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How to make management handy?
effective management
Sixteen modules of effective management 1, excellent management team. 2. Scientific strategic decision. 3. Perfect enterprise system. 4. Reasonable salary system. 5. Effective incentive mechanism. 6. Effective communication mechanism. 7. Harmonious organizational atmosphere. 8. Detailed work plan. 9. A sound training system. 10, 5S management. 1 1, lean management 12, learning organization. 13, innovative organization. 14, risk management. 15, quality management. 16, safety management. Wait a minute.
Six principles of effective management. Results-oriented management focuses on pursuing or achieving results. A principle of inspection management is: whether the goal is achieved and whether the task is completed. Of course, this principle is not applicable in all cases, and managers should focus on what is effective. Second, grasp the general manager. They become managers because they look at the overall situation, focus on the whole, and take the overall development as their responsibility. Managers should understand their tasks, not starting from their posts, but focusing on how to use the knowledge, ability and experience derived from posts to serve the whole. Third, the key to grasping the key points is to grasp a few really important things. Many managers are keen to find the so-called "secret recipe", which is actually a risky behavior. If there is any secret recipe, it is that focusing on the main points should be the most important. Ability, skill, discipline and ability to focus on the main points are typical manifestations of high efficiency. 4. Taking advantage of advantages means taking advantage of existing advantages, not those that need to be re-established and developed. But in reality, many managers are always committed to the opposite aspect, that is, developing new advantages instead of giving full play to existing advantages. If so, even if the management method is skillful and scientific, the management mistakes caused will be irreparable. V. Mutual Trust How to create a harmonious and perfect working atmosphere within your own department or organization? Some managers follow textbooks in an orderly way, but the effect is not very good. In fact, as long as the manager can win the trust of the people around him, the working atmosphere of the department or organization he manages will be harmonious. 6. The key to positive thinking is to think in a correct or creative way. The principle of positive thinking enables managers to focus on opportunities. In fact, finding and seizing opportunities is more important than solving problems, but this does not mean that managers can ignore existing problems. Efficient managers can clearly see problems and difficulties, do not avoid them, but look for possible ways and opportunities first.
Effective management of five tasks: the first task: setting goals, setting reasonable goals is half the goal. The task as a manager is to find and set reasonable goals in the process of work. Middle managers should assign tasks to their departments and subordinates. The key to the goal is the content, not the form. The key to setting goals is to set personal goals. Set personal goals for a year, a quarter or even a month. Because only by decomposing the goal into individuals can there be a goal that is hoped to be achieved. How to set reasonable goals: The first principle is to set as few goals as possible. If there are too many goals, there is definitely no way to achieve them. It is important to set several goals and force you to determine that goal. The second principle is to set a challenging goal and pay attention to the reality of the goal. If you can't reach your goal by jumping, then most people's reaction is to "break the jar and break it"! As a boss, you should guide and manage the team by setting goals. The third principle is to quantify goals as much as possible. If a goal cannot be quantified, it is difficult for you to achieve it. The fourth principle is that goals should match measures and resources. The fifth principle is that the more difficult the situation is, the more short-term goals are needed. When you achieve your short-term goal ten times, twenty times and dozens of times, you will find that suddenly, your big goal has been achieved. Therefore, the more dangerous and difficult the situation, the more we need short-term, specific and small goals. The last principle is that the goal should be recorded in words, so that it is easy to check whether the goal has been achieved. The second task: organizing implementation. Organizational implementation is how to design your own organizational structure and process. In this process, managers need to answer the following three questions: first, how to design the organization to better meet the needs of customers. Second, how to design, so that employees can better complete the task. Third, how to design the organizational structure so that senior managers can complete their tasks. At different stages of organizational development, it is necessary to find an organizational structure suitable for enterprises to complete tasks. The big organizational structure has been completed, how can we make things specific to individuals? In fact, there is a very simple method called transformation matrix. One is to list the things to be done, the other is to design some posts with specific responsible