Management Is "Management" + "Reason".

< p > a boss asked me such a question: < /p >

< p > he has a < a href= "//www.sjfzxm.com/news/index_c.asp" > business department < /a >, headed by a business manager.

There are more than a dozen people in this department, two of whom do the best, but not with other colleagues.

The reason for the bad relationship is that the other two colleagues are not sociable, and they have been robbing their businesses, resulting in poor performance.

In the two men's eyes, they were jealous of others because they did not work as hard as they did.

The head of the Department advised the boss to drive the two men away so as to rebuild the harmony of the Department.

The boss is in a dilemma: is it to accommodate those two capable people or to accommodate everyone? /p

< p > I asked my boss: "is there any problem in the two businesses?"

I said: the real problem is that your department manager has not played its part.

< /p >

< p > such things often happen in every enterprise.

When a colleague is in conflict, the manager makes a simple response: this person is right, that person is wrong.

We often blame the problem on a certain person, and think that we can deal with everyone.

But when we dismiss the disobedient and disagreeable people, the enterprises lack the power of different voices and competition, and the result is often the company's performance.

< /p >

< p > the right way is to let managers become real managers.

< /p >

< p > what is the real manager? The real manager is to "manage", and the two is to "reason".

< /p >

< p > "management" means managers should learn to look at the overall situation.

What is the overall situation? It is the goal of an enterprise as a whole, not just a brief "harmony" within the Department.

"Management" means that managers themselves become an example for everyone to keep up with themselves.

"Management" means making a difference with subordinates, including those you do not like but have no personality problems.

"Guan" means that people know how to make good use of them, and can use those who are difficult to manage as "Shun Liu", rather than simply expel people who are not well managed.

"Tube" means to learn to delegate pressure, and also to help subordinates solve problems.

"Management" means learning to motivate, to learn to praise and criticize, especially to criticize the art of "management", which means to assume the responsibility of one's own department rather than simply considering problems as subordinates' problems, and being high above himself as referees.

"Management" means more result oriented and solve problems in departments.

< /p >

Applying p to the previous examples means that department managers should start changing their own practices to solve their own departments' problems instead of pushing them to the boss.

< /p >

< p > usually, the "tube" principle is relatively easy to understand.

Over time, a manager will become more and more proficient in the art of managing people.

What managers really can't do is "reason", because many managers do not know that this is their responsibility, but simply equates management to command and equals order.

< /p >

What is "P"? "Reason" is combing, that is, summing up experience and summing up a lesson is to try to fundamentally change one thing.

"Reason" means redefining rules and eliminating them from the perspective of rules.

The focus of "management" is to change people, change people's attitudes, and change people's abilities; the focus of "reason" is to change things, change processes, and change unreasonable practices.

< /p >

< p > If a href= "//www.sjfzxm.com/news/index_c.asp" > manager "/a" only "tube" does not "rationale", even if your "tube" ability is good, the same problem will arise later.

As an example in this article, if managers are not sensitive enough to solve the problem of task allocation rules in the Department, similar contradictions will arise later, but when the Department has a strong personality, it will appear as an open contradiction, while those with no personality will hide it.

But problems always exist and always affect the efficiency of departments.

< /p >

< p > I think there is not much difference in the aspect of "management", but there is a very big difference in the aspect of "reason".

In other words, the larger the management department and the larger the number of management, the more we need to learn "reason" and learn to establish rules and adjust rules.

And these things to be "rationale" are: < /p >

< p > determine the things and goals to be done; < /p >

< p > determine organizational structure, divide and rule; < /p >

< p > determine specific posts; < /p >

< p > determine performance and < a href= "//www.sjfzxm.com/news/index_c.asp" > incentive mechanism; < /a > /p >

< p > determine system, manage by system rather than by manager's charm; < /p >

< p > determine the process and ensure the quality of the work through process rather than punishment.

< /p >