This is the basic requirement for how to become a qualified manager in terms of work ideas and working methods, and it is not aimed at leaders. In management work, the awareness and method of management are very important, which directly determines the management level and future potential of a manager. Consciousness and methods often come from learning and training, and changes in consciousness and methods will change our actions, and action changes will change work performance. The theory of management is a very broad discipline, and there is no one-size-fits-all method or theory of management, it can only be relative, but we must firmly believe that what is appropriate is correct. The following theory may be appropriate, but it is definitely the most simple and basic.
1. The five functions of management: planning, organizing, coordinating, commanding, and controlling.
1. Plan: The completion of any work is inseparable from the plan, without a plan, it will lead to unclear goals, blind work, and full of loopholes. A good plan will help us to have goals and work in an organized and comfortable way.
2. Organization: In order to achieve the goal, make overall arrangements for the relevant people, machines, materials, methods and environments involved, provide manpower, material resources and technology, and provide support for the completion of the goal.
3. Coordination: Coordinate the contradictions between people, machines, materials, methods and environments in the work process, strengthen communication, eliminate barriers, find consensus, and enhance team strength.
4. Command: It is to guide the work of subordinates at any time, not to let them play at will, and to unify the actions of subordinates.
5. Control: When the work deviates from the objectives and plans, take measures to correct them and bring them back to the plan.
The above functions are the responsibilities that managers must perform in daily management, otherwise, management work is impossible.
Second, enterprise management is inseparable from two pictures.
The first diagram is a flow chart, which is a unified regulation of the business, production and quality control operation process of the enterprise, reflecting the order and approach of the work. As long as the whole company has a unified, transparent and effective operation process, everyone will have clear ideas, clear responsibilities, clear hierarchies and unified actions. Without a flow chart, the work is not in order, and it is easy to be confused.
The second diagram is the organizational chart, which is a display of the responsibilities and authority of the personnel and departments in the enterprise. It stipulates the division of labor between people and various departments, avoids overlapping functions and omissions, requires that everything is managed, and everyone has something to do, which embodies the idea of level-by-level management, level-by-level inspection and reporting, and level-by-level complaints. Without an architecture diagram, it is difficult to define the responsibilities of people and departments, and management is easy to confuse.
We're going to work on these two diagrams first.
3. Cost management.
The purpose of the enterprise is to make money, that is, to get the most output with the least input, so as a manager, we must pay attention to controlling costs in the management process and have a sense of cost. The costs that are most closely integrated with department heads involve labor costs, procurement costs, equipment utilization and maintenance costs, quality costs, and raw and auxiliary material consumption costs. When a person creates value greater than his salary, although his salary is high, he has achieved value-added for the enterprise, when a person because of the average performance not only does not create value for the enterprise, but also causes a negative impact, his salary is lower is also increased the cost of the enterprise;When equipment often affects production due to improper maintenance, it increases business costs;When an employee fails to get the full value of the equipment due to low work efficiency, this person increases the cost of the enterprise;When the product qualification rate is low and the scrap is more, it increases the quality cost of the enterpriseWhen the inventory material expires, it increases the procurement cost of the enterprise;When there is a backlog of inventory materials and a large number of returns, the procurement cost is increasedWhen the number of inspectors invested increases or the number of customer returns increases, the cost of quality increasesWhen the improper design of the mold affects the production capacity, it increases the production cost and so on.
Fourth, objective management.
To accomplish any task, there should be a goal. The goal will make managers and subordinates have a common pursuit, reach a consensus and unify the direction of action, will motivate the morale of all employees, challenge the "impossible", continuously improve work performance, and achieve continuous improvement. Without a goal, there is no motivation, it is easy to make people work aimlessly, and can not reflect a person's achievements, can not be evaluated. The SMART principles of objective management are as follows:
specific: The goal should be specific, clear and unambiguous: that is, what to target.
measurement: The goal should be quantified: that is, the degree to which the goal is completed.
achievable: The goal should be challenging: that is, higher than the current level, and it will be difficult to achieve.
realistic: The goal is achievable: that is, the goal is higher than reality, but it is achievable through effort, not unachievable.
time and resource constrained: the goal is constrained by time and resources: that is, it is realistic in a certain period of time and under certain resource conditions.
