First, clear your mind.
A (clear purpose and goal)-clear work purpose is an important prerequisite and guarantee for effective management.
First of all, by defining the purpose of the work, confirming the necessity and value of the work and ensuring to do the "right thing", this is the premise of effective management; Moreover, managers often face complicated situations and numerous affairs; On the one hand, we should accept the task arrangement of superiors and carry out their orders; On the other hand, it is necessary to plan, arrange and command the deployment work to ensure the effective implementation of the deployment work; Also communicate with peers, get support and cooperation, or cooperate with others. Make sure the purpose of the work is clear, whether it is right or wrong, or before the work. Only when the purpose of work is clear can we ensure the direction of implementation and achieve the expected results of superiors. Managers can communicate accurately and give effective orders only after they have made clear the purpose of their work, and they can expect the deployment to be put in place. Only with a clear purpose can there be effective communication and coordination between peers; Do not deviate from the direction; This is an important guarantee for effective management.
After the purpose is clear, it is necessary to set goals consistent with the purpose; The goal is the concrete embodiment of the purpose;
The goal has four functions,
Direction: Clear objectives provide a clear direction for the implementation of deployment.
Cohesion: after the goal is determined, it can stimulate the great cohesion of the group, produce polymerization effect and stimulate the centripetal force of the team.
Motivation: People with goals are more likely to succeed than those without goals. People with goals are higher than those without goals 1 1% ~ 17%.
Evaluation and decision-making basis
B Clarify concepts, ideas and concepts-how to achieve the goal after the goal is determined involves the methods used by the executor and the attitude of the executor; Only by doing things correctly and holding the right attitude can we ensure effective implementation. Concepts and ideas determine the method of doing things, concepts determine the attitude of executors, and concepts are the definitions of things; Idea: Rational idea is the principle that people adopt after judging the operation principle of things. Ideas and ideas determine the working methods and skills of the executors. Concept is people's subjective view of things, which affects people's attitude towards things. For example, the concept of project from 0 to 1 is a set of pictures with fixed numbers. The color and shape of each picture are fixed, but the shape of the picture may be different, and the number of pictures in each person's hand is also different. This is a concept. Concept finds connection and logic from known things and infers the concept of unknown things. This is a team project, and the information in everyone's hands is very important and cannot be neglected. Do your best to collect and feedback information.
When analyzing, judging and making decisions, managers should not rely on intuition and experience unilaterally, but should comprehensively consider and make comprehensive judgments from the aspects of feeling, experience, principle and morality, so as to draw correct conclusions and make correct decisions; For example, according to our feelings and experience, we may feel that we need a puzzle, so it is easy to go astray and lead to the failure of the project by looking for the missing parts from a holistic perspective. But if we find the correct principle, such as finding the relationship and influence from the known information, drawing the law, and then inferring the unknown, it is possible to find the missing picture, proud and comprehensive.
Second, clear focus:
Managers often fall into a busy state, busy and ineffective; There are two reasons for this. First, I acted too much, was caught up in business, and was too busy pulling the cart with my head down to think. Not thinking enough, not prioritizing, what to do by yourself and what to authorize; When to do it immediately and what can be postponed; Second; It is easy to be influenced by many affairs and others, and it is difficult to concentrate on it. If one thing hasn't come to an end, we should deal with other things at once. The essence is that we don't know enough about key work and our attitude is not firm enough. It is difficult to achieve results in the work. To some extent, managers lack the awareness of prioritizing and the ability to grasp key points.
There is a famous economist Valledo in Italy, who pointed out that "in any group of things, only a small part is important, accounting for about 20%, and the other 80% are secondary"; For example, 80% of the wealth in society is in the hands of 20% people, and only 20% of all sentient beings have superior intelligence, while the rest have average intelligence; Through the 28 law, we can judge that there are only a few important things in an enterprise, and you don't need to do everything yourself. Moreover, the manager's time is limited, which can't be stored or extended, and you don't have time to do everything. You must make a choice. Managers should have this idea, concentrate on doing a few key things, and make achievements in a limited time (only one thing can be done at a time, which is determined by human nature, and you can't do two things at once).
Key work classification reference:
The first category: the boss (which can also be understood as your immediate superior, the same below) explains the matters to be implemented and checked; Didn't some management experts put forward "manage your boss well" or "make good use of this resource"? If you can't take everything your boss tells you seriously, you can only talk about it. Sometimes, what the boss tells you may not be urgent, or it may be something you don't think is important, but you can't be self-righteous. Unless you suggest reducing the importance and getting the boss's approval, it must be important. From this perspective, the so-called "first generation time management-memo" does not mean low-level.
