Analysis on how to grasp the psychological state of employees from the psychological point of view

Every company will hold various meetings within one year. There is an interesting phenomenon: under normal circumstances, as long as a company holds a meeting, the contents of the meeting will not leave the annual plan, business objectives, strategic development and other major issues related to the survival and development of the enterprise. In the face of such a meeting, no matter how vivid and impassioned the speech is, the audience still sends text messages and draws little people. The reason is simple. For ordinary employees, what does the company's strategic implementation plan have to do with him?

And those small things that affect the immediate interests of employees, such as employee medical insurance and the implementation of household registration for foreign employees, are all considered small things and are not enough to be discussed on the table. They are either avoided or simply replaced by words.

The author has also had such a meeting experience. When discussing expatriates at the middle level of a company, the focus of the whole meeting is how to develop business and expand the market in new areas. When the author suggested that these fresh graduates without any social experience be given a pamphlet to remind them to pay attention to personal safety, most people showed disapproval. Many people think that college students need this opportunity to exercise abroad, sum up experience from practice and test themselves.

Ironically, among these companies that are unwilling to issue "survival manuals", it is not difficult to find that almost every company has issued various work codes and technical guidance manuals, but for a large number of front-line employees who travel abroad all the year round, their more overseas experience comes from word of mouth and is passed down from generation to generation. The pursuit of profit and performance makes managers gradually ignore or even ignore the care and love for employees from the nuances, thus embodying the humanistic spirit of the company. More often, "people-oriented" has become an empty slogan.

Behind this phenomenon is often the standard thinking of managers. Many managers often artificially raise the obedience consciousness and ability level of their subordinates. They will think that their subordinates will do what they can; Simple things, subordinates will definitely do; Even if you encounter difficulties, subordinates should find a way to solve them themselves. But everyone has different abilities because of their age, experience and experience. Imagine that those newly graduated college students can go to strange areas to work hard without any social experience. How do they ensure their basic personal safety? If you can't even guarantee the basic guarantee, how can you work hard? Put yourself in others' shoes. If they were your children, would you completely ignore their safety and exile them to a foreign country?

Managers believe that the dignity of human nature and the interests of employees are extremely insignificant only when the problems related to enterprises and their own faces are enterprise development and profit performance growth. In their eyes, this face is more important than human nature and life. Studying only big problems and not paying attention to small problems reflects the disrespect of enterprise managers to employees in their bones.

A manager said well that there are no major events, and all major events are made up of small things. If a person can accomplish small things constantly, meticulously and creatively, then he is a person who can achieve great things.

In fact, the content of the meeting is big and empty, which is a common problem committed by many companies in enterprise management. The source of the problem lies in the first three rows of the meeting (that is, the middle level of the enterprise), and the root of the problem lies in the rostrum (management).

Therefore, in order to eradicate the standard thinking and big and empty mentality of management, we advocate the emotional attitude of managers. That is, put yourself in the position of subordinates, recognize and understand their situation, stand in the position of employees, look at things from their perspective and understand their feelings. Only by putting down the "empty but big" shelf and treating employees sincerely with a * * * attitude can managers win the hearts of the people and win the world.

Whenever chatting with friends who are business owners or senior managers, most of them will feel "very tired". I was too busy to turn off the lights with my eyes open. At the end of the day, I feel dizzy, backache and leg pain. Complain that to manage a business well, you have to live a few years less. It is said that in order to manage a good enterprise, some entrepreneurs are on the run all day, and some even die young and have no ambition. In this way, how to be a relaxed enterprise manager is a subject that entrepreneurs should study well.

People who feel "tired" in enterprise management are mostly "hands-on" or pursuing "perfection" because they are afraid of problems all day. The more so, the more often enterprises smoke everywhere. Either there is a problem here or there is a problem. I'm not at ease if I don't handle it myself. As a result, I was extremely tired and had little effect. It is said that the most diligent emperor in history was Emperor You Zhu of Chongzhen in the late Ming Dynasty, but in the end he not only perished, but also hanged himself in Jingshan Park. It seems that diligence and performance are sometimes disproportionate. It is no wonder that Sima Guang said at the beginning of the book "Learning from Mutual Aid": "The husband is a great country, and everyone is under one person. Although he has unparalleled strength and great wisdom, he must run and serve ... "In this way, scientific management and the art of management are needed. The author reviews the success and failure of managing enterprises for many years, and thinks that there are several possibilities to manage enterprises easily and efficiently.

1. Manage at different levels instead of asking questions. After the enterprise develops to a certain scale, it should carry out necessary hierarchical management. Key managers should not stick to it. That's a thankless thing. Give subordinate managers the right to work on the basis of clear responsibilities and clear rewards and punishments. Even if problems are encountered, as long as they do not involve the overall situation of the enterprise, the subordinate departments should handle them themselves. In this way, managers can not only be freed from the heavy burden of managing hundreds, thousands or even tens of thousands of people, but also maintain the normal operation of enterprises as long as they manage a few people. But also can fully mobilize the enthusiasm, creativity, subjective initiative and high sense of responsibility of subordinates. Managers can also have more time to study the development direction or major decisions of enterprises.