Please think about what your department's goals are, what measures and plans are in place to achieve them, and check the achievement of the goals, and reward and punish them.
Fifth, the process of management ideas.
The process is the activity of transforming the input into the output, in order to get the ideal output to realize the value-added of the process, the input and activities of the process must be controlled, so that the input meets the requirements, and the activities can be controlled, so as to get qualified products, otherwise they will get unqualified products, causing losses to the process, and also causing losses to the company. In order to add value to the process in which you are located, you must analyze the input of the process and the requirements of the activity, and meet the requirements, so that the process is controlled, so that the work can be successful. The idea of process can cultivate our careful work style.
As a manager, you should provide guidance to your subordinates in the planning process so that their "activities" can be carried out as required.
Input. It is input, which is the material, equipment, technology, and manpower that are output).
Activities. It is the application of technology and equipment by manpower to realize the processing and deformation of materials).
Lose. It is the material that is deformed after processing, that is, the product).
Sixth, if you want to work well, you can't do without records.
It is unimaginable that the management of the business does not know the completion of many orders, the production is not clear about the implementation progress of many orders, the procurement is not clear about the arrival of many purchased materials, the inventory of various materials is not clear in the warehouse, the tube mold does not have a list of mold information, the management personnel do not have their own work diary, etc., how can the management work be done well, just rely on the brain to remember, no, there must be an account, which is inseparable from the record.
Recording is a basic skill of managing cadres, and the scientific design of recording will help you record better. Records help us clear our minds, understand what's going on, and reduce omissions.
7. The boss is a salesman, and the production manager is a merchandiser.
8. Establish the idea of customer satisfaction, and establish the idea that the next process is the customer.
9. Improve their own execution.
Execution is the ability to complete work and achieve work goals. It directly reflects a manager's ability to coordinate work, command ability, control ability and ability to analyze and solve problems to subordinates. Some managers have assigned work but can't complete it, but they can't do anything with their subordinates, which directly affects the execution of work tasks. The reasons are basically as follows: first, there are not many ways to solve the problem by themselves, and their subordinates can't do it, and they can't do it themselves, so they have to do it; second, they dare not offend others, for fear of making enemies for themselves; the third is that they don't want to offend people, thinking that it is the company's business, and they can't offend people; Fourth, improper management methods. As a manager, we should continue to improve the management level, work with enthusiasm, courage, energy, decisiveness and courage, dare to speak, dare to manage, dare to do, have the attitude of being responsible for the company's work, subordinates to make achievements, can motivate good praise, subordinates can not complete the work, to have the courage to help, dare to criticize, have the fearless spirit of not giving up until the Great Wall, and the courage to not let go if the problem is not solved. Otherwise, it is doomed to failure in management work.
10. The value of managers.
In enterprise management, there are some management work that often exists and needs to be done from time to time, which we call "routine work", such as daily production planning; There are some jobs that need to be dealt with immediately when problems arise, we call it "problem-solving work", such as the insertion of urgent orders encountered by chance in the production plan, and the reception and arrangement of these uninvited guests requires the ability to solve problems. As a manager, what makes you better than your subordinates is your ability to solve problems. Therefore, we must advance in the face of difficulties, do not say "can't do", "can't manage", "can't do", "can't do", "can't help" and other words at every turn or without effort, we must know that at this time the subordinates are looking at us, and the leaders are looking forward to us.
11. Standardization of management.
There are many people in the enterprise, and they rely on management to act in a unified manner, which requires a common work standard; The production of products needs to be operated according to a technical standard; Quality judgment requires a quality standard. Without standards, there is no goal, and if there is no scale for doing things, it will be scattered. There is no standard for management, one set today, one set tomorrow, one set of Zhang, one set of Wang, and eventually it will be chaotic, so if there is no standard, don't talk about management, the standard is greater than the general manager.
12. Have a strong sense of training subordinates.
If you train your subordinates, your subordinates will work, the work will be done, your work will be easy, and a training may be rewarded by everyone. The reason why the smart supervisor has an easy job is because he has trained his subordinates, and the subordinates have saved him a lot of time. Most of the managers who are busy fighting fires are due to insufficient training of their subordinates. Some managers complain that their subordinates are stupid and can't do it, so they should review how much they have trained their subordinates.
