How To Manage Efficiently (1)

This is the process of people's general activities, and management activities also apply to this process.

Management activities are varied. In terms of the general process they go through, they are basically the same steps as other activities of people. They are just different objectives, assessment criteria and so on.

The peculiarity of management activities is its pursuit of efficiency.

As far as efficiency management is concerned, its management process usually goes through:

1., investigate the organization status and compare efficiency.

2. propose plans, strategies, decisions and programmes;

3. implementation or implementation of the plan;

4. inspect the implementation of the plan and propose amendments.

The above steps are interdependent. The first step is the premise of the latter step, and the latter is the purpose and result of the previous step.

When conducting a certain step of work, a manager must be based on a previous step and create conditions for the latter step.

If the work of a certain step is not well done, it will affect the smooth progress of the whole management activity.

First, situation analysis, efficiency comparison.

The first step of efficiency management is to determine the efficiency standard, analyze the current management situation, and compare the current management and efficiency standards.

1. determine efficiency standards

To manage all activities, we first need to have a measure of efficiency.

Without efficiency standards, management is impossible.

Efficiency standard is the basis and criterion for measuring the actual management performance.

Efficiency standards usually come from the goals set by the organization at its planning stage, but do not equate to organizational goals.

In the specific business activities, it is not feasible to generalize the organization's planning objectives as a standard, and we must set standards according to the specific operational characteristics.

For example, cost, profit, working hours, material consumption quota per unit product and so on.

Standards are best quantified, but there are also many criteria which are not easy to quantify, such as work attitude, crowd relationship, moral level, etc., though these can not be quantified, some qualitative criteria should still be put forward.

2. analyze current management situation

Analysis of current management is a measure of performance.

The so-called performance measurement is quantitative or qualitative description of the operation effect of the organization, and evaluates the actual work according to the information described.

Measuring performance is an important part of the management process, but the purpose of management is not to measure performance, but to achieve predetermined performance.

Whether there is any deviation or deviation between the actual work situation and the standard, which is the basis for taking management measures, and only by getting information deviated from the information can effective management be implemented.

Measuring performance is a serious and meticulous task, which directly relates to the achievement of management objectives.

Some activities are easy to measure, for example, the output, quality and sales performance of production activities. Some situations need to be measured by special measuring instruments, and some situations can not be accurately measured. For example, the mental state of people's mental state and motivation level can not be directly observed, but can only be judged by inference.

Another common difficulty is how to assess senior management. Because of the difficulty of determining the work content of top management, it is difficult to assess their performance.

Generally speaking, the less technical nature of work, the more difficult it is to establish standards, and the more difficult it is to achieve performance evaluation.

3., efficiency comparison.

Comparing the actual effect of management with the established target requirement, if the two match perfectly, there is no need to change or adjust the original target and control state.

But this situation is extremely rare in management practice.

In most cases, there are different degrees of deviation between the actual results of management and the established goals. If there is no deviation, there is no need for management.

It is precisely because there is a deviation that we need to do the work.

This deviation requires us to compare efficiency.

This requires managers to implement management and control in order to adjust objectives or eliminate deviations and solve problems.

Compared with established goals, management effectiveness generally has three situations: effectiveness or higher than or equal to or lower than the established target requirements.

If the target is equal to the established goal, this is the ideal situation; if the target is higher than the target, the manager should redefine the goal or maintain the original goal to achieve the task of exceeding the quota; if the target is lower than the target, the manager should seek the root of the problem and correct the deviation so as to achieve the goal in the end.

The best way to measure the effectiveness of actual activities according to efficiency standards should be based on a forward-looking basis, such as controlling the production progress of a product. Only controlling the whole product is not enough. It is necessary to investigate whether the production and preparation of components, parts, products, raw materials and materials meet the requirements and to compare them according to efficiency standards, so that deviation can be found before actual occurrence and appropriate measures are taken to avoid them.

A smart and visionary supervisor often foresees possible deviations.

If managers lack this ability, they should also try to detect deviations as early as possible.

Managers get deviated information and think that corrective actions should be taken to correct deviations between actual results and efficiency standards.

Correction bias should start with studying the reasons for this deviation, and sometimes it is wrong to estimate the precondition in the planning stage.

For example, the forecast period is too optimistic, resulting in sales can not achieve the expected value.

Finding out the reasons for the deviation helps to identify appropriate corrective actions.

Of course, deviations may also be a misjudgement of managers, or a mishandling of employees.

In this case, if errors are more serious or habitual, corrective actions should be taken to make personnel changes or pfer the parties to the training.

To sum up, only after finding out the exact reasons can we take corresponding actions.

Two, the formulation of the plan

The process of formulating scientific plans requires sound program making procedures and corresponding programming techniques to guarantee them.

Different types of programming can have different process requirements.

But generally speaking, the programming process mainly includes four steps, namely, the formulation, the evaluation of the plan, the selection of the plan, and the remedial of the plan, which are four distinct and organic links, forming a complete program process.