Readers will not fail to know this famous saying: "Employees only do what you check, not what you expect", which is also a widely recognized modern theory of execution, management and leadership. I wonder if you, as a subordinate, have ever thought about dealing with it?
The second category: the tasks and objectives promised to the organization or superiors are usually more challenging than the status quo. As a manager, you should know that doing your job well is the basic requirement, and innovation can reflect your value. Innovation includes high indicators, such as 6Sigma, which need more effective work to achieve, and improvement projects put forward by observing the daily affairs of enterprise management, which are very important in any way, especially for your career.
The third category: things that customers explicitly ask or complain about, including customers within the organization. Only by maintaining the relationship between internal and external customers can your value be based. In addition to the importance of the boss's evaluation of you, the customer's evaluation of you has the greatest impact on your future development, which you can't attach too much importance to. Paying attention to external customers can directly bring benefits to the enterprise, and paying attention to internal customers, such as actively cooperating to solve unexpected hidden dangers or problems in the next position in the process, will give you extra points, whether it is your boss or colleagues.
The fourth category: prevention or accident treatment of major safety and quality hazards. Security is the basic condition for the survival of an organization. Quality is the face, reputation and brand of enterprises and owners. Of course it is very important. Generally, if there is no problem, it will become a veto for your upward development.
Category V: Matters affecting the normal operation of production. An enterprise has no output, and nothing can be discussed. Your boss may not ask directly, but you should know that this is the most important thing in their bones. If everyone has this understanding, the production managers of enterprises should feel at ease, because they are always in the normal state of "the hardest work, the right thing to do well, and the problems are exposed".
The focus of the enterprise personnel at all levels is:
The top management is responsible for the strategic decision-making and overall control of the organization. Industry awareness and decision-making ability are required. And have the ability to coordinate and motivate.
The middle managers are responsible for the planning, guidance and control of the department. Need to have comprehensive professional knowledge and guidance ability. And have the ability to coordinate and motivate.
Grass-roots managers (doing things correctly) are responsible for the specific business guidance, implementation and control of the work site. Need to be familiar with operating skills and knowledge. And have the ability to solve on-site work problems and incentives.
Precautions:
(1) Distinguish pressure work from key work:
It is not necessarily the key work that brings pressure, but another explanation of pressure can be regarded as urgency; Internal affairs and immediate things often cause stress; If we pay too much attention to internal affairs and ignore the influence of the external world; If we pay too much attention to the present and neglect to plan ahead; We will always be trapped in dealing with internal and immediate problems and crises, and feel stressed and unable to get rid of them.
(2) The key work is dynamic change.
The key work will change with the different task objectives, problems and contradictions. For example, with the arrival of summer, the temperature of workers' working environment rises, and the influence of temperature change may become a key work, and problems involving quality and safety will be highlighted. Quality and quality month usually begin with the arrival of summer; Carry out hidden danger investigation, standardized operation inspection, reasonable suggestions on quality and safety, essay-writing speech contest, etc.
(3) The "temporary extension" shall be completed in time.
Some work that is excluded from the key work should be completed at an appropriate time, and it cannot be temporarily postponed and never done again;
Third, clear standards.
Managers often complain about poor understanding, low awareness and poor implementation of deployment or employees. To some extent, in fact, the deployment failed to reach the ideal level expected by managers. If the deployment implementation is not in place, first of all, managers need to ask themselves how to do it and to what extent; That is, the deployment is not clear about the process and method of doing things, and the results; If we don't know, we can't blame the employees. We should review our management methods (whether the orders are specific and the standards are clear). After all, there are only a few conscious people, and most of them obey orders, so relying on consciousness itself is unreliable. Therefore, for simple matters, it is necessary to issue them in place, routine matters, operational requirements and methods are in place, the results are described in place, and there are standards to follow; Complex things should gather the strength of all people, and all kinds of situations should be considered clearly when the plan is in place.