14. The ability of managers is not only professional ability, but also reflected in communication ability and cooperation.
A task can only be effectively completed by the cooperation of everyone, and there is no such thing as individual heroism, and good results cannot be achieved. Only when you cooperate with others, others will cooperate with you, and you can work efficiently and happily with each other. Compatibility is often a manifestation of a person's personal qualities. In addition, communication is to solve problems, and it is an attitude of responsibility for the company. Therefore, as a manager, you must have the ability to communicate with people, the ability to communicate with people, and the ability to cooperate with people. As long as managers can do this, the cohesion and team spirit of the enterprise will be formed. A survey study in the UK shows that 70% of problems are caused by poor communication.
XIII. Be the one who "sends the letter to Garcia."
In 1898, when the war between the United States and Spain broke out, McKinley of the United States, in order to cooperate with General García, the leader of the Cuban people's uprising that was fighting for independence from Spanish rule, had to send a letter to General García for contact, and Lieutenant Rowan was chosen. When Rowan received the letter from **, he did not ask too many reasons and did not consider his own safety, but finally sent the letter to General Garcia after going through many difficulties and dangers, making outstanding contributions to the victory of the American army and the independence of Cuba.
Sending the letter to Garcia "is to give the work assigned by the superior, without asking why, without asking why I did it, what are the benefits of what I have done, what should I do, and take the initiative to find a way to do it, no matter what method is taken, the end result is to achieve the goal and successfully complete the work." A qualified manager is able to do his job competently, and can take charge of himself within the scope of his own jurisdiction, without too much worry from his superiors.
Finding the person who sent the letter to Garcia, becoming the person who sent the letter to Garcia, and reusing the person who sent the letter to Garcia, has become the main theme of today's workplace.
14. Have the courage to take responsibility.
As long as we are doing things, there will definitely be mistakes, and if we don't do it, we won't make mistakes. However, to be able to admit mistakes, to review, to correct, and to be good as a stream, this is a brave and wise man, and he will win the respect of others. In an enterprise with a poor corporate culture, the venue often becomes a battlefield of quarrels, mutual accusations, and evasion of responsibility.
15. The PDCA cycle is very important
plan: Plan.
do: Implementation.
check: Check.
action: Improved.
Only by constantly reflecting and improving in our work can we continue to make progress.
16. The 28th Law of Management.
Twenty percent of the minority, 80 percent of the impact on things. For example, 20% of the unqualified items cause 80% of the unqualified products; Among the company's ten products, 20 percent of the products have brought 80 percent of the company's profits, and 80 percent of the products have only brought 20 percent of the company's profits. Therefore, the key to solving the problem is to find the 20 percent as the key solution object, so as to use the least investment to get the maximum effect.
17. How to accept work and how to distribute it?
When we accept the work from the superior, we must be clear about the requirements of the superior, that is, the content of the work and the completion period, do not understand the intention of the superior but dare not ask, will inevitably incur work failure. After receiving the job, I should think about and process the work, form a work plan, determine the work requirements, and then assign it to my subordinates. When assigning work to a subordinate, be sure to tell the relevant job requirements and make sure the subordinate knows what to do before giving up. The work assigned to subordinates should be supervised at any time, and problems should be corrected and guided immediately, and they should not be ignored. The completion of the work should be reported during and after the event, and the work tasks assigned by the superior should not be lost.
XVIII. Principle of Management by Exception.
As a manager, you should have a keen sense of emerging problems and take immediate countermeasures.
19. ABC Classification Management Law.
ABC classification management originally meant inventory classification management, which refers to the fact that many things in the enterprise can use classification management methods to treat them differently. For example, personnel management can be ABC, which is divided into elites, technicians, and ordinary operators; quality management, with different severity levels of ABC; Customer management, which can be divided into key customers and general customers; Work can also be classified according to priority; The production plan can be formulated according to the urgent order and general classification of the order; Wait a minute. Classified management, one will make the management simpler, the other will make the positioning more accurate, and the third is easy to grasp the key points.
