As an excellent photo studio manager (not a boss), what conditions do you need to meet, what do you need to know, and what knowledge do you need to master?

Being an excellent photo studio manager: 15 rules for improving efficiency

Rule 1: Make a time management plan - 1. Plan a monthly, weekly, and daily schedule. Everything on the plan will save at least 3 hours in actual operation, and the effect will be better; 2. Set a completion deadline or follow-up date for each activity; 3. Develop contingency measures to help cope with unexpected situations.

Rule 2: Develop a fast sense of rhythm, which not only improves efficiency and saves time, but also gives people a good impression of style.

Rule 3: Learn to delegate.

Rule 4: Effective meeting skills.

Rule 5: Develop a neat and organized habit - 1. According to statistics, the average company employee spends 61. According to statistics, the average company employee wastes 6 weeks a year looking for clutter. on top of things; keep the desktop clean and tidy, put only the documents and items that will be used that day on the desktop, store all other documents and items in fixed locations, and take them out when needed; 3. Establish a good document and file system to facilitate archiving and review.

Rule 6: Concentrate, start and end - 1. Don’t let sudden thoughts and ideas affect the work at hand. Write it down and think about it again when it’s convenient; 2. Do your best. Complete one task before starting another, and avoid starting without beginning; 3. For important projects that take a long time, a large and complete time should be allocated to avoid intermittent working methods, because stopping is time-consuming, and it is still difficult to work again when working again. It takes time to adjust your emotions, thoughts, and state before you can pick up where you left off.

Rule 7: Simplify the work process -

1. Eliminate unnecessary tasks or steps

; 2. Merge certain tasks or steps;

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3. Perform two or more tasks or steps simultaneously; 4. Further subdivide the tasks or steps

; 5. Rearrange the work process and use more effective working methods.

Rule 8: Do it well once, do it well every time - 1. All documents and information will be processed only once. You can take one of the following actions: filing, executing, circulating, discarding; 2. Remember not to process after reading, leaving it to be read and processed next time; ensure the quality of the work and avoid waste caused by rework.

Rule 9: Overcome procrastination and do it now - 1. "People do not miss the train because they don't run fast, but they miss it because they start late."; 2. Do what you should do. Undone tasks constantly give people a sense of oppression, and procrastinators often feel pressured by time, which makes them exhausted and wastes precious time; 3. Skills in overcoming procrastination, setting completion dates, and making specific plans; 4. Arrange follow-up and set up rewards.

Rule 10: Finish everything on the same day—make a daily work schedule, and keep goals and results fresh every day.

Rule 11: Make good use of scattered time - 1. A drop of water makes a river. People who use "minutes" to calculate time have 59 times more time than people who use "hours" to calculate time; 2. Scattered time can be used to engage in scattered work. For example, while riding in the car or waiting for someone, you can study, think, read, update your work schedule, briefly plan the next action, etc.; 3. There is no time that cannot be used, only if you do not use it. time.

Rule 12: Use time-saving tools - 1. Email, phone, fax, voice system, computer, etc.; 2. When using the phone, you should get straight to the point, keep the story short, and list it before calling. Key points of your speech to avoid missing them; 3. When you need to convey information to more than one person, you should use email to avoid duplication and wasting time; 4. Improve your skills in using daily computer software.

Rule 13: Efficient reading method - 1. Read purposefully; combine quick skimming with key details; 2. Summarize the key points, mark in the book or mark in the book or take notes; 3. , avoid reading verbatim; 4. Simplify office circulation materials

Rule 14: High-quality and efficient sleep - 1. Cultivate the ability to fall asleep anytime, anywhere; 2. Pay attention to sleep quality, not just time. Long and short; 3. Use instant sleep during the day to maintain strong energy; 4. Psychological training, self-suggestion and physical and mental relaxation.

Rule 15: Lifelong learning - Improving your skills through learning is a shortcut to improving efficiency. 1. Self-study for a long time and regularly participate in various seminars; 2. Collect professional-related information from various aspects and update your own knowledge structure; 3. Develop the habit of lifelong learning.

Time management is a habit and a state of mind. All successful managers have four common characteristics

That is, 1. Clear goals;

2. Positive attitude;

3. Self-motivation;

4. Good time management. Good time management means doing the right things and doing things right. Leaders and managers of small and medium-sized enterprises must manage time well by sticking to your set goals and never giving up.

