Top Management: Make Good Use Of Encouragement And Motivation Information

High level should encourage and encourage information. In many cases, encouragement at the top is better than the usual bonus of several times. Of course, encouragement also requires continuous innovation, and even needs to establish a more incentive target system.

It should be noted that the top level should provide more specific incentives for the middle level. The encouragement for the grass roots is more focused on the spiritual aspect, while for the systematic problems, the middle level should be reminded.

High level should make good use of private way to communicate with management objects. Especially in the critical case, senior managers should communicate with objects in a relatively private space and present facts, ask questions, contribute suggestions and ask for supportive needs. Taboo in the open space to criticize the management of objects, more taboo in other subordinates and colleagues in front of criticism of subordinates, and emotional language shows that a person lacks the minimum accomplishment as a senior executive, need serious reflection.

Executives must have a strong sense of human resources and learn human resources. scientific management Method. Because executives are living corporate culture, good slogans and calls are not as good as executives' day-to-day management. We need to know that the cost of recruiting a company to any employee is very high, and the behavior of executives will actually affect the degree and speed of the transformation of company cost to output.

　　 Top management It looks like the switchboard, though it doesn't need to be hands-on, it needs to be accessible whenever people need it. Because it doesn't always matter what they want to find, executives' consciousness is always online.

Executives need to take the lead. This is the basic way to build prestige and understand the crux of the problem. Good executives need to build an empowerment system, continuously coaching and training team members to master their own knowledge and skills, and constantly develop and explore new knowledge and skills, and once again transfer to team members.

Executives must become learning paradigms. Knowledge update is fast, and the backward knowledge of executives means the team's overall backwardness. Only when executives learn in time can they guide the learning direction of the team and set up a sample of learning for everyone. The slack of executives makes team learning impossible or inefficient.

Executives should be good at active social interaction, because they are the internal and external connections of company resources, and are the specific manifestation of the company's image and business. Executives should not be just an internal position, but also a member of the corresponding professional management circle. business The social participants in the field involve the ability of resource integration, and whether they can grasp the overall development level in the circle, but will not become a lonely and isolated lagging behind.