4 Suggestions For Effective Management Sequencing

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My experience tells me that such problems are usually not caused by external reasons. The problem is likely to occur in the wrong sorting of the department heads themselves and departments.

I guess the head of the Department is doing a lot of detail work, and is directing the subordinates to do more details. But the big problem that the business really needs to solve is not managed by anyone.

The boss went back to a meeting with the head of the Department, so that the department leader listed what he was doing and the work he arranged.

As a result, he found that the man and his subordinates were working on the details of the process optimization, while the major events in the Department, such as product pformation, the design of the new customer marketing plan, no one asked about the important staffing.

To make matters worse, the head of the department thinks that what he is doing now is a matter of the Department. He has no idea what else is bigger than what he has done.

This is a typical case. Many managers have been in management positions for a long time but have not learned the true meaning of management. In fact, they are in the right sort of work.

Sorting is right, with twice the result with half the effort.

Sorting in the wrong way is twice as effective as the head of the Department in the above example.

Here, I would like to share with you the 4 sorting suggestions I gave to Yi Zhong company managers, which might help you to sort out your problems.

1. do the right thing, not just do the right thing. This principle should be the ultimate principle of our management sequencing.

We first need dotherightthing and do the right thing.

Next is do the right thing right, that is, to do the right thing right.

If we are particularly smart, we may be able to do the right thing right at first time, that is, for the first time to do the right thing right, but this should not be the standard of our work.

For most managers, if you want to know what is right, you pass it, because the right thing, even if you only do the right 60-70%, you will get the total result of six or seven.

But even if you do the right thing 120%, the overall effect will not be 10%.

Before you do something, ask yourself, is this really worth doing?

2., grasp the big and small, from big to small. What is the right thing? It is the right thing to manage the big things within your scope.

What are big things? Big numbers, big guys, big jobs, big products, big customers, big activities in your department.

You can usually determine the size of a business by checking accounts.

Big and small means that if you get a 10 million chance, don't bother with a single 100 thousand business unless it's a lot of duplication.

From big to small means that only 10 million of your things are settled, so you can think about 1 million.

Before you do one thing, ask yourself, "how big is this thing and how much is it worth?"

3. grasp and put down, from top to bottom. What is a big thing? Superstructure matters are big things.

A department has the most important direction problems from top to bottom, that is, deciding what to do, what not to do, how to do it, the issue of organizational structure (how to allocate reasonably to many people), the problem of personnel (how to find the right person and put it in the right place), the problem of the process (how to do efficiency), and the problem of implementation.

Do not want to clear the above things to do the following things, do not comb from top to bottom, management must be ineffective, because the direction is wrong, everything is wrong.

And the direction is, the next thing even if not in place, you still have the opportunity to adjust.

If the problem of direction is solved, we should solve the next level of problems and so on.

Please ask yourself one thing before: has the decision been made on top of this matter? Has it done the right thing? {page_break}

4. communicate upwards and communicate downwards. How can you ensure that you are doing the right thing, the big things, the above things? The first is to communicate upwards.

Only in this way can your direction be aligned with that of the company.

Your boss knows more about the overall situation than you do, and is more capable of judging the size of things.

Communicating with them is the simplest and most effective way to prevent you from making sorting errors.

The second is downward communication and top-down communication.

Only in this way can your sorting be understood and implemented.

Please ask yourself before doing one thing: does my supervisor agree with me?