyone can have a more comprehensive understanding of the project instead of going directly to the third step of work assignment. This is where the general project manager easily makes mistakes. He arranges work for the project members according to his own understanding of the project situation, and requires his understanding of the work to be the same as yours, but this is unrealistic, because the understanding of eye-catching information between the project team members and you is asymmetric, so only when the project team members understand the project more clearly, can they look at their work comprehensively and see the impact of their work on the upstream and downstream, can they better handle their work tasks.

3. The problem of work and responsibility allocation

After the basic situation and significance of the project are clear, it is necessary to decompose and allocate the project work allocation and the problem of responsibility allocation, which will be described in detail in future articles. This step should be allocated according to everyone's expertise and the situation of the project itself, and we should try our best to allocate it according to our abilities, and it is best for everyone not to have objections, and if there is any, we should say it in advance.

4. Determination of communication methods and conflict handling methods

Before the project is officially implemented, it is necessary to specify the communication methods and conflict handling methods, and if it is finalized, it will be the team's charter, and everyone should follow this.

because if the project cycle is long and the personnel are temporarily transferred, in this process, members may have conflicts due to unsmooth work, personality conflicts or other reasons, so it is necessary to stipulate some treatment methods in advance according to different problems and treat them separately.

discuss work issues openly, and don't express dissatisfaction in private. Even if you have dissatisfaction, don't suppress it, because although you are angry, others don't know why, and you can only sulk by yourself, this working state is very bad. As a project manager, you should grasp these mentality in time.

Personal issues can be handled in a relatively subtle way, such as e-mail. In the course of work, I ask everyone to write an e-mail when they feel very dissatisfied with someone, vent all their dissatisfaction, and then send it to themselves, and then read it the next day. If they don't think it is necessary to modify it, they will continue to send it to each other. As a result, not many people really send it to each other the next day. Therefore, angry decisions are generally wrong, and we should avoid making incorrect decisions when we are angry.

5. Problems of work inspection and assessment incentives

As a project manager, you should have the rights of personnel and bonus distribution. If not, you should not do it. Only with these two rights, you can confidently assess and motivate everyone.

First of all, let's take a look at the work inspection. After the task assignment, you, as the project manager, should be responsible for the work of the project. You should check and assess everyone's work, and inform everyone of the results in time. Maybe everyone does the project in different ways, but progress reports, problem summaries, meeting minutes, memos, demand changes, acceptance reports, etc. are still necessary. These documents need to be sorted out and checked in time, and the checkpoints should be detailed and not too rough. If you ask the members of the task force like this:' How is the work done', you are not a qualified project manager, because they can answer' Not bad'. What's the point of this air-to-air approach? Therefore, the inspection must be meticulous, and after the inspection is completed, the problems that arise should be dealt with in time, and the handling opinions should be fed back to the relevant parties.

Let's look at incentives. There are many ways to motivate. On the one hand, bonuses are also a way to inform individuals of timely results, and it is also a good way to inform the heads of corresponding departments of the assessment results. In addition, they can be encouraged in entertainment, and they can choose an activity they are best at and invite them to participate, which will help to improve their fatigue in the process of doing projects and give them incentives. Personally, I like billiards, so I often invite everyone to play together during the project process, and the cost is not necessarily paid by the project manager. If they can beat you, it will be a very happy thing for them.

6. How to evaluate the project after completion

Many project managers have failed to do this. After the project is completed, everyone has no time to say goodbye, let alone evaluate them, but this evaluation must be done, not only for them, but also for the company, but also for yourself. Through the assessment of their work, give a correct evaluation, send some suggestions about their work to themselves, send written evaluations to the heads of corresponding departments, and at the same time have a clear evaluation of the members of the task force, because maybe when they will work together. As a manager, how to reconcile the contradictions among employees?

1. Shaping the personality charm of managers (so that employees can admire them);

2: there are the above preparations; Training team spirit in various forms;

3: observe whether there is friction between your subordinates at work; Timely detection and timely treatment (different situations have different treatment methods; To deal with the accumulated experience at ordinary times; If you don't have experience, just accumulate it slowly.)

I hope the above can help you! As the main manager of a private enterprise, how should we balance the conflict of interests between the boss and the employees?

You should understand that the boss values the benefits, while the employees value the salary, and then the training and promotion opportunities. As a department head, it is really difficult to give consideration to the interests of the boss and brothers. My advice to you is: the treatment given to employees by the company must be legal and in line with the market around the company, so that the interests of employees are guaranteed, and it is also possible for the boss to understand the interests; Improve efficiency by improving management level instead of increasing efficiency by reducing staff or salary; When safeguarding the interests of brothers, we should take the company's system, regulations or laws and regulations as the basis, and argue that even if you leave, your subordinates will be willing to follow you; Many bosses attach great importance to being able to take the initiative to take responsibility when the boss punishes employees. What does it feel like to be a senior manager?

The quality of a manager includes the manager's thoughts, morality, temperament, personality, ability, knowledge, demeanor and so on. It is a comprehensive embodiment of managers' memory character and external ability. The basic qualities that an excellent manager should possess are as follows:

1. Quality: Be politically strong. There must be a high degree of professionalism and a high degree of lofty spirit of dedication to the cause. Defend one's own personality and national dignity, and do not intentionally destroy others. Do not intentionally stumble for peers or competitors. Work hard. Handle affairs fairly, have a decent style, do not seek personal gain, do not be selfish, and do not use the work to make small plans for individuals; Adhere to the principle of truthfulness and accuracy, and do not disseminate false, misleading and misleading information. Moral character should be noble. Managers should treat their own public regardless of their status and financial resources, insist on equal treatment, treat past and present customers fairly, and treat subordinates, colleagues and peers fairly; What you do should be in line with the interests of enterprises, the public and society.

