Often Read The New Practical Management Science

The first lesson for managers is Andy Grof, the founder of Intel, which is a classic of real management. There are no vague theories in the book, all of which come from Grove's experience, lessons and Reflections on managing Intel.

He introduced the concept of "output" in management to management, and put forward the method of "high leverage management", which is direct, concise and effective.

Although this book was written more than 20 years ago, it can still read Chang Xin frequently.

Here are some of the highlights of the book.

1. globalization has another influence: with the difference between the quality of products and services becoming smaller and smaller, "time" becomes the only competitive advantage.

2., compared with front-line executives or high-ranking senior executives.

3. a group of people should also be included in the middle manager's range. These people do not directly manage others, but they have an impact on others' work. I call them Know-how Manager..

4. in Intel's management philosophy, the regular one to one meetings between supervisors and subordinates are one of the basic tasks.

Its main purpose is to teach each other skills and exchange information.

5. indicators can guide our management, but we must be too careful not to overreact.

We can avoid overreaction by "index matching", because in this way, you can understand the possible side effects while responding.

6. my day usually ends when I feel tired and decide to go home to rest rather than finish things.

7. for most managers, the most important information comes from short and informal conversation.

8., clear objectives and subordinates.

9. what we as managers do all day long is the object of learning.

10. most of the manager's job is to allocate resources such as manpower, money or assets.

But the most important and routine work is to allocate your time.

11. "gloomy gloom" and "hesitating" will have a high negative leverage ratio.

12. the authorization without a complete supervision plan is dereliction of duty.

13. managers' work is most like a factory (forecasting production, preparation) rather than a garage.

Fourteen

15. a 1.5 hour one to one meeting every other week can not only enhance the work quality of the subordinate over 80 weeks in the next two weeks, but also enhance your understanding of his work.

16. through departmental meetings, you can understand the interaction between subordinates and allow them to better understand the truth of the matter in conflict or exchange of views.

17. to make a decision meeting, 8 people are definitely the upper limit, otherwise they will be pushed instead of moving.

18. who should be involved in planning?

The answer is the manager in charge of the organization.

Because if the planner is not executive, the result is usually very difficult.

19., at work, each individual is willing to sacrifice decision-making authority. The key is whether the same level is convincing enough.

This sense of trust can not be generated by organizational provisions, and can only be established by its corporate culture.

20., turning office into an arena can cultivate subordinates' sportsmanship, win, but not lose, and always challenge their limits. This is the main driving force for a team to move forward.

21. motivation is used to improve performance rather than changing a person's mood or attitude.

22. managers are also a problem with their own cognition. Usually we regard ourselves as people who are very communicative or very empowered, but 90% of our subordinates are often not satisfied with them.

23. the feedback from managers to subordinates is performance evaluation, so performance appraisal has become the most highly leveraged activity of managers.

24. performance evaluation should avoid falling into potential traps. You must constantly remind yourself that performance is evaluated rather than the potential of subordinates.

25. nothing else can convey an organization's criterion of value better than the promotion of a person.

26. when evaluating the results, there are three principles that must be kept in mind: honesty, listening and forgetting yourself.

27. it is the responsibility of the managers to change their subordinates from the existence of the neglect to the responsibility, but the two should seek a solution to the problem.

28. for the "superstar" class, executives seem to be trying hard to find out the best evidence they have done, rather than focusing on how to improve their performance.

The priority is reversed.

We should spend more time on tomorrow's superstars.

29. "doing the performance evaluation and telling the results to subordinates" is one of the most difficult tasks for managers.

30. when performance bonus is paid as close as possible to completion of work, employees will remember why they are rewarded.

31. training staff has a high degree of management leverage, Intel employees spend about 2%-4% of their time in the classroom, and most of the lecturers are internal managers.