Standards belong to the category of scientific management, which was born in the early 20th century and is the product of industrial development. It was put forward by Frederick Winslow Taylor. /kloc-at the end of 0/9 century, the industrialization of the United States developed rapidly, and a large amount of capital entered the industrial production and manufacturing fields; Promote the further expansion of production scale and the increase of personnel; Due to the backward management mode and tense labor relations, the production efficiency is low, and a large number of workers have some bad events, such as dawdling and being lazy. In order to improve this situation, American enterprises began to organize a group of experts to consciously study the management model. In this process, Taylor put forward the idea of scientific management through scientific research and practice. Taylor made an observation experiment in Bethlehem Iron and Steel Plant. He found that when workers shoveled, each shovel weighed 22 pounds, and the work efficiency was the highest every day. But at that time, workers brought their own shovels of different sizes, and different kinds of materials used the same shovel, so it was difficult to ensure the quantity of each shovel (the shovel was too big for workers to be tired, and the shovel was too small to waste labor). At this time, he proposed a unified shovel size and classified operation. When shoveling different materials, the company is uniformly equipped with shovels of different specifications; When the front shovel is working, the shovel load of each front shovel is just close to 22 kg; In addition, in order to improve efficiency, the action of shovel is also standardized; By standardizing operation equipment, operation actions and workload, the daily workload of an operation is increased from 16 tons to 59 tons.
The significance of standardization:
(1) Standardize operation methods, improve operation efficiency, product quality, reduce process waste and reduce costs;
In the 1990s, there was a domestic catering brand named Ronghua Chicken, which made fast food similar to KFC. Because the products were more in line with the reality of China market, they were quickly accepted by consumers, and enterprises also developed rapidly. They even went abroad and entered Singapore, and even released the rhetoric of "Ronghua Chicken follows wherever it goes". However, the rapid expansion has led to various problems, the most prominent of which is the quality of food. Because the cooking of food depends entirely on the chef's personal experience, the chef cooks a taste when he is in a good mood and a taste when he is in a bad mood, which leads to different tastes when customers buy the same food. Moreover, the hospitality service of store staff is not standardized, and service staff often get bored and have disputes with customers because of the increase in reception. Later, after entering 2000, it declined and finally closed. On the other hand, KFC is different. The waiters in KFC have strict service standards and terminology specifications, always smile and have friendly language. KFC's meals also have various production standards. For example, the time for a pot of fried chicken in KFC is 13 servings for 30 seconds, and the French fries cannot be sold until 7 minutes later, otherwise the fried chicken will take more than 1 half an hour, and the hamburger will take more than 18. It is strict control standards that ensure the quality of service and food.
(2) Build a knowledge platform and disseminate technical experience;
The company I used to work for organized some personnel to carry out standardized research and improvement every February and June 5438+ 10, so as to turn personal experience into organizational knowledge and wealth and serve the organization. If the technology is in the hands of a few people, the quality will be unstable only at the experience level. Substitution may affect the quality and rely on competent people. Moreover, experience is difficult to be passed down one-to-one or one-to-many, and technology is likely to be passed down; Making the invisible experience visible becomes the graphic standard. On the one hand, it is convenient for others to learn and sort out the inheritance of experience. On the other hand, with reference, we can do more targeted analysis, find out the advantages and disadvantages and upgrade and improve.
(3) forming a control basis to ensure the realization of the goal;
In order to achieve the work objectives, managers should control the deployment process, how to control it and on what basis; Control includes three steps: first, observation, second, comparative analysis, third, correction; Standards are the basis and basis of control. When deploying in the implementation process, did you do it right and what was the gap? By comparing the current situation with the standard, we can know where the problem lies, and then make adjustments and improvements to correct the problems and achieve the goal.
Fourth, clarify responsibilities, rights and interests.
Responsibility, that is, work, the work that should be undertaken in the post is generally within the scope of work and the goal to be achieved. At the same time, the responsibility also includes the losses that should be borne if the work is not done well and the relevant results are obtained; However, if there is a person in charge and the only person in charge, this work cannot be ignored. In addition, there must be inspectors. According to the first inference of human nature theorem, "People can be lazy, but they must not be lazy". Even if anyone can be lazy, work must be checked whenever it is not checked, and important work must be supervised. According to the third inference of human nature theorem, "things that may happen but should not happen will definitely happen", such as: (the boss's son's procurement corruption case); Therefore, wherever there is a job, there must be a person in charge, an inspector, an important job and a supervisor. Inspection focuses on the results, well-founded, supervision focuses on the process, and black-box operation.