persons, and the third is to find ways to match the things to be done with these posts. Through this transformation matrix, we can hand over the tasks to each post and individual. The third task: how to make a good decision, we need to pay attention to four points. First, we must find out the problem. Often the decisions made are invalid because the right questions are not found. Second, try not to make decisions under pressure. Decisions made under pressure are usually not good decisions. Third, you must know that there must be other choices besides knowing the choice. Making a decision is nothing more than finding the most favorable and least risky option among different options. If you try to find another option, you will usually find a better decision. Decision-making itself is important, but execution is more important than decision-making. Finally, in the process of decision-making, it is very important to understand different opinions. The premise of correct decision-making is that different opinions should be fully expressed. To make a correct decision, of course, we should pay attention to the decision-making procedure. To find the right problem, we must understand the preconditions for making decisions, know what options are available, know the risks and consequences after choosing, and make decisions according to the risks and consequences. After decision-making, implementation, and implementation, constant feedback. According to this feedback, adjust the decision. In fact, if you want to make the right decision, you need such a complete decision-making process. The fourth task: monitoring why many things can't be implemented is because there are not enough monitoring tools and monitoring means. How to effectively monitor: First, I don't want to monitor too much, that is to say, I only monitor the most important links. If you supervise and control too many things, you will eventually miss the things that should be supervised most. Second, from the perspective of supervision, it is necessary to conduct spot checks, not one by one. One-by-one inspection means spending a lot of time and distrust of employees. Spot checks can play a good supervisory role. Third, the purpose of supervision and control is to achieve goals, not to collect information. Fourth, the purpose of monitoring is to change the future and let the future develop according to our wishes, not to correct it afterwards. The purpose of monitoring is to prevent unexpected things from happening, that is, we should control the future, not correct it afterwards, which is actually the essence of monitoring. Managers should complete six steps to complete closed-loop control: the first step is to determine the control range; The second step is to determine the key elements to be controlled; Step 3, determine the control standard; Step four, collect data and information; The fifth step is to measure whether the effect has reached our standards; The sixth step is to correct. In this iterative process, the key areas are cost control, business process control and risk control. The fifth task: training talents is the most important asset of an enterprise. Managers just ask others to help you complete the task. Recruiting and cultivating talents is the most important task for top managers. We may face the choice of recruiting airborne troops from outside or training them internally. On the surface, the benefits of recruiting airborne troops are obvious, and everyone who finds them can use them. Self-cultivation seems to be a long and ineffective process. But from the perspective of the company's long-term development, the best way is to cultivate talents by yourself. Maybe at some time in some special positions, you can recruit one or two talents like airborne soldiers. However, we must not hope that these people can play a role immediately. Because it takes them about a year to get familiar with the company environment, he probably has some feelings and knows how to do it in the second year. It was not until the third year that his role could really be brought into play. And most of our entrepreneurs or managers can't wait for three years. It takes time to know that an outsider plays a role in the heart, and we will be more inclined to cultivate an inner person. It may take him two or three years from the beginning to do something on his own. But you can believe that the people you have trained in these two or three years are completely suitable for your company's environment. Therefore, the talents cultivated internally are better used than those cultivated externally. If you want the long-term development of an enterprise, you must try your best to cultivate internal talents. P&G's corporate principle is not to recruit managers from outside. Of course, this involves the problem that an insider is not qualified and must go to an outsider. In fact, a person's potential is great. Western proverbs say that when God gives a person a task, he usually gives him a talent.
How to be an excellent manager
First, excellent professional ability Grassroots managers are managers, and at the same time shoulder specific tasks and affairs. Therefore, individual excellent professional ability and various qualities are based on "convincing people" in the organization. At the same time, all kinds of business training of enterprises are generally carried out through grass-roots managers, so business ability plays an important role for grass-roots managers.
