What does result orientation mean?

Question 1: What is the result-oriented execution? 1. Completing the task does not mean the result.

In our daily work, we only think about how to complete the task assigned by our superiors, without thinking about the final result, because many people understand that the company's business has nothing to do with themselves, as long as we finish our job. In fact, the result is often what the superior really wants, which is the key to the survival and development of the enterprise. Therefore, in the process of doing our work, we should not only know why it is, but also think from the perspective of the superior, and we need to understand what they really want and try to achieve it.

Here's a short story. A young monk is a bell ringer. After half a year, he feels extremely bored. "Being a monk will ring a bell every day.". As a result, one day the abbot announced that he would be transferred to the backyard to chop wood and carry water, because he could not serve as a bell-ringer. Not convinced, the young monk asked, "Isn't the clock I hit not on time and loud?" The old abbot patiently told him, "Although the bell you hit was very punctual and loud, it sounded vague, weak and unattractive. The bell is to wake up the addicted sentient beings, so the bell you hit should be not only loud, but also round, vigorous, deep and distant. "

why can't the young monk be competent for the job of ringing the bell? Because the young monk is doing a task here-banging the bell, he thinks this is what the abbot and all beings want. But what the abbot and all beings really want is not to hit the bell, but to awaken the obsessed all beings! It is a task to hit the bell, and it is the result to wake up the addicted beings. If you want to wake up all beings, you must first hit them with your heart!

The above story tells us that enterprises depend on results to survive. If each of us is satisfied with hard work and "I tried my best, but I can't help it if I can't do it, how can enterprises survive?"? What enterprises buy is the result, that is, the result of labor, not labor. Sleeping is not valuable, but sleeping is valuable! Without tires, the car can't be driven, and the car that can't be driven is not as good as walking legs.

second, actions create results? Results generate value

Action may not be successful, but inaction will never succeed! Many friends never lack ideas and strategic ideas, but why is it that he is not the one who finally implements his ideas and succeeds? A very important reason is that he thinks too much and does too little. Once he thinks too much, he can't act. I remember a president once said: "When an opportunity is placed in front of you, you feel that you are 5% sure to do it immediately, and you can get rich profits;" If you are 8% sure to do it, you may be flat or profitable. When you feel that you are 1% sure to do it again, it is mostly a loss. "

Therefore, we should not blindly pursue perfection. We should act first, and use actions to correct our results, so as to make him as perfect as possible. Don't hesitate, act immediately, speed wins! There will be gains from action, and there will be results from action, but quick action can better ensure that we get the desired results. "

Implementation means results, and a poor result is better than no result. .1 is always greater than

3. Never give up if you fail in execution

I remember that Teacher Chen Anzhi once said, "There is no failure, just temporarily stop success". A person saw that the butterfly was struggling to break free from the cocoon, but because the cocoon mouth was too small, it made great efforts or made little progress. The man thought it was stuck, so he opened his mouth a little with scissors. The butterfly quickly broke out of its cocoon, but its wings were dry and small, and its body was shriveled. In fact, when the butterfly breaks free from the cocoon, it will secrete liquid. If it doesn't secrete liquid, its wings will be full. If it doesn't, it won't fly. This kindness has actually helped, and the butterfly can no longer fly, but can only crawl trembling.

Therefore, sometimes short-lived failures are the result of natural laws. When failure is a part of the laws of nature, we eliminate failure, and we also eliminate success. Like a butterfly struggling in a cocoon, it is a failure on the surface, but has it really failed? There is no failure. In this process, it secretes liquid to make itself grow wings, and it will be truly successful.

therefore! Sometimes stopping to think doesn't mean you don't go forward, but to go further.

No one can beat you in this world except yourself! Everyone's mentality is very different when facing difficulties or obstacles. When difficulties are in front of us, losers regard it as an obstacle, and winners regard it as a stepping stone. If you step up one step, you will see a beautiful rainbow, and there will be beautiful scenery. Failure and success are just one step away, but the result is very different. Look for the goal, stick to it, and believe that no matter how big the difficulties, you can survive. You can succeed and fail, but you must never, never, never give up. ...> >

Question 2: What is the meaning of "result-oriented" written in the recruitment requirements? Gong means that job seekers have a responsible heart, do things not on a whim, and have a firm belief in the results and goals … This is a requirement of the recruitment unit for employees' recruitment motivation and self-recruitment concept.

Question 3: What is the meaning of "result-oriented"? Result-oriented thinking is a way of thinking, good at finding and analyzing problems, and has a strong sense of quality control. Strong sense of responsibility and professionalism < P > Question 4: What does it mean to be result-oriented but tend to be stable? It means that things have developed in a certain direction, but fortunately this development has gradually stabilized. Orientation: make things develop in a certain direction.

question 5: what does result orientation mean? RBM, Results－Based Management) is more focused on managing the quality of business results and output from the perspective of system than emphasizing functional management, process-oriented management and investment-oriented management, and puts the analysis focus and operational focus of business management on business results and management performance remarkably. In terms of management technology, business result-oriented management attaches great importance to the measurement of performance, with the principles of "pay salary according to performance", "implement management according to performance" and "allocate budget according to performance", using information management and planned learning, and flexibly designing various financial results indicators such as operating income, gross profit margin, sales cost, assets and liabilities to measure and control, so as to provide supervision, evaluation and reporting of business results. The problem of operating results-oriented management is that organizations spend a lot of time making various indicators, because traditional performance measurement indicators may not be able to measure all aspects of management performance, but not all performance can be quantified, and indicators may conflict with each other.