Rights, in order to enable those who take responsibility to fulfill their responsibilities, give them rights, coordinate and control resources, and achieve the promised results. Rights are guarantees; Rights can activate individuals to some extent, because people's adaptability determines what self-control is (I think I am the master). I think, I will do it, I will realize it, and I will exist; Giving employees a certain range of ruling power and autonomy can greatly enhance their desire, initiative and creativity; Authorization can also liberate managers to a certain extent, so that managers have more time and energy to deal with more important work. However, there are several issues that need to be clarified in terms of authorization. Authorization does not mean decentralization, nor does it mean that the responsibility is completely passed on. The licensor still has to bear multiple responsibilities before and after authorization. Before authorization, the licensor should identify and cultivate the authorized object and bear the risk of authorization failure. It is necessary to find the object matching the authorized items or cultivate the ability to allocate them with related affairs, and authorize them at the right time. Authorization should supervise, supervise and display the results, but don't restrict the deployment action, don't interfere too much in cultivating the authorization essence of deployment, and promote the independent working ability of deployment; After authorization, if the parties fail, the licensor should bear the corresponding responsibilities, improve the recognition ability and cultivate people with failure pressure; Promote the success of re-authorization; Managers should avoid putting all the responsibility for the failure of authorization on deployment, because deployment is to perform duties instead of managers; The main person in charge should also be the manager himself.
Benefit: According to the second inference of the human nature theorem, people will certainly not be lazy when they are industrious and useless, so in order to make the deployment take positive actions, they must need the return of benefits as traction. Benefits not only refer to material benefits, but also easily lead to poor deployment. Deployment will ignore the value of learning growth, ability improvement and self-expression. Moreover, the cost of the organization will increase, the organizational atmosphere will deteriorate, and the formal results will be emphasized rather than the substantive benefits. Therefore, we should pay attention to the balance between material interests and spiritual interests; Especially for post-85 s and post-90 s; These people are generally born in wealthy families, and the general material incentives have been difficult to achieve results, because their material desires have been relatively satisfied. I have worked in enterprises in Jiangze area, and many people drive Mercedes-Benz BMW to work. How do you motivate him? When we went to a state-owned enterprise, the staff indicated that it was not for money to lead me to work, as long as you made me comfortable. So these people may want to be more dignified, more valuable and more enjoyable in the organization. Managers should pay attention to employees' work experience in the organization, so that employees have a sense of existence, acquisition and value. Ask for their ideas and suggestions on work, respect the deployment of labor, give more feedback, ask more questions, praise more and affirm more; Let it feel the respect of organization managers for individuals; We should help them improve their working ability, let them see and feel their progress and feel that they have gained something in the organization; Provide a stage and opportunity to show work ability, and promote the improvement of work performance and the embodiment of work results; Let him feel his value to the organization and others. In addition, in the previous responsibilities, we mentioned that the responsible person should also bear the consequences of failing to perform his responsibilities, that is, if he does not do well, he will be punished, and how to punish him; Remember two sentences: "teaching without punishment is vertical, and punishing without teaching is abuse." If you explain the consequences of not taking responsibility, but the implementation is not in place, you have no punishment, which is called conniving at deployment errors. If you don't explain the consequences, you will be punished. This is called employee abuse, which will lead to employee dissatisfaction.
Proportional relationship between responsibility and right
Responsibilities and rights should be in a balanced state as far as possible to make the best contribution to the organization; Produce the greatest benefit;
There should also be a capacity axis among responsibilities and rights, which is lower than either side; The ability is basically qualified for the job requirements, but there is still room for growth, which is a reasonable way; However, the ability should not be too great, otherwise the ability will play with rights, and the ability must be less than the ability to match the benefits obtained, otherwise it will seek other ways to obtain greater benefits; With the increase of ability, the related responsibilities and rights will also expand.
The logic of responsibility and right must be the existing target responsibility when designing the post. In order to fulfill the responsibility, what kind of rights should be given? Only by fulfilling the responsibility and fulfilling the commitment to the responsibility can we get the due return of benefits.
Fifth, clarify the problem.
The problem is the gap between goal and present situation, ideal and reality, and there are three kinds of problems; Fire extinguishing problems, problems found and problems predicted; Fire-fighting problems refer to problems that have occurred or suddenly appeared, have an impact and need immediate treatment; Finding problems: it also refers to improving problems, that is, the current situation is not good enough and there is still a gap with the ideal situation. Through discovery, problems can be found;
Predictive problems: looking forward to the future, possible problems and problems to be solved.
