What should the librarian do to avoid making mistakes?

What should the librarian do to avoid making mistakes? Treat everyone who goes in and out of the warehouse seriously and abide by the warehouse management system.

Why do warehouse managers make mistakes? The software and hardware of scientific data management in the market are mature, so we can consider adding control data.

You can also reduce the error rate through foolproof measures such as visual management.

The handwriting is extremely ugly. How to be a good warehouse manager, the most important thing is to check the inventory. Words are not that important, you should be confident. Well, the ugly handwriting is the same as the boss's signature. When did you see someone else sign it?

How does the warehouse manager expand the parcel warehouse and quickly access the warehouse: 1. Qian Dafu's warehouse is not allowed to expand the package, and the warehouse capacity is only two pages. 2. If you want to increase the warehouse capacity in your private house, you need to choose the housekeeper in the voter's room, and then choose to increase the storage box to expand the warehouse capacity. It should be noted that the use of lockers requires a certain amount of game currency, and each locker can only be used for one month, and it needs to be renewed after one month. In the gang, the use of the warehouse needs to go to the warehouse administrator, and the use of the warehouse also needs money, and the rent needs to be renewed every month. In addition, the gang's warehouse cannot be expanded.

How the ceramic warehouse administrator calculates the commission can set the workload score, and can also set the details of the post process, set the assessment points and calculate the commission.

It is best to consult the warehouse manager before making, so that they can recognize it, and the work will be motivated.

How to write a warehouse manager's application for becoming a regular employee should have a fixed application form ... just fill it out and let the manager sign it.

As a warehouse manager, what should I do if a batch of goods is lost? A company is very careful when choosing an administrator, not deciding to let him go to the warehouse as soon as he comes. This is decided by repeated observation and research at ordinary times.

If there is a problem, it may be closely related to the management of the boss. Of course, all the responsibilities need to be shared. Generally speaking, the compensation is at a very small cost price, or 10 ~ 20% of the loss. If the amount is large, maybe he did it on purpose, and he can be investigated for legal responsibility.

Where does Dongguan Chang 'an recruit a warehouse manager? The warehouse manager is recruiting everywhere. There is a Zhitong talent market in Dongguan, and there are large job fairs on Tuesdays, Fridays, Saturdays and Seventhes.

I've been looking for a job there, and many people are recruiting warehouse managers.

Communication between warehouse manager and salesman. Fully understand the employees of the enterprise.

Everyone is so simple to himself, but so complicated to others. As a manager, it is not easy to fully understand your employees. But if managers can fully understand their employees, the work will be much smoother. As the saying goes, "a scholar dies for a bosom friend." A manager who can fully understand his employees will be a first-class manager in terms of work efficiency and interpersonal relationship.

Understanding employees is different from the primary stage to the advanced stage, which is divided into three stages:

The first stage: understand the background, education, experience, family environment, background, interests and expertise of employees. At the same time, we should also understand employees' ideas and their enthusiasm, sincerity and sense of justice.

The second stage: when your employees encounter difficulties, you can realize the expected reactions and actions. And it can help employees in time, which shows that you know employees better.

The third stage: knowing people and being good at their duties. Can let each employee play the greatest potential in the job. Give your employees some challenging jobs that can test their abilities and give them appropriate guidance in the face of such difficulties.

In short, managers and employees should understand each other and communicate with each other psychologically, which is particularly important for the managers of a small and medium-sized enterprise.

Second, listen to the voices of employees.

Managers of small and medium-sized enterprises have strong self-assertion ability, which helps to solve problems decisively and quickly, but on the other hand, it also makes managers go their own way and refuse to listen to other people's opinions, leading to decision-making mistakes.

In enterprise management, listening to employees' voices is also an important way to unite employees and mobilize their enthusiasm. An employee's mind will lose his enthusiasm for work except problems, and he can't accomplish the tasks you give him well. At this time, as a manager, you should listen to his voice patiently, find out the crux of the problem, solve his problems or enlighten you patiently, which will help you achieve your management goals.

People who make mistakes should also be treated in a listening way, instead of blindly accusing them, and they should be given a chance to explain. Only when you know your personal situation can you prescribe the right medicine and handle it properly.

Third, management methods are often innovative.

Managing employees is like driving a car. When driving, the driver should carefully observe the indicator and the road surface. When the road surface changes and the indicator light changes, he should turn the steering wheel to prevent the rollover from hitting people. The same is true for management employees. If managers want employees to perform on the established track, they should observe carefully and adjust frequently to prevent employees from making mistakes. In a stable large enterprise, managers should pay more attention to the changes of employees and flexibly use various skills to manage subordinates within the basic management framework. For active SME managers, their responsibilities are heavier. They not only can't stick to the rules to manage their subordinates, but also can't use the crying mode to involve the blueprint of the enterprise.