2. Think more, see more, talk less and do less. This is a principle that smart managers must master. Never "do everything yourself" in big and small matters. Only when you stand by and watch, can you really "see the outside world clearly" and avoid "being fascinated by the authorities". Only in this way can we judge the rights and wrongs more fairly and effectively. Only in this way can we really see what enterprises should adhere to and what needs to be improved. Even if you do better than your subordinates, don't do everything yourself. Just show them if necessary. As a marshal, if you have to go to the front in person, as a coach, if you have to go to the playground in person, it does not mean that this army is strong and the sports team is of high level. It means that he will be outnumbered and weak, and may not be far from failure. Just like acting, if the manager sings and dances on the stage and the staff points at the stage, the situation will be a bit "putting the cart before the horse". Be more a referee than an athlete, more a director or even an audience, and less an actor who takes the stage in person.

3. Great things are clever, little things are confused. As a manager of an enterprise, we must first distinguish between what is an important event of the enterprise and what is an insignificant event within the enterprise. All major events related to enterprise development and life and death must be treated with caution, and we must never wait for other people's business. And big things often don't happen every day. For those trivial matters, let the subordinate departments solve them by themselves according to the division of labor. Don't get caught up in complicated affairs. Confused by small things that can't be managed or managed well, affecting big decisions. However, we should also be keenly aware of what is happening in the enterprise; I only know what I'm doing and say nothing. You can take a stand on the issue of principle and hit the nail on the head. Naturally, others dare not care about you.

4. Be broad-minded and not petty. "Mount Tai collapsed before without being surprised, not angry but not for no reason" is the so-called great wisdom and courage praised by the ancients. Managers of enterprises should also cultivate their own calm quality to cope with the complex and changeable business environment. Even if the enterprise is in trouble, it should have Mao Zedong's spirit of "going to Jinggangshan again if it's a big deal". For subordinates, we should be strict and tolerant. Don't listen to the wind or rain, and don't check everything. When necessary, we should also turn a blind eye and turn a blind eye to what we see. As long as it does not affect the major interests of enterprises, there is no need to delve into some things. Clear water makes no fish, while people look at it without friends. Especially subordinate managers, should adapt to take care of their "face" and prestige, so as to serve you better in the future. Everyone makes mistakes sometimes, and there may even be "ideological differences". If the managers of enterprises are not tolerant of people, it will be difficult to form a collective of "unity and fighting" and it will be difficult to mobilize all the positive factors that can be mobilized. You know, nothing can be done to feed a group of "saints" without shortcomings.

5. Don't just treat the symptoms but not the root cause when managing enterprises. The management system of an enterprise must be cautious before promulgation, and should not be changed after promulgation. Even if there are some problems like this, it is better than not worrying. Some problems may become more and more troublesome. As time goes on, many problems will disappear and solve themselves. Many things in China are governed by inaction. In the early days of reform, the years when rural grass-roots organizations were paralyzed were the best years for rural economic development in China. The same is true of enterprise management. The more you try to manage it strictly, the more chaotic it will be. Many times, you can't cut flowers with your heart, but you don't care.

6. Don't pursue perfection in everything. Many business managers want to make their business perfect. In fact, this is impossible. You know, everything in the world, perfection is relative rather than absolute. Too perfect often leads to the opposite. It is impossible for an enterprise composed of groups from all directions to have no problems at all During Mao Zedong's time, there were some big political movements for several years, so there were corrupt elements. Later, his old man had to sigh that there would still be dust when cleaning the room 24 hours a day.

The ancients said: Quiet and far away, ethereal. Managers of enterprises can only stand tall and see far if they get rid of complicated affairs. Only in this way can we correctly weigh the advantages and disadvantages of enterprise management from a higher angle and better consider the development planning and major decisions of enterprises. Of course, to manage enterprises easily and efficiently, and to achieve a certain degree of "inaction" also requires certain conditions or foundations. Managers of enterprises should have certain theoretical knowledge and practical experience, and be very familiar with the people and things in the enterprises they manage. You must also have a certain appetite or mind. Only in this way can we achieve "practice makes perfect" and "dare to do things", thus achieving easy management. Because enterprise management has a process from science to art.

Managers of enterprises are always busy all day, and even feel too busy to cope. It is best to examine whether their management means and methods are correct. Do you need to make some necessary adjustments? I hope that our enterprise managers can be liberated from the heavy daily affairs, have more time to consider the development plan of the enterprise, grasp the major decisions of the enterprise and lead the enterprise to develop and grow better.