As long as there are problems in the development of things, no one can avoid them, so we must adopt a correct attitude and way towards them;
Before things start, we should try our best to predict the possible problems in the process; Take countermeasures to prevent and deal with problems, so as to minimize the impact when problems do not occur or occur; In the process of work, we should monitor the progress of things, capture information in time, pay attention to the occurrence of problems, and deal with them well; Problems must be dealt with in time. The more timely the problem is handled, the less impact it will have, and the less difficult it will be to deal with it. After the problem is solved, the experience of solving the problem should be optimized, solidified and standardized, and written into the process and standards to prevent similar problems from happening again.
Case: a residential unit building with two stairs and four households; A passenger elevator, a freight elevator. The freight elevator is mainly used to transport some articles, and sometimes the cleaning staff of the property will use the freight elevator to transport the garbage upstairs. Once, about Wednesday afternoon, the passenger elevator broke down and could not be repaired at night, so something happened the next morning, because the cleaning staff had to transport the garbage downstairs and the staff at work had to go downstairs, and the garbage was crowded with people. The problem broke out and the conflict broke out. Aunt, look at the time when you take out the garbage. There are many people. No brain, all kinds of rhetoric, aunt, very wronged, no way, the property manager will check at work, the garbage must be sent to all floors before 8 o'clock; I spoke for my aunt. Aunt can't be blamed, but the work arrangement of property management personnel is not in place; Yesterday, the elevator broke down. Relevant personnel should meet the possible problems today and make good arrangements.
Sixth, clear resources.
In order to achieve the goal, what resources are needed, what are available and what are not, and how to integrate them; Managers should have the awareness and ability to integrate resources;
(1) concept, establish a modern management concept that any resource can be used.
Managers must first realize their limitations. We can be the subject to solve the problem, but it doesn't mean that the subject must have all the resources. Managers should be good at thinking inward, looking for strength and wisdom, finding out outward and looking for resources for our use. For all resources, the correct attitude is that resources are not useless, but are used in the right place, and the right way is useless. For example, how to use it for a person with low IQ.
(2) On the horizon, we should have a broad vision and unique vision.
Broad vision and unique vision. Leaders who are good at integrating resources often have a unique vision, can see the value that others can't see from one thing and one person, have a broad vision and rich imagination, and can connect seemingly unrelated things in series to make contributions to achieving the same goal and completing the same task.
The British Library is a world-famous library with a rich collection of books. Once, the library had to move, that is, from the old library to the new library. As a result, the handling fee is several million, and there is no such money at all. What shall we do? Someone gave the curator an idea. The library put an advertisement in the newspaper: From now on, every citizen can borrow 10 books from the British Library for free. As a result, many citizens flocked to the library and borrowed all the books within a few days. The book is out, how can I return it? Everybody back to the new building. In this way, the library borrowed everyone's strength to move once. I believe you want to be like the British Library. If you can find your own "power of 422" (books) and dare to use it (free borrowing), everything will be easy. Giving is sometimes a kind of borrowing. Borrowing is not only a kind of ability, but also a kind of courage and wisdom.
(3) In behavior, we should pay attention to overcoming the influence of "competitive psychology"
For leaders, integrating human resources inside and outside the organization is often the most important ability. However, the performance of many leaders in this respect is not satisfactory, and one of the important reasons is often that their inner "competitive psychology" is at work. Many leaders, especially those with professional background and strong professional ability, are prone to have a kind of "competitive psychology", that is, consciously or unconsciously comparing their professional expertise and level with others, which often brings negative effects.
The emperor bought wine in Nangong, Luoyang, and said, "Che Gong and General dare not hide me. They all expressed their feelings: Why do I have this world? " Why did Xiang Jia lose the world? "Gao Qi and the grave said to each other," Your Majesty made people attack the city a little, because it is good for them and the whole world; Otherwise, Xiang Yu will be harmed by those who have made meritorious deeds, and the sages will doubt them, which is why they lost the world. ""Gaozu said, "The public knows one thing, but not the other. I am not as good as an ovary, because I am a winner thousands of miles away. I'm not as good as Xiao He, because I can help the country and the people, and I get paid. Even if it is a million-strong army, we must win the battle and attack it. I am not as good as Han Xin. These three are outstanding people, and I can use them, so I win the world. Xiang Yu has a Fan Zeng, so he can't use it. That's why he was arrested for me. " Ministers persuaded.
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