Managers must have a year's time and the ability to transcend stereotypes if they want to constantly adopt new methods to deal with new situations in employee management. In the late 1970s and early 1980s, Ford's business philosophy became increasingly conservative, and the company's performance declined step by step, eventually sliding to the edge of loss. After Iacocca became the president of Chrysler, he actively explored innovation and inspired the enthusiasm of employees. In less than two years, he finally miraculously brought the company on the verge of mass production back to life.

Fourth, have both ability and political integrity, and only use quantity.

Everyone has his own strengths and weaknesses in ability, personality, attitude, knowledge and cultivation. The key to employing people is applicability. To this end, as a manager, when employing people, we must first understand the characteristics of each person, that is, there are ten employees, some of whom do things neatly; Some are cautious; Some are good at dealing with interpersonal relationships; Others like to work silently in statistics.

In the personnel appraisal forms of many enterprises, there are some evaluation items about the correct rate and speed of doing things, and you can only be called an excellent employee if you get full marks. As a manager, we should not only see the scores on the personnel assessment form, but also observe them in practice, and give due work in combination with the strengths of each employee. Observe their attitude, speed and accuracy in the process of work, so as to truly measure the potential of subordinates. Only in this way can a manager manage his employees flexibly, effectively and successfully, and make his career flourish.

Fifth, dilute rights and strengthen authority.

The management of employees should ultimately be implemented in the obedience of employees to managers or subordinates to superiors. This relationship of leadership obedience can come from two aspects: right or authority. Managers have high status and great power, and those who do not obey will be punished. This obedience comes from power. The personality charm of managers, such as virtue, temperament, wisdom, knowledge and experience, makes employee resources subordinate to their leaders. This obedience comes from the manager of an enterprise who wants to successfully manage his employees, especially those who are better than himself. The authority of personality charm is more important than administrative power.

Six, allow employees to make mistakes

The real world is full of uncertainty, and it is naturally impossible to succeed in everything in such an environment. A person who can do more right things and less wrong things is an excellent person. As a manager, if you ask your subordinates not to make any mistakes, it will inhibit the spirit of adventure, make them timid and make it possible for them to succeed in business opportunities.

Adventure spirit is a valuable entrepreneurial quality, and adventure requires courage and capital. If you can take risks from the spirit of uncertainty and rely on some inspiration, you may have a chance of success, but it may also lead to failure. If managers don't allow employees to fail, and risk failure will be severely punished by superiors, then employees will return to the idea of not doing well, so enterprises are an important driving force for development.

Therefore, as managers, employees should be encouraged to take risks, innovate and seize business opportunities rationally, and employees should be allowed to fail. Don't be too responsible when subordinates take risks and make ordinary small mistakes; When the adventure is successful, you must praise it and give it a corresponding reward.

Seven, guide employees to compete reasonably.

In small and medium-sized enterprises, there is also competition among employees, and there is a difference between fair competition and unfair competition. Fair competition means taking appropriate measures or positive ways to compare. Unfair competition refers to restricting, suppressing or attacking competitors by unfair means.

As a manager, it is an important duty to pay attention to the psychological changes of employees and take timely measures to prevent unfair competition and promote fair competition. Therefore, personnel management has a correct performance evaluation mechanism, and its ability should be evaluated according to its performance, not according to employees' opinions or superiors' preferences and interpersonal relationships, so as to make the evaluation of employees as fair and objective as possible. At the same time, establish normal and open information channels within the enterprise, so that employees can have more contacts, exchanges and positive communication with opinions.

Eight, stimulate the potential of employees

Everyone has different potentials. For people with different characteristics, it is possible to achieve good results by adopting different means.

Medical research shows that people's thinking and acting force come from the activity of cerebral cortex, which is divided into medial and lateral parts and has different functions. Managers should apply this principle to enterprise management and adopt different incentive methods according to different people's characteristics.

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How to manage employees

? In the final analysis, the competition between enterprises is the competition of people. How to effectively stimulate the enthusiasm of employees, make employees more loyal to the enterprise, and do their best to complete the work?

In the final analysis, the competition between enterprises is the competition of people. How to effectively stimulate the enthusiasm of employees, make employees more loyal to the enterprise, and try their best to complete the work is a problem that every enterprise leader hopes to solve, and it is also a problem that is often missed.

? First, focus on the idea.

