How to manage a department with few people and many things to do?

How to manage a department with few people and many things to do?

How to manage a department with few people and many things to do? Teams, no matter how big or small, are all composed of people. Therefore, good management is very important. How a small company can manage a team well is something worth thinking about. The following is a method I carefully prepared for you on how to manage a department with few people and many tasks. It is for reference only. How to manage a department with few people and many tasks 1

1. With few people and a lot of work, how to improve the efficiency of operational work?

Answer: In fact, operations are not a carrot and a pit as many people say, especially for many first-line, fast-paced Internet companies. In the Internet environment in recent years, it is even less like this. . Operations have become more and more focused on efficiency, effectiveness, and multiple capabilities (professional capabilities and comprehensive capabilities). In the 15 years since I entered the Internet, I have rarely grown up in a quiet and comfortable environment. Over the years, I have become accustomed to it, which makes me feel uncomfortable when I have free time. Even after get off work and on weekends, I will try my best to find something to do for myself. I once worked in a company where I could watch a movie every day after get off work. I thought this was wrong. I'm a special case.

Let’s return to this question. From the actual operation situation, with fewer people and more work, how to improve work efficiency?

1. From the perspective of the coordination of the operation strategy and the operation team, the work is not flat, so each of the three of you is not responsible for one piece, so it is very likely that nothing can be done well.

Instead, the focus should be on the current business modules that can produce the most results. For example, communities are the easiest to produce results. In fact, community operations are far from as simple as everyone thinks ( Regarding this, you can listen to my class carefully), then the community may need to invest 2 people, and the remaining 2 can be taken care of by one person. Only in this way can we concentrate our firepower to achieve results. Otherwise, everything will be done in a mediocre way, and then the entire Departments might be laid off.

2. Operational individual combat capabilities.

Operations must always learn to develop their own potential. The method is very simple. When you take over a job, you must first be proficient and save efficiency. The work that can be completed in 6 hours can be completed in 2 hours. Finished, the four hours saved in this way can be used to do some new exploration and learn new skills. If you use this thinking to think about operations, then everything will be fine if you have nothing to do after get off work and complete the work assigned by the leader. This kind of thinking will not exist at all. If things go on like this, your individual combat ability will be very strong. When Maopu's PV exceeded 100 million, the entire community department only had 19 operators, while Tianya Community had 300 or 400 operators at that time. My joy in doing operations has later become that I can rely on the fewest people, even one person, to defeat a team alone. When I was in charge of the community at Ant Fortune from 2018 to 2019, my daily life increased by more than five times (more at the peak).

3. Use the external brain.

Public accounts and communities need to rely on external brains. For example, public accounts can use KOLs or develop content writers. Activities can allow your core users to express their creativity. This is especially true for communities. Without enough administrators and KOLs (experts or big Vs), the community cannot function at all. But how much can you do with the three of you working so hard?

2. There is no manager to teach, no experience, and the job is still there. Starting from scratch, how to do the initial work of operation?

Answer: It is normal to have no one to teach or guide you. Since I have been working for 15 years, my successive leaders have taught me negligible skills in terms of skills. Fortunately for me, they have given me a lot of opportunities for practice and trial and error, and they are tolerant of me and willing to Give me more space, so I'm always grateful to them. We also had any useful articles and courses that we could learn and refer to back then. These were only gradually increased after 2014. In the market, many operational leaders may be management leaders rather than skill-based leaders. They may not have done many business details themselves.

Therefore, if you can really meet a leader who can teach you skills and knowledge and is willing to give you enough room to display, it is your destiny. You should cherish this opportunity, learn from others, and occupy more of their time. The time is right, such as not letting him go during meals.

Let me elaborate on two questions: 1. Who should operators learn from in order to improve their skills the fastest?

The answer is: learn from your users, partners, competing products, and peers. The logic is very simple, you can learn from whoever knows this best, no matter who he is. I have always said that my best teachers over the years have been the users. Including some big V, administrators, experts, VIP users, institutions, etc. Through extensive contact with them, I learned about the industry as quickly as possible. The key point is that my plan will be very down-to-earth. When I contacted fund companies before, the most I contacted was 10 companies a week, with an average of 2-3 companies. I was not a B-side operator before, but within a few months, everyone in the fund company circle knew about my reputation. Because I can help them sell goods. Partners are your service and cooperation partners. You also need to have a lot of contact with them to understand their operating models, which can broaden your horizons and structure. Competing products and peers are even more important. Many businesses start with learning and researching competing products. Only by knowing your enemies and yourself can you win every battle. This problem can be solved by talking to more insiders and hanging out in more circles.

