How should teahouse management be done?

1. Teahouses must establish a basic management system. The basic management system includes personnel system, salary system, workflow, departmental management regulations, etc. These systems are called basic management systems because they are the basic guarantee to ensure the normal operation of teahouses and are necessary. For example, what kind of people to recruit, what kind of positions to hold, what kind of salary system to formulate, commuting time and work content, and different departments should formulate a departmental management regulation according to the actual situation. For many small teahouses, some of these systems are written or told orally by the boss, which has formed a habit in the minds of employees. However, if Teahouse wants to be a great success, it should form the writing system of Teahouse from the beginning, and change and improve with the development of Teahouse. It will lay the foundation for the teahouse to develop into a big teahouse and the "rule of law" stage of system management. 2. Teahouses should vigorously carry out humanized management. "The big teahouse is governed by the system, and the small teahouse is governed by the boss". Therefore, the humanized management of small teahouses is very important. "Humanization" is mainly manifested in the boss's personality charm, leadership charm, processing ability, control ability and so on. I have seen many small teahouses, and the employees and bosses are close friends, which is what we often call "rule by man". "Humanization" is not the same as "rule by man". "Rule by man" has no rules and regulations or systems in employees' minds. "Humanization" has a system, but not only depends on the system, but also the boss's style of dealing with people plays a very important role. It can be said that many small teahouses are governed by people at the beginning, gradually reaching the stage of "humanization" and institutionalized management, and finally developing to the stage of "rule of law" in institutionalized management. 3. Do everything possible to retain excellent "human resources" and promote the rapid development of teahouses. People often say that the most important asset of an enterprise is people, which may sound right, but it is not. I remember a senior human resources director told me that people in an enterprise are divided into four categories. The first category is "layoffs", that is, people with poor ability and attitude will be laid off quickly when they go to that enterprise; The second category is "talents", who have poor ability but good attitude, so enterprises can still stay; The third category is "talents", who have strong ability but poor attitude and are difficult to lead and manage. For enterprises, it is of great value to use such people well, and it is very destructive to use them badly. The fourth category is "human wealth". This kind of person is very capable and has a good attitude. This is the person that any teahouse wants, who can bring a lot of money to the teahouse. So how can we keep the excellent "human wealth"? Apart from the system and humanized management, the rapid development of teahouses has made "human wealth" see hope and prospects, which is the key to retaining people. In addition, teahouses can develop rapidly only by retaining excellent "human resources". The two complement each other and complement each other. 4. Strengthen vocational training and comprehensively improve the quality of personnel. There are two ways to survive in this society: one is to be your own boss, and the other is to work for your boss. For working people, there are two main needs: one is "money way" and the other is "future". Want "money", mainly hard work, excellent performance; If you want a "future", you must take part in training, keep learning and constantly improve yourself. Therefore, teahouses should strengthen the professional and vocational training of employees, comprehensively improve the quality of employees and give them a bright future. 5. paint a bright future for the teahouse. In a small teahouse, corporate philosophy and corporate culture have not been effectively formed, but they are the soul of the teahouse and are very important. Therefore, it is very important to paint a bright future for the teahouse before the enterprise concept and culture are formed. It plays the same role as the enterprise culture, and can unite and inspire all teahouse employees to work hard to realize this bright future.

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