In the past, the feudal paternalistic style of treating management posts as officials and employees as tools should be abandoned. Instead, we should respect the personal value of employees, understand their specific needs, adapt to the supply and demand mechanism of the labor market, and rationally design and implement a new employee management system based on the principle of two-way choice. It is the basis of competitive advantage to regard people as the important capital of an enterprise and implement this concept in the specific management work of the enterprise, such as system, leadership style and employee salary.

Second, set high goals.

The key to retaining talents is to constantly raise requirements and provide them with new opportunities for success. Everyone wants to win, and loving challenges is the common performance of excellent employees. If enterprises can constantly set higher goals, they will stay. As a manager, you should realize that employees need more opportunities to use their brains to help enterprises and get recognition when they grow up. So you must create and design some challenging opportunities for employees to pursue higher performance. Only when employees feel that they can get constant support and learn new things in their work will they stay and be more loyal to the enterprise.

Third, frequent communication.

No one likes to be kept in the dark, and employees will have a lot of dissatisfaction and opinions, although some are correct and some are incorrect. Therefore, employees and employees, employees and leaders need to communicate frequently, consult employees' opinions on the company's development, listen to employees' problems, and talk about their own views on these opinions and problems-what is acceptable? What is unacceptable? Why? If the enterprise has difficulties, it should be made public and tell employees that the enterprise needs their help. Remember-paper can't wrap fire, and employees need to know the truth.

Four. Authorization, authorization and reauthorization

Authorization is the most effective incentive method in management. Authorization means that grass-roots employees can make correct decisions by themselves, that you trust him, and that he and you are taking responsibility at the same time. When a person is trusted, generate will show more enthusiasm and creativity. Therefore, we suggest not to make every decision by managers, and not to do things that can be authorized by ourselves. Managers should play the role of supporters and coaches.

Five, counseling employees to develop their personal careers

Every employee will have ideas about personal development and think that his ideas are correct. It is wise to make a development plan suitable for each employee. We suggest that in daily conversation, when evaluating employees' performance, we should often ask employees what their career development goals are, help them understand their strengths and weaknesses, formulate practical goals and methods to achieve them to support employees' career planning, and then try our best to train and support employees. It is unwise to educate and train employees without paying attention to their specific ideas and needs.

Sixth, let employees participate.

More and more, we find that in practical work, the people who have the most ideas are often those who are directly involved in task execution. Involve front-line employees and let them know that you value their opinions. Employees don't want to be given simple orders and instructions, they want to play a more important and meaningful role in their work, and they are eager to participate in decision-making. When employees want to participate, but you don't give them the opportunity, they will alienate management and the whole organization. If you can respect the opinions of employees, even if you don't adopt their suggestions in the end. You will find that they will be more willing to support your decision.

Seven, keep your promise

Maybe you don't remember what promise you made to someone by accident, or you think that promise is not important at all. But remember, your employees will remember everything you promised them. As a leader, any seemingly insignificant behavior will have an impact on others in the organization at any time. You should be alert to these influences. If you make a promise, you should be responsible for it.

If you have to change your plan, you should explain the change to the staff. If you don't or don't clearly express the reason for the change, they will think that you have broken your word. If this happens frequently, employees will lose trust in you. Losing trust in employees usually leads to a loss of loyalty.

Eight, the recognition of more employees

A sense of accomplishment can stimulate employees' enthusiasm for work and meet their internal needs. In the long-term work, we summarized the following rewards:

Open reward standard. Let employees understand the reward standards and the reasons why others get rewards.

Give praise and rewards in an open way. If praise and reward are not made public, it will not only lose its own effect, but also cause a lot of gossip.

Reward with sincerity, don't overdo it, and don't be glib.

The limit of reward is very important. Reward what just happened, not what has been forgotten, otherwise the influence of the reward will be greatly weakened.

Nine, allow failure

We should trust and support employees' beneficial attempts, and they can help our enterprises to innovate. Don't punish employees for failure. The failed employees have felt very sad. We should emphasize more positive aspects and encourage them to continue their efforts. At the same time, help them learn to learn in failure, find the reasons for failure with them, and explore solutions.

A beneficial attempt to criticize or punish is to stifle innovation, and as a result, employees are unwilling to make new attempts.

X. Establishing norms

It is necessary for every enterprise to establish a strict management system to regulate the behavior of employees. We can describe the workers in each position in detail, so that every employee knows what he should do, who he reports to, what rights he has and what responsibilities he bears. Of course, this restriction cannot be too strict, but it must be. Establish reasonable norms, and employees will act within the prescribed scope. When it goes beyond the prescribed scope, employees should be required to obtain the permission of management before proceeding.

Does the warehouse keeper need to move the goods? The warehouse keeper mainly manages the collection, distribution, storage and data;

However, there will inevitably be some fiddling in these jobs.