2. From what angle should we start the initial work of operations?

Many people in operations will have two extremes. One person will finish one project and then take another project, and so on. The other extreme is that every day's work is like three days a day, repeated every day, and there is no Something new. In the end, they will lose their passion, one will be tired, and the other will have no fighting spirit. In fact, operational work is divided into horizontal and vertical aspects, which can also be understood as the superstructure and economic foundation. The economic foundation is the key factor ignored by most operators. Any operation module, any job, needs to find work content that requires long-term operation. For example: If you are building a community, do you need to hoard a large number of user resources, but few people will persist in doing this? When you build a community, the operation of the administrator is a continuous task. KOLs also need to continue to accumulate, and the matrix structure of the community also needs to be sorted out regularly. What you do is social e-commerce, and your distribution is the breaking point. Even if you do SaaS, your business operation needs to establish a mechanism for continuous operation, rather than operating in such a stupid one-to-one manner. These horizontal tasks require continuous investment and accumulation. The greater the amount, the more complete the system, and the greater the power, but it is easy to be ignored. Why is it ignored? Because it is easier to produce results when doing projects. Then all your time is taken up by these vertical things. In fact, if you calm down and think about it, the breaking points of many jobs are often horizontal rather than vertical, right? Because the economic base determines the superstructure. How should this be done? In daily work, we must carve out time to do horizontal things. Many times I even spend 80% of my time doing this and 20% of my time doing activities, product requirements, etc. So when I do business, I usually start slowly, then become fast, and finally become invincible. Of course, time allocation depends on your specific business, and different businesses are different.

Based on your three tasks: Public account operation: 80% of your time is spent on improving content quality, including articles, public account activities, etc., and 20% of your time is spent on accumulation. High-quality KOL resources can also be combined with the community to connect with your community. Community operation: Spend 40% of your time to run your administrators and develop KOLs, spend 40% of your time to improve the activity and atmosphere of the community, and think about the development model of the community, such as community matrix, etc., and like social The work of attracting new members and monetizing the group only takes 20 hours in total.

3. In addition to doing the operation work, you also have to follow the product. What should I do if I am afraid that I don’t have any skills for my own operation and development prospects?

Answer: Operating docking products is originally one of the daily tasks of operations.

I also worked as a product director. Although it was not professional, it played a big role in my growth. I could see operations through a product perspective. When a product helps you realize a function, it does a lot more work than you did. The effect is obvious. This is also one of the reasons why the product was so popular back then, because it can produce results quickly. So don’t reject the matter of product docking. I know there will be many contradictions in the process and communication will be very difficult. This is something that operators must be brave enough to face and solve. This is a kind of growth and test. What is operational skill? First, you must be interested, and second, you must continue to invest in this module, continue to accumulate experience, and continue to come up with successful cases in many years of actual work. This is called longevity. This is the guy you eat with, because you are professional and others can't do it for you. So you have to think about which operational module you have to work hard on now and in the next few years, and do your best to do what others cannot. Therefore, the operation work has a long way to go. Find happiness, face it positively, and keep working hard to take off! How to manage a department with few people and many tasks 2

How to resolve this problem?

My suggestion is to merge the financial management, human resources management, administrative management and other functional departments into one, set up a comprehensive management department, and recruit all financial personnel for the comprehensive management department. This is typical large-scale thinking. The purpose of this is to open up the boundaries of authority and responsibility of small departments so that every job can be easily allocated within the department.

The reason why it is recommended that the General Management Department recruit all financial personnel is mainly because financial work is highly professional. In comparison, although administrative work and human resources work also have a certain degree of professionalism, they are not professional. Weaker. Needless to say, the human resources work and administrative work of small companies are not highly standardized. Real knowledge comes from practice, and financial personnel should be competent through simple learning. In this way, financial personnel can reasonably coordinate financial work, human resources work, and administrative work, so that all work divisions are even and full.

The benefits of large-scale management to the company are obvious. Streamlining departments can break down departmental walls, reduce internal friction, and improve work efficiency. In addition, consolidating multiple departments into one can streamline personnel and reduce costs.