question 6: is it result-oriented or process-oriented? This question is not absolute, it is either or 1. Only by combining results with processes can we achieve sustainable development. If the boss only looks at the process and loses the goal, then he is not a good leader.

question 7: illustrate the result orientation with examples? Can't put the number

Question 8: What is the result-oriented execution? 1. Completing the task doesn't mean the result

In our daily work, we only think about how to complete the task, but don't think about the final result, because many people understand that the company's business has nothing to do with themselves, as long as we finish our job. In fact, the result is often what the superior really wants, which is the key to the survival and development of the enterprise. Therefore, in the process of doing our work, we should not only know why it is, but also think from the perspective of the superior, and we need to understand what they really want and try to achieve it.

Here's a short story. A young monk is a bell ringer. After half a year, he feels extremely bored. "Being a monk will ring a bell every day.". As a result, one day the abbot announced that he would be transferred to the backyard to chop wood and carry water, because he could not serve as a bell-ringer. Not convinced, the young monk asked, "Isn't the clock I hit not on time and loud?" The old abbot patiently told him, "Although the bell you hit was very punctual and loud, it sounded vague, weak and unattractive. The bell is to wake up the addicted sentient beings, so the bell you hit should be not only loud, but also round, vigorous, deep and distant. "

why can't the young monk be competent for the job of ringing the bell? Because the young monk is doing a task here-banging the bell, he thinks this is what the abbot and all beings want. But what the abbot and all beings really want is not to hit the bell, but to awaken the obsessed all beings! It is a task to hit the bell, and it is the result to wake up the addicted beings. If you want to wake up all beings, you must first hit them with your heart!

The above story tells us that enterprises depend on results to survive. If each of us is satisfied with hard work and "I tried my best, but I can't help it if I can't do it, how can enterprises survive?"? What enterprises buy is the result, that is, the result of labor, not labor. Sleeping is not valuable, but sleeping is valuable! Without tires, the car can't be driven, and the car that can't be driven is not as good as walking legs.

second, actions create results? Results generate value

Action may not be successful, but inaction will never succeed! Many friends never lack ideas and strategic ideas, but why is it that he is not the one who finally implements his ideas and succeeds? A very important reason is that he thinks too much and does too little. Once he thinks too much, he can't act. I remember a president once said: "When an opportunity is placed in front of you, you feel that you are 5% sure to do it immediately, and you can get rich profits;" If you are 8% sure to do it, you may be flat or profitable. When you feel that you are 1% sure to do it again, it is mostly a loss. "

Therefore, we should not blindly pursue perfection. We should act first, and use actions to correct our results, so as to make him as perfect as possible. Don't hesitate, act immediately, speed wins! There will be gains from action, and there will be results from action, but quick action can better ensure that we get the desired results. "

Implementation means results, and a poor result is better than no result. .1 is always greater than

3. Never give up if you fail in execution

I remember that Teacher Chen Anzhi once said, "There is no failure, just temporarily stop success". A person saw that the butterfly was struggling to break free from the cocoon, but because the cocoon mouth was too small, it made great efforts or made little progress. The man thought it was stuck, so he opened his mouth a little with scissors. The butterfly quickly broke out of its cocoon, but its wings were dry and small, and its body was shriveled. In fact, when the butterfly breaks free from the cocoon, it will secrete liquid. If it doesn't secrete liquid, its wings will be full. If it doesn't, it won't fly. This kindness has actually helped, and the butterfly can no longer fly, but can only crawl trembling.

Therefore, sometimes short-lived failures are the result of natural laws. When failure is a part of the laws of nature, we eliminate failure, and we also eliminate success. Like a butterfly struggling in a cocoon, it is a failure on the surface, but has it really failed? There is no failure. In this process, it secretes liquid to make itself grow wings, and it will be truly successful.

therefore! Sometimes stopping to think doesn't mean you don't go forward, but to go further.

No one can beat you in this world except yourself! Everyone's mentality is very different when facing difficulties or obstacles. When difficulties are in front of us, losers regard it as an obstacle, and winners regard it as a stepping stone. If you step up one step, you will see a beautiful rainbow, and there will be beautiful scenery. Failure and success are just one step away, but the result is very different. Look for the goal, stick to it, and believe that no matter how big the difficulties, you can survive. You can succeed and fail, but you must never, never, never give up. ...> >

question 9: what does "result-oriented" mean? Result-oriented thinking is a way of thinking, good at finding and analyzing problems, and has a strong sense of quality control. Strong sense of responsibility and professionalism < P > Question 1: What does result-oriented mean? RBM, Results－Based Management) is more focused on managing the quality of business results and output from the perspective of system than emphasizing functional management, process-oriented management and investment-oriented management, and puts the analysis focus and operational focus of business management on business results and management performance remarkably. In terms of management technology, business result-oriented management attaches great importance to the measurement of performance, with the principles of "pay salary according to performance", "implement management according to performance" and "allocate budget according to performance", using information management and planned learning, and flexibly designing various financial results indicators such as operating income, gross profit margin, sales cost, assets and liabilities to measure and control, so as to provide supervision, evaluation and reporting of business results. The problem of operating results-oriented management is that organizations spend a lot of time making various indicators, because traditional performance measurement indicators may not be able to measure all aspects of management performance, but not all performance can be quantified, and indicators may conflict with each other.