20. Movement management.
That is, managers should be good at going out of the office and going to the work site to manage. Walk management can make managers deaf and clear, see what employees do, do and say, understand the work progress, work efficiency and goal completion, can find problems in time, and often can understand the real situation of the problem, which is convenient for managers to command and manage accurately. Walk management is the freest way of communication between managers and employees, and it is also the most effective and direct management means, and it is the shortest and most timely way to transmit information. "I think", "I estimate", "I think", "maybe", "probably, almost" sloppy management is unacceptable.
21. Pay attention to on-site management.
Focusing on 5S management, it includes material management, working environment management, document management, hygiene management, pollution elimination, identification management, repair and recycling, consumption management, fixed management, standardized operation management, safety management, employee mental state and work discipline management, etc. It is a pragmatic management that makes it possible to get our work done.
21. Earnestly study and continuously improve the professional level.
Persist in studying, sweat more before the war, and shed less blood during the war. "Who moved my milk"?
22. Managers are divided into three members: commanders, combatants, and waiters.
23. Theory of X and Y on management.
Theory X and Y are descriptions of human nature. Theory X believes that people are inherently lazy and dishonest, and that the management of people must use strict systems and regulations, as well as punishments and threats to ensure the completion of work; Theory Y believes that people are naturally willing to work and have a sense of responsibility, and the management of people should be gentle and humane. In actual management, we should distinguish which people are X-type and which people are Y-shaped, and adopt different management methods.
24. Good results come from good deeds.
To obtain abundant fruits, it is inseparable from sowing, watering, fertilizing, repairing, insect control, disease prevention, nursing and so on. In the same way, as a manager, it is the subordinates who do things, and how the subordinates are doing, we must supervise, and we must have the spirit of doing things ourselves, and only by controlling the process of doing things can we get the expected results. Some managers, after the work task is assigned, ignore it, and finally find that the subordinate has not been completed, scolding or fine, do not know that scolding and punishment can not solve the fundamental problem, then should self-review the working methods.
25. Ability makes people successful for a while, and moral character makes people use for a lifetime.
Strength makes the door of luck open to you, and what keeps the door open forever is good character. Therefore, when a person treats work, he should not only focus on ability, but also on moral cultivation. When it comes to selecting and employing people, you and I both think that character is more important than ability.
29. Negativity leads to poverty and failure, and revenge is tantamount to chronic suicide.
If you don't pay attention to reviewing your own behavior, always slack off your work, and always complain about the injustice of your superiors, such people will be tolerated by the public, not used by your superiors, abandoned by the company, and will fail. Be full of enthusiasm, be kind to others, be kind to your work, treat your work as a career, and if you can't succeed, you can also win happiness for yourself.
26. Understand the encounter, be grateful, and cherish the fate.
Being entrusted with a heavy responsibility is an acquaintance; Gratitude for being helped in times of difficulty is gratitude; It is a pity that the vast sea of people can work together and treat each other well. Cherish friendship and you will gain it. Only by working hard can you have a good life.
Two. Ten. 7. How does the supervisor delegate his authority and responsibility?
As a manager, if you find yourself so busy that you wish you had an hour a day; Or they often feel that they need the help of their employees, but they are afraid that they will not do it well, so that they will end up taking care of everything. Then the answer to these problems may be: know how to delegate.
Effective delegation of authority is beneficial to both supervisors, employees and the company. On the supervisor side, delegation frees them up more time to think strategically. On the employee side, empowerment allows them to learn new skills and expertise, giving both supervisors and employees the opportunity to develop their capabilities and move to the next level in their careers. On the corporate side, delegation can boost overall team performance and morale. So delegation is one of the essential leadership skills for supervisors.
There are two types of authorization
Writing in a recent article in Human Resources Magazine, management consultant Gesda pointed out that according to the goals that delegation wants to achieve, it can be divided into two categories: one is to complete a certain job, and the other is to develop employees.
