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Five things that the head of the department needs to implement at the end of the year
The head of the department is the mainstay of the company's business development, playing the role of connecting the previous and the next, not only in accordance with the company's requirements to lead the team to achieve win-win results and achieve the expected goals, but also to manage upward, accurately implement the instructions of the leadership, and obtain the resources and support in the hands of the leader, in order to play a role in the company.
At the end of each year, it is also the most critical time for the head of the department, not only to report to the leader the work summary of the year and the plan for the next year, listen to the instructions of the leader, always be consistent with the leader, and truly become a strong executor of the leadership concept, but also to organize the team to do a good job in the year's work summary and the next year's work deployment, encourage morale, improve confidence, truly become the leader of the team's progress, and lead the team into the next year's hard work.
First: carefully do a good job of annual work summary and analysis report
As the head of the department, no matter what kind of achievements the team has made, we must carefully and carefully summarize and analyze, find the advantages in the work through the summary and analysis, continue to carry forward, make persistent efforts, find the shortcomings in the work, the opportunities for promotion and the existing threats, and find ways to make up for them through various channels in the next year's work, so as to lead the team to achieve the expected win-win goal; At the same time, according to the results of the summary and analysis, as the basis for the department head to plan the learning direction, plan and implement the improvement direction in the next year, ensure that his work and ability tend to be more perfect in the next year, further win the trust of the team and the recognition of the leader, and win more opportunities (opportunities) for his future career.
Therefore, the head of the department must carefully summarize and analyze the work of the year at the end of the year, mainly including:
the achievement of the department's objectives during the year;
the completion and implementation of the annual work plan;
the improvement of the department's management rules and regulations;
Improvement of the sense of responsibility of the departmental team;
the overall situation of the improvement and improvement of the department's work;
deficiencies in the implementation of the department's work;
how to improve the shortcomings in the next fiscal year;
The direction of the department's work plan for the next year includes training;
Second: make an annual work report to the leader
The head of the department is the mainstay of the company's business development, and must always be consistent with the leader, accurately understand the instructions and directions of the leader, and integrate into their own work.
Therefore, at the end of the year, as the head of the department, we must be prepared to make an annual work report to the leader, fully demonstrate our strength, including logical ability, expression ability, grasp the key points, and display data, in order to achieve "simple and clear, focused, clear thinking, and clear organization", so that the leader can do a good job in the planning requirements in his heart in the process of listening and thinking, and facilitate the leader to give accurate guidance and help to the department head.
There may be different ways of annual debriefing in each company, as the head of the department to prepare two forms, one is PPT format, the other is word format, to make full preparations before the debriefing, to prevent the quality and effect of the debriefing due to insufficient preparation, and to affect the status and weight of the department head in the minds of the leaders; Secondly, whether it is the preparation of PPT format or the preparation of word format, it is necessary to demonstrate it from beginning to end before the debriefing, the purpose: to ensure the logic and consistency of the content of the debriefing report, and to prevent conflicts;
Ensure the accuracy of the content of the debriefing report, especially the data, to prevent dissatisfaction among leaders;
Ensure that your language expression is fluent in the process of debriefing to prevent jamming;
Make sure that you are self-justifying in the process of debriefing to prevent self-contradictions;
Ensure that after the debriefing, you can give satisfactory answers to the various questions and questions of the leader;
Ensure that the content of the debriefing report is consistent with each other to prevent the situation of neglecting the end;
Third: Organize the team to hold an annual summary and analysis meeting
The head of the department is the leader of the team and the leader of the team, not only to be good at supervising the continuous progress of the team, but also to be good at fully empowering the team, so the annual team summary and analysis meeting is also very important for team management, after all, the team has worked hard for a year with the head of the department, and has worked diligently for a yearThis is human nature, and no one can change it.
Therefore, the head of the department must pay attention to the annual summary and analysis meeting of the department team from the ideological point of view, and make sufficient preparations before the meeting, mainly including:
Preparation of meeting materials;
the manner in which the meeting was conducted;
The opening remarks of the meeting were presented;
the layout of the atmosphere of the venue;
the order in which the presentations will be made at the meeting;
the mobilization of the atmosphere during the meeting;
Highlights of the discussion;
Deployment planning of work priorities for the next year;
arrangement of meeting minutes;
how the departmental team celebrates after the meeting;
Because the department's annual summary and analysis meeting is not only a simple summary and analysis meeting, but also a good opportunity to cheer up the team, a good time to strengthen team cohesion, a good time to enhance the leadership charm and dignity of the department head, a good time to shorten the distance between the department head and the team, and a good time to open a good start to the next year's work.
