Seven Functions Of Managers

A lake crab is famous for its hotel, but it is so troublesome that it is almost impossible for all kitchen staff to enjoy this process.

Now the hotel needs.

The first applicant often had to compete with other chefs in the "tie lake crab competition". When he was playing, he tied 20 crab crabs in 5 minutes, and the other chefs tied up to 12 at most. The boss was glad that he knew how to improve the efficiency of the game by using games. Before they could only tie 10 at most 5 minutes.

The second applicant is also called the lake crab every day, he called on everyone to compete.

The chef's hands and feet were not fast enough. He shouted loudly that he must catch up with other cooks, and desperately tried to catch up with the others. The rest of the staff naturally tried hard to keep him from catching up until the end of the trial. The efficiency of the crab still remained behind the cooks, which was almost everyone's joke.

What the staff did not expect is that in the boss's office, the second chef had tied the lake crab once in front of the boss. His efficiency was that he could tie 25 Lake crabs every 5 minutes.

The second chef said, "I have tied 10 crab crabs to one person, but the remaining 10 have tied 6 more, that is to say, I have lost 10 people, and the rest have increased 60."

60 minus 10, the total efficiency is equivalent to 50 increase every 5 minutes! "The boss decided to employ second chef.

Think of this example.

The important difference between managers and managers is in managing people. Managers need to manage others and achieve goals through team work. Non managers manage themselves and achieve their goals mainly through their own work.

First, the choice is the right person.

In the romance of the Three Kingdoms, Liu Bei came to Zhu Geliang for the sake of Zhu Geliang and found Zhu Geliang to have the later Shu Kingdom. If Liu Bei did not help Zhu Geliang, the fate of Shu could be totally different.

This reason has long been understood by the ancients, and modern enterprises attach importance to sales. However, there are not many people who really attach importance to recruitment and selection. They will form the wrong choice people - inefficient and competitive -- increasing investment and inefficiency.

Such a vicious circle.

When new recruits fail to perform well, they can't solve the problem. They should consider whether the recruitment method or the criteria for selecting candidates are appropriate. Do they need to be adjusted?

Other methods and techniques for selecting candidates.

Two, the use of people, rather than all blame.

In the romance of the Three Kingdoms, Zhu Geliang was resourceful, but on the other hand, the difference between Wu Gong and Zhang Fei was far away. Zhang Fei's martial arts skills were superhuman, but intelligence and tactics could not be compared with Zhu Geliang.

If Zhu Geliang is asked to learn the advantages of Zhang Fei to make up for his shortcomings, or to cultivate a perfect Zhu Geliang in 10 years, then Shu Kingdom may have long been destroyed.

People's energy is limited. Instead of spending a lot of effort to pform weaknesses into strengths, it is better to focus on developing strengths. Simply speaking, they should be "strong in their strengths and avoid weaknesses" and will have a higher input output ratio.

Sacrificing efficiency and pursuing perfection should not be what managers do. Managers should pursue the maximization of overall efficiency, make full use of the advantages of employees, arrange jobs and division of labor according to interests and specialties, and put people in the right place in order to be more efficient.

Three, good use of incentives can get twice the result with half the effort.

The incentive method is detailed in other articles.

The second chefs in the first example are motivated by staff's desire to win and improve efficiency.

Incentives also need to be timed. For example, in the promotion of DB, Du Lala's salary, training, recruitment and other managers are set at 6 level after the implementation of broad-band pay in the same department, while Du Lala as administrative manager is rated as grade 4, which is 2 lower than that of other managers in this department. Du Lala feels very aggrieved and wants to leave DB.

Later, the president of the China region and the leaders of the US headquarters praised Du Lala. Du Lala's boss began to value her. He promised her good conditions when Du Lala offered to resign, but the time had passed and the heart was cold, and the incentive for being late had failed.

If Du Lala was rated 5 at the beginning, maybe she would not have thought of resigning.

Four. Setting rules and setting rules.

The highest level of management is to prevent an organization from relying too much on an individual and relying on the operation of the system instead of leaving it. This is also one of the most important functions of managers.

For example, when Vanke's Wang Shi resigned from the position of general manager, many people felt sorry for him, but he thought that he would not run as a general manager. The enterprise could still run well, that was his success.

There is a saying that a bad system can make a good person worse. A good system can make a bad person better. The influence of the system on employee behavior is fundamental and deep. According to the 2/8 principle, the system and rules should belong to the 2 scope. Managers should take the system and rules as the top priority.

The system and rules are fixed, and the latter work can get twice the result with half the effort. The system and rules are not well established, and the latter work may be futile.

For example, in Du Lala's promotion, He Hao De president's office was too much too casual. Some offices had poor performance, but the cost was not low. They wanted to close down those offices which were not productive enough to appoint Lala to take charge of the matter.

Lara knows that it is a crime to offend people, and thinks that one of the conditions for the establishment of "office management standard operation process" is to set up offices with 150 thousand yuan per person monthly sales and total sales volume of 1 million 500 thousand yuan per month. By setting sales volume as the threshold for setting offices, it is no longer necessary to explain and persuade a group of offices which are too low in productivity at present.

It also stipulates the rules of opening or closing in the future, and at the same time, it can encourage all localities to make high sales efforts and achieve twice the result with half the effort.