In the first case, to be effective, the employee must know the results required by the supervisor and have the ability to understand and complete the task. In the second case, the employee is not necessarily the most capable person to complete the task, but is the best person to take on the challenge. Supervisor delegation is designed to allow employees to gain experience and knowledge and provide them with opportunities to grow. Supervisors must put in some time and effort to help employees succeed in their tasks.
Geista points out that many supervisors are unable to successfully delegate because:
Lack of planning. Supervisors don't spend time planning to delegate tasks and figure out what should be done to their subordinates and what they should spend more time doing. In fact, taking time is all about saving time, and a few hours of complete planning and instructions can save supervisors and employees a lot of execution time.
Not sufficiently communicated. Empowerment is more than just a phrase of "you just do what I say." "Supervisors must clearly communicate the goals of the task and track the process to have a chance of success.
Supervisors are afraid of failure or being replaced. Delegating power and responsibility is not easy, and it is risky. Many supervisors are worried about the possibility of failure in the process of delegating power. Some supervisors are afraid to see employees do what they were doing well, or even better, and replace themselves. Some managers are reluctant to delegate. These fears have led to supervisors taking on too much responsibility and work.
How to successfully authorize
So, how exactly do you succeed in authorizing? Management Today concludes that the following must be done for successful delegation:
Full Plan Authorization.
Before delegating authority, the supervisor must first evaluate the relationship between his or her work content and responsibilities, and check whether there is any executive or routine work that prevents him from devoting more time to thinking or planning work.
Supervisors can write down all the major tasks that the work team is currently responsible for, identify which tasks must be done by themselves (e.g., job performance reviews, managing employees), and then decide which work can be assigned to employees by level of importance, risk, and urgency. Routine work or work that previous employees have been involved in (e.g., creating monthly sales budgets or activity reports) is a good place to hand over to employees.
In addition, supervisors must clarify why they want to delegate and not confuse "delegation" with "just want to throw out work they don't want to do." If the supervisor delegates the employee because the employee is more capable of completing the task than himself, or if it can save the supervisor's work time, then there is no problem with delegation. If the supervisor is just lazy, or the task is actually small, then it is better to do it yourself. Studies have shown that when employees have challenging and diverse work content, their job morale increases. But if an employee discovers that his supervisor is just trying to take advantage of him, his or her morale will be lowered.
Choose who you want to authorize.
The tasks delegated must be in line with the characteristics of the employee. To assign tasks to the most suitable employees, managers must have an understanding of the skills of all employees and their likes and dislikes in order to select employees who have the ability and willingness to do a great job.
Fully explain the content of the license.
Supervisors make sure employees understand what they are delegating, what role the task plays in the company (including importance and urgency), and warn employees of issues they may face (e.g., confidential information may be difficult to obtain). It is also necessary to explain to employees the reasons for the authorization and the expectation of the results of the task, etc., to help employees fully understand the meaning of the task and avoid employees being simply assigned tasks.
After informing the employee of the content of the task, the supervisor should ask the employee to repeat it to confirm that he understands the content of the task. Just asking the employee if they understand, and then the other person nods yes, does not mean that the employee really understands. Sometimes it takes as much time and effort to successfully delegate as it does for a supervisor to do it himself, so the supervisor must be mentally prepared.
Schedule support measures.
For example, tell employees who they can turn to when they have a problem, and provide them with the tools or places they need. When a supervisor assigns his or her own work to an employee, he or she also transfers authority. For example, tell your partner that you have delegated the responsibility of analyzing the current market situation to an employee, and ask him to directly assist the employee in the future, paving the way for the employee's success in advance. In addition, supervisors need to let employees know that they can still seek advice and support from their supervisors in the future.
Be truly empowered.
Empowering employees is just as important as delegating responsibility. Supervisors should trust employees to make the right decisions, give employees the flexibility and freedom they need to complete tasks, and don't interfere at every turn. Employees are different individuals than their supervisors, so don't expect employees to do things exactly the same way they do.
Track your progress on a regular basis.
Successful delegation does not end when the employee is accountable, the supervisor needs to regularly track the employee's progress, give the employee the appreciation and constructive feedback they deserve, and convey the sense of concern, and provide the employee with the assistance and guidance they need when necessary. Supervisors and employees can work with them to set deadlines for the completion of different phases of tasks, criteria for evaluating work results, and when and projects for regular meetings between the two parties, and do so to conduct these follow-up reviews. Even if the regular meeting is only a few minutes, the supervisor and the employee can review the goals they have set together and prevent problems in the execution of the task.