Fourth: plan the training plan of the department team for the next year
Managing a team starts with training and ends with training.
At the same time, training the team is also to enhance the ability of the department head in management, consolidate the position of the department head in the team, and it is a very effective measure to ensure the realization of the team's win-win goal.
Because, no matter who it is, it is for fame and fortune in the hard work, no one can escape, through training, can not only ensure the team's name - ability to be continuously improved, but also to ensure the team's profit - performance to obtain security.
Therefore, every year, the head of the department must pay attention to the training planning of the department team for the next year, ensure the compliance and suitability of the planned training content, and further improve the team's quality awareness, safety awareness, responsibility awareness, team awareness, efficiency awareness, rule awareness and work skills.
The training of the planning department must start from the following points:
the company's annual business development plan;
the future expectations of the company leaders for the team;
the results of the department's annual work summary analysis;
the direction of annual improvement and improvement determined by the department;
various deficiencies in the department during the year;
Fifth: Determine the objectives of the department according to the company's operation
With the team, we must plan the team's goals, because the goal is the direction of the team's struggle, with the direction, there will be motivation, with the direction, will not be confused, with the direction, the heart will have the bottom; The goal is the benchmark of the team's efforts, the criterion of the team's self-inspection, and the binding force of the team's self-control;
Therefore, the head of the department must be good at determining the goals of the department, giving the team a very clear direction of effort, and also giving himself a very clear direction of effort, so as to ensure that in the process of leading the team to forge ahead, he will always maintain the same direction with the company's development direction and prevent deviations.
In addition to applying and following the SMART principle to determine the goals of the department:
Clarity of objectives to ensure that the department's understanding of the objectives is consistent to avoid disputes in the process of achieving the objectives;
The measurability of the target must be informed of the assessment and accounting method of the target to prevent misunderstanding and internal friction caused by different accounting methods;
The achievability of the goal, it is important to fully consider the determination of the goal
Actual achievement of the previous year's target.
The actual situation of the team members.
The reality of the team's hardware and software.
The actual development of the industry.
Prevent the goals set from being too high or too low and making them meaningless.
The relevance of the goal, it is important to ensure that the goal is determined;
The consistency of the goal and the company's business development direction.
Alignment of objectives with the core responsibilities of the department.
Prevent the identified goals from getting off track and making them meaningless.
The deadline for achieving the goal is very important, otherwise it will lead to all kinds of controversy and prevarication. 
1.At the end of the year, on-site security is going to do this.
2.Pragmatism is always the magic weapon for managers to win.
3.Leading the team, doing safety, managing quality, and creating benefits, we must adhere to the six words.
4.On-site safety management - requirements for human behavior and status (56 items).
5.The key to whether safety work can be done well lies in these two words.
6.The main work content of the day of the on-site safety officer.
7.Manage safety, do safety, these "six ones" must not appear.
8.I don't know this, I don't know that, how can I lead a strong team?
9.Reasons for employees to violate rules and disciplines: seven deficiencies.
10.These inspections are more terrible than safety hazards (above).
11.These inspections are more terrible than safety hazards (below).
12.Good security managers are dual roles.
13.Employees before the formal operation every day: self-inspection and safety 36 questions.
14."Five confirmations" before process quality supervision and inspection
15.To manage on-site safety, we must achieve "ten in place".
16.To do a good job in production management, you must be familiar with at least these five points 17Check the role of the "four guides" of safety.
18.What should be the most important thing for on-site safety inspectors?
19.Top 10 characteristics of a good production manager.
20.Safety production management is about treating every time correctly
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Learning by thinking: turning what you think into reality;
Practice after learning: Transform what you have learned into standards;
Verified in practice: the implementation of standards produces benefits;
Review in verification: strengthen cognition and enhance competitiveness;
Learning, digesting, understanding, thinking, applying, reviewing, and strengthening.