Employees Talk To QQ At Work. What Does The Boss Do?

3M launched a very human product called "anti * goggles", which is installed on the computer screen, except for eye protection.

As a boss or a supervisor, there is often a common experience, that is, the inspection tour around the office, far from seeing everyone immersed in their work.

On the contrary, some of the company's bosses do the opposite, allowing employees to work on QQ, MSN or similar communication networks at work time.

Through the QQ connection, you may be able to fully communicate a message in ten seconds. If you want to talk about a phone, you should spend at least a few minutes in addition to the busy line and telephone charges. If you don't meet the other person, you still need to leave a message; if you talk to someone else in the same company, you will probably go to someone else's seat to find out that the person is not there.

In addition, by using information channels such as nicknames on QQ, sometimes we can understand each other's emotions on the same day, avoid disturbing the landmines by annoying people, and express their concerns in due course.

The reason for disabling QQ is the most common exception to employees' presupposition for work chat.

organizational culture

The belief system shared by the members of the organization will determine the behavior of the members of the organization. Therefore, to enhance efficiency, the boss needs to create two cultures.

Moral culture.

To be an exemplary person, to convey the moral standards you expect, to enable employees to be spontaneous and to supervise each other; to publicly reward moral behavior and punish immoral behavior.

The culture of learning.

Develop employees' capabilities to achieve their real aspirations, and develop influential creative models in the organization, encourage employees to innovate and take risks.

This is not about high-profile and ideal, but the inevitable trend and trend of the times. There have been too many successful benchmarks to tell us that we should dredge our employees' behavior and bring them into normal management, so we can not solve the problem if we do not presuppose employees to go to work to spend time together.

To shape the above two aspects of culture, we can standardize the behavior of employees on the one hand, and on the other hand, do not limit the autonomy and creativity of employees.

For example, by the fortune magazine as the best employer, Google, the most popular website, has created a distinctive position of chief culture officer.

The task of Chief Cultural officer is very simple: to maintain the unique culture of Google, to make employees feel happy and to exert as much as possible.

A few years ago, the authoritative management forum investigated CEO of nearly 200 Chinese and foreign enterprises and asked them what they were most worried about.

The first place is "employee's dishonesty and communication with their boss"! A few years ago, a popular book, "customer second, employee first," was also introduced.

Work management

Some enterprises have implemented performance management. At the beginning, they did not set a clear goal. By the end of the term, the executives had to hit the mark by impression, and what the middle employees were doing and doing well, but no one was in charge of control and immediate review.

Management knows that performance management is a "means" rather than a "purpose", but most enterprises are always used as "purpose" as a sole basis for raising salary or raising bonus.

Such work management, staff performance is of course muddle through and eat big meals.

In fact, the boss does not have to manage what employees are doing at work. As long as the work is well managed, QQ is not the key.

Moreover, managers' management ability is reflected in what employees are doing when managers are away, rather than what employees are doing when managers see them.

That is to say, when the boss toured a circle and found that everyone was not on the QQ, he did not have to be pleased. The key is what kind of work the employees are doing when they are away.

To manage the work well is the goal and task pursued by managers throughout their lives.

In order to manage the work and simplify the work, we should distinguish whether the work is routine or project oriented.

Routine work (cut through the process).

On the basis of process, we re-examine the rationality of input (time, manpower, etc.) and output. The key points of all management are the proportion of output (OUTPUTS) input (INPUTS). We should eliminate, integrate, simplify and informationize the unreasonable things (such as too long process execution, such as the accumulation of pressure documents in the process of signing the contract, etc.), and adjust the unreasonable people (such as 3 people's work clearly 2 people can finish).

Project work (from project management).

Define the project plan, define the project objectives and the strategy to achieve this goal; use WBS (work break down structure; work breakdown structure) to control the project schedule.

Of course, it requires a lot of effort and time to make "organizational culture" and "work management" parallel.

However, once this is recognized and willing to be implemented, the boss should remember to establish a better management mode and nurture the maturity of employees before considering opening up to work on QQ, such as the security of the information system mentioned above.

According to my experience in the mainland for many years, I found that 15% of the personal computers had virus, and the probability of U disk poisoning was more than 20%.

In short, QQ can not represent high work performance. On the contrary, if QQ performance can meet or exceed the specific standards of the company and the boss's expectations, supervisors need not bother. Therefore, whether employees' work performance is the management focus that the boss should bother about is not related to QQ. Is it not?