Methods to improve the management ability of middle and senior employees in the company

You are talking about culture. The so-called culture here is the precipitation of realistic behavior habits, thinking consciousness, attitude and methodology.

1. First of all, this is a very troublesome problem. Its trouble lies in: a, people in middle and senior management positions are old, and their thinking patterns and behavior habits are not easy to change. The so-called technical background has influence, but it is not the decisive factor. The most important determinants are consciousness and culture, and the most fundamental contributing factors are history and environment; B this problem is naturally formed for a long time (under the action of natural system). His solution (if used properly) also needs time and systematic planning. And enterprises have daily affairs and grow rapidly, and may not have the courage and determination to invest huge energy and time-after all, business is still there.

This is also a very common problem. Before becoming bigger and stronger, many enterprises devote themselves to doing business, improving efficiency by governing people and strengthening control by the rule of law, but often ignore the influence of mechanisms and rules on the psychology, habits, consciousness and method orientation of enterprise personnel, that is, ignore the construction and management of real culture.

3. The problem of consciousness and habit is a difficult problem to solve. It is not a problem that human resources department can solve, let alone a problem that training can solve. As a functional department, human resources does not have such executive power. Even your boss may not say what everyone can really accept and implement, let alone human resources. Moreover, this kind of problem is difficult to put on the table and can't be understood. Others don't like it, and the person in charge of human resources is the same as the person in charge of other departments.

On this issue, I suggest you read an article entitled "Recognizing the Present Situation and Getting Out of the Misunderstanding of Cultural Construction", also called "Don't Fall into the Misunderstanding of Pseudo-corporate Culture Construction", which expounds some basic issues, which may help you understand and refer to the following suggestions:

1, it's best not to treat this matter as a matter of human resources, and not to treat it as something that can be solved by training-unless there is no way; Bring down the boss, and with the support of the boss, promote the following series of work:

1) Enter a few new people who understand management-through them, a little wave of change and improvement will be set off or aroused;

2) Training-mainly aimed at the training of management awareness and management ability; This kind of training does not need to consider the particularity of the industry, management is interlinked, and most of the concepts to be subdivided are more meaningful than the actual meaning; Not only should there be training from training institutions-foreign monks are good at chanting scriptures, but there should also be training hosted by prestigious insiders, at least the vice president, preferably the chairman-he will be very targeted. After the training is completed, there should be corresponding assessment, defense and system adjustment.

3) Activities-including expansion activities and exchange activities, even if we go out to play together, play games and get closer. Even if you search online, you can find many good activities or games, such as "expanding games".

4) Mechanism reform-bringing the effectiveness of department management, especially the satisfaction and complaint rate of employees, into the scope of performance appraisal;

5) Set some examples and models, for example, conduct an anonymous survey, set an example and reward for the department with the best performance, and set an example and criticize for the department with the worst statistical performance.

To sum up, you should not only give your customers motivation and interest, but also give them pressure. In order to achieve this, you need to try your best to transfer this kind of work to the level of company strategy.

note:

1, once the work of the system is carried out, it is best to ensure the continuity and strength for a period of time. Have activities today, train tomorrow, and take them out to play the day after tomorrow. Otherwise, it may have a superficial effect, but it will not solve the problem in essence.

2. For systematic work, you must channel the support of the company's top management, especially the support of the actual decision makers, that is, the chairman or the general manager, and it is best to drag Dong Zhu or the general manager into the water. Their execution is very strong.

If you don't want to get into trouble and just want to deal with running errands, do what you can. Among the above suggestions, do less things that may offend people.