Relationship Between Management Pparency And Management Execution

Not long ago, a friend talked to me about their company's situation, saying that the boss was clear about everything in management and had his own development plan.

Let them do not know what to do and where to do it.

After listening to this, I feel very deeply, because similar phenomena like this are indeed not an individual, but a common problem in small and medium-sized private enterprises.

This problem has its root of development. When the boss is doing business, it is so used from small to large, so it is very difficult to make it change.

However, we still have to think deeply about the relationship between objectivity and the objective inevitability of development.

If I just want to make some money, I don't think there is a need for discussion. At this point, the survival of enterprises is just a form and tool.

If you want to make an enterprise into a career, then the old habits, especially the habits of the boss, may be the biggest obstacle to the development of the enterprise, because it affects his managerial personnel, fetters his own thinking, and at the same time fetters the thinking of his managers.

Even if you are a more powerful person, if you are just a soldier's plan, no matter how arrogant you are, you can't bring a group of soldiers.

Therefore, if you want to develop, then the reason for your bad objectivity is that you should have some convergence.

Don't mention how brave I was, how I came over.

Because then, as a time symbol, the past has passed, and only now is the real.

Management is not a joke, but a down-to-earth way of doing it. If you take it, it will bear you.

In a literal sense, management is to lead people to accomplish the established goals. The premise is that before realizing this goal, managers must know what this goal is and have not eaten pork. You can see pigs running, but if pigs have never seen them, how can they know that pigs can run?

In management, we should not judge everyone by naive thought. Do not think everyone has seen pigs.

As a manager, his first duty is to set a goal and then tell your subordinates.

At this point, managers act as subordinates' eyes, pointing out the direction for their subordinates. Only when subordinates know where to run, can they run the fastest.

Transparency in management needs to be emphasized, which is a necessary requirement for management and implementation.

In fact, in a lot of management, most of the time, managers and bosses will hear how their subordinates can not perform when they are executing. Is this actually the case?

Not necessarily.

The quality of management depends on two aspects, one is the executor itself, which is indisputable.

The other aspect is our manager, which is often ignored by managers in reality.

As a manager, we should learn to express our ideas in an artistic way so that our subordinates will know clearly.

There are two advantages to letting subordinates know your management thinking. First, your subordinates know what you are going to do.

They will follow you and think of your task as an honor.

The two is that they know what they should do and how to do when you think, so that they haven't been riding on their horses before your whip rises.

From this point of view, the higher the pparency of management, the more powerful your management will be.

Of course, we should treat the pparency of management dialectically. It is not a pparent thing, but a pparent direction, a pparent plan, a pparent thinking, a pparent method, and a pparent way to let your subordinates know the trend of the development, rather than pass them on to them like the gossip.

Therefore, when we understand pparency, we should not be obsessive about it.

The higher the pparency of management, the stronger the management execution. Suppose we are in the process of management, what will be the pparency of management?

Actually, it's not hard to think of it.

We can imagine that we can not see a little light in the dark. If you want to move forward, you have to stretch out your hands and touch the object, hoping to find a reliable object to guide, and your footsteps are moving.

If this is the case in management, we can imagine how low our management efficiency is.

Moreover, when there is no pparency in management, when managers do not know what to do or how to do it, a helpless and a dispirited mood is gradually breeding.

At that time, what the management thought was not how to execute, but how to manage it.

Besides, management pparency also reflects a crisis of trust in management.

If the manager gives you the task, you can't finish it several times, then the manager will probably no longer believe that you can complete it, and this halo reaction will also affect other personnel and other matters.

Here we have to talk about an objective reason for inertial thinking.

Let's take an example. A coach is teaching a student to swim, but this student can't learn. After an investigation, he knew that the student was timid and afraid to go into the water. So he stood in the canon to learn how others swim.

Later, the coach no longer intended to teach students.

Of course, this is just a story. It may be hard to find such an example in reality.

This gave us a lot of inspiration. Standing at Kam to go swimming is a matter of conversation, not to mention learning.

But if the coach really wants to teach a good student to come out, there are only two ways to do it. One is to help students overcome their cowardice. One is to give up this student and find another student.

But what is our boss or manager like in the face of such a problem?

Is he helping him overcome his cowardice or looking for other students?

Or will he no longer help him overcome his cowardice, and no longer give more important tasks to him?

In fact, most owners of private enterprises and some managers choose the third party.

This is a very dangerous signal in management, because this is the beginning of a crisis of trust management. If this happens for a long time, the boss or manager will be in the habit of thinking that they can not do it, but do it by themselves.

Such an outcome can only be one: managers are busy, subordinates meddling, managers are wry, and subordinates are discredited.

From the original man to man management, to Taylor's scientific management, to behavior management, to modern scientific management, it has gone through ups and downs for hundreds of years.

However, no matter how it goes, there is always one clear point. That is how to set the direction of management, and then let everyone know the direction and progress with the direction.

This is actually the pparency of early management.

Therefore, if you want to manage the execution in place, no matter what objective reasons you have, inertia thinking, if you want to make the enterprise into a career, you must insist on management pparency, let your subordinates know your thoughts and follow you forever. Just like Mr. Shi Yuzhu said, when you are in danger, others will follow you without fail, then you will succeed.