In the photo studio, all work can be divided into two categories:

The first category is work to complete specific tasks, such as: makeup artist makeup, photographer shooting, post-production art production wait. This type of work belongs to specific businesses or operations and is non-management work.

Another type of job is characterized by directing others to complete specific tasks, such as: supervisors of various departments, store managers, and photo studio managers. Although they sometimes complete certain specific tasks, they spend more time making plans, designing organizational structures, arranging human, material and financial resources, guiding and coordinating and inspecting others to complete certain specific tasks. We call these tasks management sex work. People who engage in managerial work are managers. , the manager of the photo studio is the commander and organizer who organizes and utilizes various resources of the photo studio to achieve the business goals of the photo studio.

1. Management of photo studio managers

1. Senior managers - general manager

Senior managers are the helmsmen of photo studio enterprises. They should Have a broad vision and be able to systematically grasp the current global social, political and economic situation; be insightful and be able to understand various influencing factors inside and outside the enterprise; have an overall strategic vision and be able to be creative in the strategic goals and policies of the enterprise planning, decision-making and planning.

2. Middle managers - store managers, human resources managers, marketing managers, etc.

Middle managers refer to the managers of functional departments at all levels of the photo studio enterprise. They Responsible for the specific planning, organizational leadership and control of various functional tasks in the daily business activities of the photo studio, they are the backbone of the photo studio.

3. Grassroots management personnel - photography department supervisor, makeup department supervisor, makeup department supervisor, etc.

Grassroots management personnel refer to business activities such as service, production, and sales in the studio Direct management personnel who perform front-line management functions, including foremen, supervisors, etc. who play the role of supervision and guidance in the production and service front lines. They are closest to front-line operating employees, and their management level directly affects the enthusiasm of corporate employees and their loyalty to the company.

2. The skill set of photo studio managers

If a manager wants to put planning, organization, leadership, control and other functions into practice, he must compete in an ever-changing market environment. To carry out effective management and achieve the business goals of the photo studio, you must master the necessary management skills. Professor Katg of Harvard Business School believes that managers at different levels have different skill requirements. He has studied the best skill combinations for managers at all levels, as shown in Table 1-1. Among them, professional skills refer to the understanding and mastery of specific knowledge, procedures and tools for producing products and providing services; humanistic skills refer to the skills to establish harmonious interpersonal relationships in the studio organization and work effectively as a member of the group; conceptual skills It refers to the ability to grasp the business objectives of the photo studio as a whole and gain insight into the relationship between the enterprise and the environment. That is, the ability to analyze and sort out complex things, and to analyze laws and logical principles. For senior managers of photo studios, conceptual skills are the most important, accounting for 42% of their capabilities. 7%; for middle-level managers, humanistic skills are the most important, accounting for 42.4% of their ability composition; for lower-level managers, professional skills are the most important, accounting for 50.3% of their ability composition. This level of characteristics must be paid attention to when improving the capabilities of managers at all levels of photo studio enterprises.

1. Professional skills

Mainly refers to the technologies and management methods required for studio managers to be familiar with the business scope of the studio, including professional knowledge, professional analysis capabilities, and some professional Basic operational skills.

For example: Be familiar with the shooting process in the studio, and you must know certain professional knowledge in shooting, makeup, post-production, etc., so as to ensure the correct performance of your duties.

2. Humanistic skills

This refers to a manager’s external contact, contact, and communication with various related organizations and individuals, to win understanding and support, and to understand internally The behavior of subordinates and the ability to lead subordinates to exert a cooperative spirit. Technical skills are related to "material things", while humanistic skills are related to "people things". For example, a manager with excellent interpersonal skills is good at understanding the meaning of other people's words and actions, and is also good at conveying his opinions to others according to their meaning. This skill is of great significance to managers at all levels. Under normal circumstances, a manager with good interpersonal skills is more likely to achieve success in management work.

3. Concept skills

In photo studio management, managers need to quickly and agilely distinguish the interrelationships of various factors, be able to grasp the essence of the problem, and make decisive decisions based on the situation and problems. to make correct decisions. This concept-forming skill enables managers to examine photo studio business activities from an overall perspective and take actions that seek the overall interests of the entire enterprise. This skill is more important for senior managers than for junior and middle managers.

A photo studio manager should analyze and study the essence of the problem based on various phenomena within the photo studio, and propose solutions to the problem. Managers with analytical and diagnostic skills can not only see hidden dangers and deal with them in a timely manner when the photo studio develops smoothly, but can also make timely corrections and recover losses when the photo studio encounters setbacks.