Learn From Drucker: Managers Need To Know How To Delegate.
Yes, you are a manager who works in an enterprise. In fact, the company pays you wages, that is, 8 hours or 10 hours of your work. Therefore, whether a manager, a manager or a grass-roots employee, belongs to an enterprise and does not belong to himself. It's hard to say that even if your boss didn't arrange work for you, you could sit at your desk without any office supplies for a whole day. The boss's arrangement is also legal because he buys you 8 hours on behalf of the company, and your time is his.
Managers, your work time belongs to the enterprise naturally. Your superiors should come to you. It is right that subordinates should bother you. Your colleagues should disturb you. What managers should do is not complain, say that his work is disturbed by others, his time is wasted by others, and he has to make up his mind to manage his time properly. In fact, the manager's management time is first to manage himself well, then to manage others well so as to improve efficiency and save time. Let's take a look below. Drucker Speaking of time management.
1, let subordinates solve problems themselves:
Drucker said, "what do you think our leaders should know about your work? What do you think of our organization? What do you think we have not a chance to open up? Do you think we have crises that have not yet been identified? What do you want to know from me?
Drucker suggests that managers, through similar problems, let the subordinates find problems, find their own location and solve problems themselves. Thereby saving managers' time. Of course, on this basis, managers should also coach subordinates. You can also ask some questions, such as "what you say is very good, and what else do you have?" This sentence pattern inspires subordinates.
To put it simply, it is to ask the boss to find himself with the answer rather than directly answering the questions and answers of his subordinates. This is the so-called coaching skills. In specific operations, managers should be good at saying, "this question is very difficult. I don't know. You are an expert in the field. How can you solve this problem?" A low-key manager, even a very stupid manager, a slow manager, subordinates have the power to solve problems. People like to be respected, especially managers who respect and praise subordinates. Subordinates will "die for their bosom friends".
Of course, some managers have a rather tough attitude, and say to their subordinates, "don't ask me later, you should knock at my door with at least three answers. Don't bother me if you don't think about it. I like people who solve problems, and do not like people who ask questions. If you ask questions, then you will solve them.
Of course, for some very simple problems, some special urgent problems, or some stubborn subordinates, managers can also use suggestions or even direct orders. In any case, managers have fostered subordinates. Managers can only control macroscopically. The time for managers to think about them will increase, and time management will naturally form a positive cycle. {page_break}
2, managers do ordinary things:
Drucker said, "a well managed factory is always monotonous and tasteless, and there are no exciting events. It is because all possible crises have already met, and the solutions have been turned into routine work."
Managers are not firefighters. Most things have been done in day-to-day management. Enterprises certainly do not have "exciting" events. Managers deal with exceptions, but there are no exceptions. Managers must be busy with fire fighting all day, rather than dealing with real exceptions.
This is the reason why the big companies that regulate management seem to be "not exciting" but are effective.
One of Drucker's management thoughts is: "let ordinary people make extraordinary achievements". Since they are all ordinary people, the daily work they do is a trivial matter. Of course, there is no "stimulating and touching event". It makes sense to think about it, but it also makes sense, but which enterprise can do it? There must be a strong system behind this, especially the support of the internal management system such as planning objectives and assessment. A few days ago, I visited the University of Ping'an, listening to manager Wu of Shenzhen Ping An. It was easy to talk about the training and assessment system of peace, but they all did it. For example, every month 5, all the people in the company do plan assessment and summary, and do it in the computer system. There will be 80 thousand people to finish the work that day, no one will not do it! This is it. Executive power Ah, it's not a big deal, but which enterprise can achieve this strong executive power?
By means of management, we can also divide those "exciting and moving" events into ordinary trivial matters.
I remember when I was in college, I wrote software, I wrote it in C++, and the highest record was written 2000 software for line code. At that time, the software that wanted Microsoft was hundreds of thousands of lines of code. How much work would it take? Who can write it? Even if you write it, how to debug it, and how to pick out the "bug" in it, it is unimaginable huge workload. Later, I realized that Microsoft did not rely on one person or a few people to write software. People are software factories, and many jobs are even outsourced to high school students in India. Their employees write dozens of lines or even fewer code each day to achieve one of the simplest functions, for example, how many variables accumulate. Even the software writer doesn't know what software his software is made, and where it is installed in Microsoft's software.
Microsoft has quality control system, people who are proficient in software system management, and those who are proficient in software module decomposition, those people are Microsoft's real wealth. No matter what industry you are in, no matter which managerial position you are in, it breaks down the work tasks or even breaks down to a level that ordinary people can understand, then trains the ordinary person and quickly grasps the skills of the work. This is the important work of the manager. Is there any "exciting event" for the enterprises?
But domestic enterprises, especially Mengniu and so on, are good at hyping enterprises. Every day, they are thrilling. Old cow resigned from Erie, to hype. Old cow and Erie must be hyped up in Hohhot. Old cow's milk is good to drink and hype. Old cow naked donation, to hype. Old ox and foreign fund company should bet on gambling. Old cow donate money to study, want to hype. This is not old cow melamine, this is the old cow is hyped up. I am not targeting Mengniu. I use him for example. One does not look down at the road, but thinks all day in the "exciting events", unwilling to "monotonous", which is the typical characteristics of many enterprises, impetuous.
Is it true that there are no cultural upstarts? {page_break}
3, managers should keep their subordinates busy:
Drucker said: "in a lean organization, people's activity space is large, and they do not conflict with each other. They do not need to explain to others at work."
If everyone's responsibilities are crossed or even conflicting, or 2 people are responsible for one thing, mutual wrangling and conflict will be inevitable. Therefore, Drucker said that to fundamentally eliminate the factors of wasting time, we should try to make the employees have more room for activity so that he can display his talents and not waste his time in communication.
I remember Microsoft said they hired N-1 people. It is to let employees work at full capacity and become busy. They must focus on how to do things, have no time to think about others, and have no time to engage in those enterprise politics. Everyone is busy with his own business. Of course, his time should be planned and managed, and the time of natural managers will be well managed.
If people are more than things, they are in such enterprises. You ask the manager what he is doing every day. Most of them tell you that his job is to have meetings. Presided over meetings, kept participating in meetings, kept being forced to hold meetings, constantly forced others to hold meetings, constantly displayed their importance in meetings, and kept attending meetings to show respect. In fact, management is really a meeting, it will be done well, the business will be fine, but there will be a quality meeting. Therefore, standing in the perspective of time management, enterprises should have a meeting rule, so that everyone can observe the meeting process to save time as much as possible.
Drucker said: "an organization with ideal structure design should have no meeting. Everyone should be able to understand what he has to say in his work and should also be able to live at any time. He works to say the necessary resources." "Too many meetings mean that the work that should have been done by a job or a department has been dispersed to several posts or units."
To sum up, managers' attention should be focused on the system, rather than on specific matters. Controller It is handling exceptions. Those trivial things can be done by subordinates. Managers should learn to delegate.
Hao Zhiqiang said, "you are what you do. What you are, what you should do. When you do normative systems and things like that, you are managers. You are busy with work details all day, so you are the subordinate of everyone, no matter how high your position is. "
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