Know 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. There are differences in the understanding of employees from the primary stage to the advanced stage, which can be divided into three stages: the first stage: understanding 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. 2 Listen to the voice 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.

3 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 pointer changes, he should turn the steering wheel to prevent the rollover from hitting people. The same is true for managers. If managers want employees to run on the established track, they should carefully observe 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.

4 have both ability and political integrity, and use it.

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 correctness and speed of doing things, and getting full marks is an excellent employee. 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.

5 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. Managers' personality charm such as morality, temperament, wisdom, knowledge and experience makes staff resources obey 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. Short story: See how to grasp the key points of motivating employees.

7 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.

8 Stimulate the potential of employees

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

(1) material incentives

Material incentives play a very important role in stimulating the enthusiasm of employees. There are many kinds of material incentives, and corresponding methods must be taken according to the different characteristics of each post in order to achieve the best incentive effect. There is no absolute difference between material incentives and material incentives, but rather a relative concept. In the process of designing material incentives, the most important thing is to embody the principle of "fairness", take the company's development strategy and business plan as the guide, and formulate a performance-based material incentive system according to the performance created by each employee, which fully embodies the concept of "creating more value and getting more returns".

(2) Spiritual encouragement

Spiritual motivation is another way to motivate employees. There are also many ways of spiritual encouragement. Enterprises should be good at innovating ways of spiritual encouragement and fully mobilize the enthusiasm of each employee.

In order to achieve the maximum incentive effect, enterprises should be good at effectively combining material incentives with spiritual incentives. If only one of the incentive methods is adopted, the purpose of effectively motivating employees will never be achieved. One-sided emphasis on material incentives will easily lead to money worship of employees and increase the incentive cost of enterprises. It is useless to rely too much on spiritual encouragement. Spiritual encouragement can only arouse the enthusiasm and creativity of employees in a short time. If there is no corresponding material encouragement as a guarantee, it will be difficult to produce long-term results. The practice of many state-owned enterprises before the reform and opening up has proved this point.