Large department structure is also beneficial to employee growth. My opinion is that financial personnel in small companies do not need specialists, but generalists and all-rounders, and they need to have strong practical skills, communication skills, and organizational and coordination skills. To put it bluntly, one must be able to afford everything. This is a requirement for cadres!

When one day the small company becomes bigger and the organizational structure needs to be improved and expanded, the general management department’s generalists can be used as cadres. From this perspective, the general management department can be regarded as the cradle for small companies to cultivate reserve cadres. How to manage a department with few people and many things to do 3

What are the symptoms of disorganized personnel management?

1. The work schedule is not saturated and people do things that have nothing to do with work

The most common thing is that during normal working hours, subordinate employees do things such as browsing Taobao, browsing Weibo, posting on Moments, etc. Watching the news and other non-work related things.

The main reason is that the distribution of personnel work is unreasonable, some personnel are not saturated with work, and there is a lot of free time.

2. Not working well and having low work efficiency

Employees come to work every day in a state of dissociation and lack of energy in doing things. Lack of concentration at work leads to constant low-level mistakes.

The arranged work cannot be completed within the specified time, and there is always delay. Every time the work progress is checked, there is no progress, and constant promotion and supervision are required.

3. There is serious overlapping of work

In addition to their own duties, employees also carry out non-professional work at the same time. Work coordination and reporting always switch between multiple departments. .

Of course, employees are not willing to switch positions. In most cases, leaders make temporary assignments because of urgent matters.

4. Unclear responsibilities and mutual shirk

When encountering problems that require clear responsibilities, various departments push each other and everyone has their own Reason,

The boss and leaders are also very distressed. Who should be responsible for this matter? Whose responsibility is this problem?

5. When multiple people issue instructions, it is difficult for subordinates to execute them

The leaders of each department have different opinions on the same matter. R&D personnel do not agree to ship the product considering product risks, and sales are forced by customers. There was pressure to deliver goods, but in the end there was no unified opinion and the production department didn't know how to implement it.

The "scatter" of personnel management is manifested in "laziness" and "looseness", while the "chaos" of personnel management is manifested in "chaotic issuing of instructions", "overlapping work execution" and "unclear responsibilities".

What are the reasons for disorganized personnel management?

1. Lack of professional organizational planning

For enterprises, the organizational structure of the enterprise requires professional planning and approval.

Some enterprises follow the With the expansion of scale and the number of employees, the company's organizational structure has not been optimized or upgraded. Basically, the hiring department submits a recruitment application, and the recruitment process is started after internal approval.

Have you not considered whether this person should be recruited? Is there a staffing budget? Which position are you recruiting for? What are the recruitment requirements?

After new recruits are recruited, their job titles are temporarily determined, and their job responsibilities are not clear, which will naturally lead to confusion in subsequent personnel management.

2. Personnel responsibilities are not clear

The company lacks a "job description", or the content of the job description is incomplete and the description is unclear.

This leads to unclear job responsibilities, unclear job requirements, and lack of job requirements and promotion routes.

The specific work content of personnel is unclear after joining the company, resulting in overlapping tasks and unsaturated work.

3. Insufficient work execution

The previous section mainly introduces the problems existing in job planning and personnel responsibilities description, and what other reasons may lead to personnel failure. What about management chaos? One of them is that the work is not done properly.

Although there are clear instructions and regulations, in actual work, personnel do not obey arrangements, do not follow instructions, and go their own way, which will naturally lead to chaotic personnel management.

4. Leaders overstep their authority to command

Another reason for chaos is that the sources of instructions issued by the front end are not uniform. Employees receive new instructions during the execution process, and two instructions may exist. Conflicts lead to confusion among employees.

A common reason is that the superior leader gives you instructions beyond your direct leader, and the superior leader is not very clear about the specific situation of the project, which can easily lead to command errors.

5. Lack of performance appraisal system

An important measure to improve employee work enthusiasm and improve employee execution is performance appraisal.

The company lacks a complete performance appraisal system, and work initiative depends entirely on employee consciousness. This kind of management method is difficult to achieve scientific management.

The reason for the disorganized personnel management is to first confirm whether the company's personnel position planning and job descriptions are clear, and then evaluate the scientific rationality of the personnel work supervision and evaluation system.