2. Knowledge quality is too extensive, and it mainly consists of the following parts: (1) Related subject knowledge. Including political law enforcement, sociology, psychology, advertising, management, marketing, economics, interpersonal theory, mass communication, journalism, corporate culture and so on. (2) Basic theory and practical knowledge of management. Including management principles, corporate image design, market research and prediction, communication effect evaluation, crisis management, business negotiation, speech skills and conference organization, etc.

3. Ability and quality. Ability refers to the psychological factors that can positively influence people's behavior. Must have certain organizational ability, communication ability, expression ability, adaptability, innovation ability, analysis and judgment ability and employment ability, etc. (1), organizational ability. Refers to the ability to plan, direct, arrange and schedule. Including organizing individuals into groups that are good at fighting. (2) Social skills. Specifically, in social communication, we are good at treating people and things, understanding the wishes of others, knowing ourselves and ourselves, being objective, fair and decent. (3), decision-making ability. Refers to the direction, objectives, principles, procedures, ways, means and measures of future activities. We must be good at judgment, analysis and creation. (4), innovation ability. It means that managers observe and think about problems with extraordinary or unconventional vision and methods, put forward unique solutions and programs to solve problems, or recombine existing knowledge, technology and experience to obtain creative thinking results. (5), the ability of choose and employ persons. It is the ability of managers to organize manpower, financial resources and material resources according to decision-making and its implementation plan, coordinate their relations and achieve management goals. There are three main aspects: a, recruiting wise men. B, choose the best person. C. appoint people on their merits

. 4. Psychological quality. Mainly: A, a more perfect personality. The performance is as follows: A has keen and accurate observation; B have a correct understanding of yourself and your life. C has a strong tolerance; D respect others; E. don't be jealous of her success. Don't laugh at others' failures. B, be good at changing roles. C, tight outside and loose inside. D, with a sense of mission and compassion. A modern manager should be competent for the ever-changing external environment and the increasing business burden. Therefore, he must also have a strong body, abundant energy and courage to take risks.

How to communicate well with employees as a middle-level manager of a catering company

Middle-level managers are a connecting link between the preceding and the following, and it is also a difficult job to grasp the scale, because not only the emotional release, but also the emotional report, so there must be some management art. First of all, the emotional release should be understood and implemented by your subordinates as much as possible, and problems with your subordinates and work should be dealt with by yourself first. Try not to report everything (you can report the results). The above problems are based on effective communication. At least, you should let employees support your work, and the leaders trust your ability, care for your subordinates with heart, care for your subordinates with sincerity and loyalty. Four uses are the best ways to cultivate your communication skills. There are more managers than employees. Is this factory normal?

different industries have different management methods. The ratio of employees to management is also different. With the development of modernization, the quality of employees has been continuously improved, and many employees have entered the top management. What many industries lack is management. How to solve the relationship between managers and employees?

There are different ways to deal with employee relations between Chinese and foreign enterprises

Regarding the employee relations management mode of local enterprises, Lan Guoqing, deputy director of human resources of Asia International Hotel, believes that the employee relations management in HR management of local enterprises in China mainly includes four aspects: introducing talents, using talents, retaining talents and cultivating talents, and the communication methods between employees are mainly company regular meetings and meetings; Company publications and statements; On the surface, China enterprises also attach great importance to employees' communication, but the effect is often not great, mainly because their communication methods are mainly mixed, often based on personal feelings, and their goals are different. The communication between bosses and subordinates is mainly to make subordinates listen to me, while the communication between subordinates and the upper level is to keep their "rice bowls". Judging from the behavior, bosses and subordinates often hold the idea that you are my person and you should listen to me! I'll do what the boss wants me to do! They are maintaining the normal operation of the enterprise with personal feelings. The employee relations of enterprises are mainly manifested in the relationship between employment and being employed, and the relationship between management and being managed. They only care about the realization of the goals of enterprises and only emphasize the growth and development of enterprises.

In terms of enterprise system, Lan Guoqing believes that the establishment of local enterprise system in China is often in the early stage of enterprise development, and most of them are hastily drafted and implemented after problems appear. Therefore, there is a fault between its system and enterprise goals, and there will be a deviation between the system and enterprise values, which does not reflect the concept of humanization, and is out of touch with actual management needs. Often lack of overall thinking, lack of systematicness, lack of foresight, lack of internal contact between texts, unable to form consistent values and even conflicts, which is not conducive to employee relationship management. However, as an enterprise trade union, which should protect employees' interests and strengthen communication among employees, its role is more focused on safeguarding the interests of enterprises than employees, carrying out employees' recreational activities more than seeking benefits for employees, regulating labor disputes and participating in democratic management is not very effective, and it has little supervisory effect on enterprises' implementation of labor laws and regulations, and it has not been able to become employees' "parents". In this case, the employee relationship management of China enterprises will inevitably encounter ice.

For the employee relationship management of foreign-funded enterprises, Cen Dajin, the employee relationship manager of Avon (China) Co., Ltd., introduced four communication channels for foreign-funded enterprises to the participants. He believes that the communication channels of foreign-funded enterprises mainly include regular meetings between management and departments, employee mailboxes/hotlines, company publications and the company's internal network. The specific forms are mainly to emphasize two-way communication, and timely communication and feedback. The main content is to provide reference opinions for company policies, activities and personnel's entry and promotion. Complaints against employees