The core eight words of management
The eight core words of management. Any outstanding manager must insist on managing the team and making the team play its role. If you don’t know Let me answer your questions about the eight core words of management. Please read on. I hope it will be helpful to you. The core eight words of management 1
Problems, solutions, masses, mobilization.
The core of management is people. Management activities should give full play to people's initiative, creativity and enthusiasm based on sufficient conditions for people's thoughts, feelings and needs.
Employees are the main body of an enterprise, and employee participation is the key to effective management. The most perfect development of human nature is the core of modern management and serves the fundamental purpose of personnel management. The purpose of management is to study how to improve the level of productivity through reasonable organization and allocation of human, financial, material and other factors under existing conditions.
The management of any organization is to obtain certain benefits, and the level of benefits directly affects the survival and development of the organization. Management should establish a correct view of benefits, organically combine economic benefits with social benefits, and evaluate benefits as objectively and fairly as possible.
Related introduction:
Management functions are generally divided into several relatively independent parts based on the internal logic of the management process. Dividing management functions does not mean that these management functions are unrelated and distinct.
The significance of dividing management functions is that management functions divide the management process into several relatively independent parts. In theoretical research, it can describe the entire process of management activities more clearly, which is helpful for actual management. work and manage teaching work. By dividing management functions, managers can help realize the professionalization of management activities in practice, making it easier for managers to engage in management work.
Achieving specialization in the management field, just like achieving specialization in production, can greatly improve efficiency. At the same time, managers can use the functional perspective to establish or reform the organizational structure, and stipulate the responsibilities, obligations, and powers within the organization as well as their internal structure according to the management functions, thereby determining the number, quality, education, profession, skills, and knowledge of management personnel structure etc. The core eight words of management 2
What are the management methods
1. Management method 1
Management method 1 is called "autocratic-authoritative" . Supervisors who adopt this style are very autocratic, rarely trust subordinates, use methods of fear and punishment, occasionally use rewards to motivate people, adopt a top-down communication method, and have decision-making authority limited to the top level.
2. Management style 2
Management style 2 is called "enlightened-authoritative style". Supervisors who adopt this style have full trust and confidence in their subordinates; Adopt an incentive method that uses both rewards and punishments; allow a certain degree of bottom-up communication and solicit some ideas and opinions from subordinates; grant subordinates certain decision-making powers but firmly grasp policy control.
3. Management style 3
Management style 3 is called "consultative". A supervisor who adopts this approach has considerable but not full trust and confidence in his subordinates. He often tries to adopt the subordinates' ideas and opinions; uses rewards, occasional punishment and a certain degree of participation; engages in two-way communication up and down. Information; while major policy and overall decisions are made at the top, lower levels are allowed to make issue-specific decisions and, in some cases, negotiate.
4. Management style 4
Likert believes that management style 4 is the most participative way and can be called "group participatory". Supervisors who adopt the fourth method have full confidence and trust in their subordinates in all matters, always obtain ideas and opinions from their subordinates, and actively adopt them; they are very concerned about setting goals and evaluating progress made in achieving goals. , organize groups to participate in their affairs, and give material rewards on this basis; engage in more communication between superiors and subordinates and colleagues; encourage organizations at all levels to make decisions, or work together as group members with their subordinates.
In short, Likert found that those executives who apply management style 4 in their operations are the leaders who achieve the greatest success. In addition, he pointed out that departments and companies that adopt Management Style 4 are the most efficient and generally more productive in setting goals and achieving them. He attributed this success primarily to the level of group participation and the extent to which practical practices for supporting follower participation were adhered to. Eight core words of management 3
What are the management models
1. Family management model: The management of the enterprise is realized through the cohesion function of family blood relations.
2. Friendly management model: Management of the enterprise is achieved through the cohesion of friendship relationships between friends.
3. Warmth-based management model: Emphasizing that management should mobilize more of the inner role of human nature and emphasizing human touch.
4. Randomized management mode: manifested in two forms.
One is characterized by authoritarian management, and the other is management in which the government interferes with the company's whereabouts.
5. Institutionalized management model: refers to promoting enterprise management according to certain established rules.
6. Systematic management model: Completed by completing the establishment of seven major systems such as strategic vision management of the enterprise organization, division of work responsibilities, salary design, performance management, recruitment, full-staff training, and employee career planning. manage.
How to effectively use management methods
First, set goals
A manager must first set goals. He decides what the goals should be, what should be done to achieve them, and what the specific goals of these goals are in each area. He communicates these goals to those involved in achieving them so that they can be achieved effectively. Setting goals is a balance: a balance between the results of the enterprise and the realization of the principles that a person believes in, a balance between the current needs of the enterprise and future needs, and a balance between the goals to be achieved and existing conditions.
Second, engage in organizational work
In a certain sense, what managers are engaged in is organizational work. He analyzes the activities, decisions, and relationships required. He classifies the work into manageable activities, and further divides the activities into manageable tasks. He combined these units and operations into an organizational structure.
Third, engage in motivation and information exchange
People work for different reasons, some do it for money, some do it for social status, some do it to gain the appreciation of others, and some do it for others. It’s about gaining satisfaction and self-development at work. As a manager, it is important to understand the needs and changing needs of these people to ensure that employees are working as effectively as possible. Simply put, motivation is about inspiring and guiding employees to achieve good performance. Managers should train employees, provide them with challenging and interesting work, and motivate them to pursue excellence at work. More importantly, as a manager, you must trust your employees and treat them fairly.
Fourth, establish performance measurement standards
Managers must establish measurement standards. And metrics are critical to overall organizational performance and individual performance. Managers determine a measure for each individual. The measurement criteria should not only focus on the performance of the organization, but also focus on the individual's work and help him do it well. He analyzes, evaluates and explains achievements. He communicates the meaning and results of these measurements to his subordinates, superiors and peers. Measurement requires first and foremost analytical skills, but it also requires that measurement be used to promote self-control rather than as a tool to control others.
Fifth, cultivate others (including yourself)
The most important job of a manager is to cultivate people. The direction of this cultivation determines whether the person—both as a person and as a resource—becomes more dynamic, or ultimately loses his vitality altogether. This applies not only to the people being managed, but also to the managers themselves. Whether a manager trains his subordinates in the right direction and helps them grow and become taller and richer people will directly determine whether he himself develops, whether he grows or shrinks, whether he is richer or poorer, whether he makes progress. Still regressing.