1, with corresponding majors, skills and theoretical knowledge.
2. Be familiar with the work content, procedures, methods and skills within your professional scope, and skillfully use professional tools.
3, proficient in business, with scientific decision-making, organization, coordination and communication skills.
Second, excellent moral quality.
1. Focus on the interests of the company and the collective, stick to the truth and seek truth from facts.
2. Be broad-minded.
3. Have a sense of fair use of rights.
4. Seek truth from facts.
5. Have rational feelings. Excellent moral character is a necessary condition for a good life path, and it is also the capital of class management. Good moral character is the sum of studious, kind and sincere, diligent and enterprising, broad-minded, decent style and consistent image.
3. Adaptable cultural quality The cultural education level of the whole people has been continuously improved, and the cultural level of employees is generally high. At the same time, new technologies and equipment are constantly emerging, and office means are increasingly modernized. To improve the quality of management culture, we must have strong observation ability, thinking ability, adaptability, analysis and judgment ability, decision-making and operation ability, planning and organization ability, coordination and control ability, summary and reporting ability and innovation ability. The improvement of these abilities needs rich cultural knowledge as the foundation.
1, with a certain knowledge of cultural and political theory.
2. Be proficient in your own professional knowledge.
3. Have a broad understanding of related disciplines.
Fourth, a strong sense of professionalism and responsibility, professionalism and responsibility, is the primary condition for doing all the work well, and is also an important ideological basis for being a qualified manager. With this, you will study hard, improve your skills in all aspects, be strict with yourself, set an example everywhere and do your duty. Thus, enterprising spirit plays an extremely important role in the quality of managers.
1, have the idea of loving the company, the team, the post and making contributions.
2. Have a sense of responsibility, take the company as your home and concentrate on your work.
3. Be serious and meticulous.
4. Have a hard-working spirit.
5. It has always been a fundamental problem in management to have a correct attitude and deep feelings for employees. Treat employees with a correct attitude, so as to be "foreman with emotion and convince people with reason". This is a basic problem of management in the new period. Attitudes and feelings towards employees are closely linked. Correct attitude is the premise and foundation of feelings, and deep feelings are the concrete embodiment of correct attitude. To do a good job of "discipline", we must have the following "hearts":
1. Respect: Managers must respect every employee in their organization. As the saying goes, "Don't do to others what you don't want others to do to you", and respect is the prerequisite for winning sincerity. Although the life background and family of each employee may be different in an organization, only by treating each employee with an equal heart can we seek a harmonious atmosphere and make employees sincerely willing to work with you, solve problems for you and seek development.
2. Care: Grass-roots managers are in direct contact with front-line employees, so their "bitterness and ambition" grass-roots managers know best. Caring can show a person's kindness.
3. Compassion: Since you care, you should sympathize with them when they have personal problems and learn to put yourself in their shoes. The so-called "don't do to others what you don't want others to do to you".
4. Appreciation: When you appreciate a person, you can inspire him. As a manager, we should treat employees with appreciation, constantly express appreciation at work, and encourage and motivate employees, especially when doing well. Managers can't acquiesce in employees' performance and blindly let employees guess their attitude. Whether it is acquiescence or speculation, it will lead to communication barriers and make employees lose confidence in managers. What you can do is to tell employees your common sense and your evaluation of them, so that employees can feel your sincerity from your expression and language and boost their morale.
5. Sharing: Sharing is the best learning attitude and the best management method. Managers should constantly share knowledge, experience, goals and everything worth sharing with employees in their work. Through sharing, managers can constantly convey ideas, express opinions and constantly form influence. With the influence and prestige, managers can learn more useful things from employees, and form the interaction between managers and employees, learn from each other and make progress together.