February** Dynamic Incentive Program
Review after the completion of the task.
Supervisors and employees alike can see what they can improve the next time they delegate and accept assignments.
How to do a good job of management.
A manager's summary.
If you want to do a good job in management, it is very difficult, don't look at the title of manager printed on the business card, many of them are painted with false names. In order to really do a good job in management, we need to do our homework in terms of ideology, awareness, mentality and methods.
Japan's Kazuo Inamori said, "success is the ability * effort * attitude", from this point of view, ability and effort are positive input, according to the degree of positioning 0-100%, and attitude is -100%-100%, it can be seen that the mentality is obvious in the success of people.
Excellent managers can be achieved through hard work, and I believe that the essence of management lies in the unity of knowledge and action, not only to know, but also to do. To do a good job in management and become an excellent manager, you need to accumulate theory, practice and experience. In general, it is necessary to have the right ideas, a positive mindset and the right approach. From thoughts, to attitudes, to behaviors, to habits, to character, to fate, it is a positive cycle in excellent managers, and it is a process of continuous reinforcement. The author has been engaged in information management for many years, mainly engaged in virtual carrier management, that is, information, is a literary skill; Since the beginning of this year, I have begun to intervene in the real economy of the enterprise, and I have been involved in the management work from the perspective of ** chain and logistics, which is a martial art. A brief summary is as follows:
The ability of an excellent manager is objective and will not be lost due to changes in the objective environment and the transformation of management objects. The so-called, efficient people are always aggressive, inefficient people are always procrastinating, that is, the mentality determines whether everything can be done well in the future, and the concept of positive reinforcement is the magic weapon for management success.
First, conceptual cultivation.
A true leader should have a good sense of understanding that his responsibility is always to create benefits for his followers, not to expand his own interests. The essence of management is to do the work through others, that is, management should be "rule by doing nothing". Management is a challenging job, often depending on the manager's vision, if you don't realize it, you don't know how to do it, and if you know, you will continue to find ways to do it. The value of managers lies in the ability to constantly copy themselves, improve the strength of subordinates, and let go of authorization. However, it is always the responsibility of the manager to delegate responsibility and fail to do a good job, and it is the manager's fault that he cannot let his subordinates keep up with his own ideas and fail to effectively inspire his subordinates.
Second, the mentality is perfect.
Managers should constantly sum up lessons and lessons, constantly improve introspection, and encounter problems to the root, and treat the symptoms and root causes. As a manager, you should always take the initiative to share with your subordinates and build a high-performing team. Of course, the inclusive mentality is also very important, the value of the existence of managers is to improve the shortcomings of subordinates, so when encountering management problems, we must always reflect on our own mentality, do not think that it is the fault of others, and actively willing to share from the bottom of our hearts, and at the same time, we must have the temperament to absorb, accept and tolerate different voices.
Third, the method is appropriate.
1. The management team should grasp four key points, namely, effective vision management, establishment of work standards, clear rewards and punishments in a timely manner, and humanized care.
2. Manage people, first manage and then manage. The management work must first be sorted out, the direction and goal should be clarified, and then there should be follow-up, inspection, and management actions.
3. Learn benchmarking management. Managers should be good at seeking external and internal benchmarks, identifying gaps, and carrying out rectification and improvement.
4. Be a coach-type manager. Coaching involves four processes, that is, to tell him, he says you listen, he does to show him, and he does it to me.
5. Let subordinates learn to think. When subordinates encounter problems, managers should not give direct answers, but should inspire subordinates to think and cultivate their ability to solve problems.
6. Stimulate enthusiasm and desire from the hearts of employees.
7. Firm work beliefs, including that the work is done for yourself, not for the boss, that the work is not done well is not a matter of ability, but a matter of attitude, if you don't do well here, you will not do well anywhere, and everyone must create their own work value, not just to complete the work task.
8. Encourage and promote team learning and establish a learning organization.