6. Empowerment: Empowerment is not only the responsibility of managers, but also the psychological condition for efficient management. Only when managers delegate the power that should be granted to employees will employees be willing to take responsibility for their work and have greater motivation to do a good job. Managers must pay more attention to authorization, do a good job of authorization, and let authorization become a magic weapon to liberate themselves and manage employees well. Empowerment is more manifested in their courage to "recommend talents" and tolerate subordinates to surpass them.
7. Heart of service: The so-called service means treating employees as their own customers. A manager is a supplier of services to employees. All you have to do is make full use of your authority and resources, provide convenience for employees at work, remove obstacles for them, devote yourself to the construction of barrier-free working environment, let employees experience the high efficiency of management and the high speed of doing things, and constantly inspire their morale.
6. Having a good self-image and establishing a good image is a comprehensive reflection and concrete embodiment of the quality of managers. Employees should not only listen to what they say, but also observe what they do when they are educated and managed by managers. To enhance the authority and persuasiveness of management, we must set an example, establish a good image, and adhere to the principle of "line with area".
1, conscientious, conscientious, conscientious, with a strong sense of responsibility and collective honor, always focusing on collective honor and interests, can make subordinates have a sense of respect and admiration, and stimulate their sense of collective honor and responsibility.
2, law-abiding, self-discipline image.
3. The image of taking the lead and bravely shouldering heavy burdens requires employees to do what they should do first. Dare to shout, dare to do, come with me and watch me shine.
4, fair and decent image, adhere to the principle, regardless of personal relations, equally.
Starting from the overall situation, maintaining the image of unity, establishing harmonious internal relations and enhancing internal unity are important functions of managers.
Seven, the ability to do their job management ability is the most important management quality, its content is very extensive, extremely rich. This is the need of the development of grass-roots management in the new period. Four abilities that managers must possess:
1, the ability to use management rules and regulations. Cadres should be managed according to the system, and employees should do it according to the system.
2. Ability to find and solve problems. We should be good at finding problems, be diligent in analyzing problems and solve them correctly. First of all, we should be good at observing the changes and looking for signs by implementing "five similarities" with employees. Find problems in time. Secondly, through careful thinking and analysis of the learned knowledge, find out the causes of the problems, and come up with measures and methods to solve the problems in time, so as to truly "know one thing from four aspects" and nip possible problems in the bud.
3. The ability to combine strict management with persuasion education, we should strive to improve the ability to combine strict management with persuasion education, and earnestly achieve: we can not only adhere to strict management and strict class guidance, but also adhere to persuasion education and rational class guidance, and be good at combining these two aspects organically.
8. Team-building ability: In addition to excellent business ability, grass-roots managers should also have team-building ability to reflect the charm and value of managers. A person's performance may be excellent, but he only pays attention to individual performance and ignores the team. He is a business elite at best. If the team plays a great role in efficiency, it is a manager's greatest happiness. How to build a team?
1, full of passion. Passion can infect everyone in the organization. Passion can stimulate the combat effectiveness of each member and make employees full of confidence and hope for the future. Imagine how a passionate person can form a passionate team.
2. Be good at motivation: When encountering problems at work, as a spiritual encourager, employees can get up and face the problems when they are tired. Only motivation can make people with insufficient ability and confidence grow up.
3. Good at combination; There must be people with various personality characteristics in the team, so we should find out their personal advantages and disadvantages, give full play to their personal advantages and combine them to make the team play its best role. Grass-roots managers should also learn layout-the combination of advantages and disadvantages, initiative and conformity ... and then arrange them in different positions in the team.
Nine. Grass-roots managers of leadership are "managers", but because of their role, they need to give more play to their leadership rather than the management ability given by the administration. The differences are as follows: first, managers are generally appointed, and their influence comes from the formal power given by their positions. Leaders can be appointed or produced from groups, and their influence mainly comes from non-post power.
Second, management can use authority to force people to engage in a certain job, while leaders rely on personal charm to influence others.
Third, managers rely on systems and management tools to achieve their goals; Leaders rely on long-term planning and incentives to achieve their goals.
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