You Know How To Coordinate The Relationship Between Subordinates And Subordinates.

< p > < strong > 1, dealing with leadership skills < /strong > /p >
< p > leaders are the a href= "http://www.91se91.com/news/index_c.asp", the core /a, and the leaders of enterprises. The quality of leaders directly determines the quality of enterprises. As the saying goes, "ambition is different, there is no difference between the Tao and the other". Leaders are led by leaders who want to show their talents fully. It is very important to choose a leader with high quality. Everyone has their own merits and demerits. Although many leaders have many advantages such as diligence, perseverance, enthusiasm and frugality, they are also stubborn, centralized, selfish, stereotypes, prejudices, hypocrisy, low-key and many other fatal shortcomings. < /p >
< p > pursuit is to achieve the ideal of life. To achieve the ideal of life, we need to choose like-minded and like-minded teams. It is very difficult to really choose a leader with high quality, and it is more rational to choose leaders with relatively high quality through grading. According to the quality of management effectiveness, the quality of leaders is not directly reflected in their knowledge, but mainly in their leadership skills. Respect for science, broad-minded mind, good use of talents, persistent enthusiasm, modesty and progress are the leaders with high quality. In this regard, we can directly design the four evaluation items of management concept, life style, disposition and organizational skills to evaluate the quality of leaders. As long as we meet the ideal score line, we can be identified as a leader of high quality. < /p >
< p > choose leaders, how to get the trust and reuse of leaders, so that you can get more room for development, then you need to pay attention to the art of dealing with relationships: < /p >
< p > > as the saying goes, "knowing one's own knowledge and one's ability to fight a hundred battles", grasping the leader's disposition characteristics, being good at understanding leaders' intentions and adopting suitable methods to interact with each other, will make the two sides get along well and have a tacit understanding. < /p >
Leaders are most concerned about enterprises. The most important consideration is the strategy, personnel, cost, sales and development of enterprises. Managers should think more about leaders, actively plan for enterprises, and gradually make leaders trust and rely on you. P But note that many leaders have a quirk. When you put forward different views, he is often reluctant. When you can't put forward different opinions, he thinks you are not very good. In order to avoid extremes and professional ethics, it is best to hold a scale for leaders. It is better to grasp a yardstick, which is commonly known as the "three barriers". In the stage of discussion, you should think that the leaders' unreasonable ideas should make suggestions. If leaders do not adopt them, when they enter the decision-making stage, they need to make two suggestions. If leaders still fail to adopt them, they need to make three proposals before they are implemented. < /p >
< p > as long as you take appropriate suggestions and make some suggestions, when leaders are frustrated, they often turn around to seek your support. This is a question of "timing": when your proposal is not adopted, your ability to influence leaders is small; when your proposal has the value of adoption, you will have great influence on leaders. A wise manager should be good at admonishing and waiting for the opportunity. Managers need to have a dialectical understanding of the loss caused by leaders' failure to listen to suggestions: leaders are the decision-makers of enterprises, and also entrepreneurs. < /p >
< p > for people with ambition, the real meaning of entrepreneurship is not to make money, but to reflect the value of life. Business is just like a game. It is a normal phenomenon to gain and lose in business. It is not important for leaders to make a profit. The important thing is to measure their conduct, level and ability. Sometimes, it is of great value for leaders to bump into "Nanshan". At least a certain price can arouse their sleeping rationality. As a manager, although we should be conscientious and responsible for the effectiveness of the enterprise, but under the conditions beyond our power, we need to adjust the peace of mind, define our own position, and not always expect to change everything, which is not conducive to the harmony of the relationship. < /p >
"P". Everyone has their own interests, the manager can not stand on the subjective point of view, to evaluate the leader's right and wrong. And be good at keeping an appropriate distance from leaders, avoiding being too close to the collective and avoiding being lost by the power of the leader. Secondly, managers should know how to safeguard legitimate interests and guard against the use of bad intentions. < /p >
< p > praise is the most melodious note. If we praise a compliment or compliment a leader at the right time and occasion, we can enhance the confidence of the leader and mediate the dreary atmosphere, so as to resonate with each other. At the same time, we regularly report to leaders, exchange ideas with leaders in a timely manner, greet each other with warm greetings, bless and improve their own qualities. These are effective ways to enhance emotions, get leaders' recognition and strive for maximum development. < /p >
To sum up, the art of dealing with leader relations can be summarized as follows: selecting high-quality leaders, adopting sympathetic communication, moderate suggestions, proper compliments and compliments, uncritical evaluation of leaders, maintaining appropriate distance, being good at expressing themselves, focusing on emotional communication, and constantly improving their own qualities. P < /p >
< p > < strong > two, processing < a href= "http://www.91se91.com/news/index_c.asp" > same level relationship < /a > skill < /strong > /p >
< p > vertical management of enterprise management is relatively easy, but horizontal coordination is relatively difficult. According to investigation and statistics, 70% of the internal strife of enterprises is derived from horizontal contradictions, mainly due to the unclear responsibilities of departments and responsibilities, the cross work and the failure to cooperate with each other, and even obstructing each other. Secondly, inappropriate incentives will also lead to disputes and differences because of injustice or inability to balance public interests. < /p >
< p > enterprise is an economic organization. It needs division and cooperation to complement each other and create maximum benefits. The foundation of division of labor and coordination is to improve the management system. Because of the scarcity of systematic management talents in China, many enterprises are unable to improve their management system, leaving behind hidden dangers of internal contradictions. As a manager, there is a certain scope of jurisdiction. Under the condition of not changing the environment of the enterprise, the best way to deal with the relationship of the same level is to draw a clear line. The specific measures are as follows: improving the department management system, defining the relationship of responsibilities and responsibilities with the relevant departments as far as possible, and reporting to the leaders after signing the approval. Because the definition of responsibility and power is not clear, for the sake of their respective interests, departments often create some disputes and disputes which are difficult to arbitrate, improve the department management system, and define the scope of responsibility and power, which means establishing a firewall. The confusion of other departments will not affect the norms of the Department, but also safeguard the interests of departments. Comrade Mao Zedong said that "people do not offend me, I do not commit crimes, if people commit me and I will be prisoners", the interests struggle between enterprises always exists. Managers, as departmental responsible persons, need to safeguard the overall interests of enterprises, and at the same time safeguard the interests of the departments. Once the same level departments have infringed upon the interests of their departments, they should coordinate with them actively. When coordination is difficult, they can provide a reasonable claim according to the defined responsibilities and powers, and decide on the higher authorities' decisions, so that the interests can be guaranteed. < /p >
< p > to the development of enterprises, it is not for fighting. In addition to safeguarding the interests of departments, it also needs to maintain a positive, enthusiastic and tolerant working attitude. It is good at communicating and communicating with other departments, actively supporting and coordinating with other departments, and not interfering in other departments' internal affairs, so as to win the understanding, support and friendship at the same level. < /p >
< p > as the saying goes, "birds of a feather flock together" can only resonate with tacit understanding. The level can be effectively matched. The contradiction between the peers is easy to produce contradictions and coordination difficulties, which is closely related to the uneven quality of management. This also leads to the lack of certain principles and standards in the management of enterprises. For managers, it is not a good thing to be authorized. Although it is appreciated by leaders, on the surface, it is more than a burden and a contradiction. < /p >
< p > when managers are authorized by enterprises, managers should have a good sense of propriety, be good at appropriate transfer of authorization, adhere to the principle of not exceeding the level of exercise, do not cross level reporting, respect the power and management of the same level, and maintain the integrity of the organization's functions. There are many managers who, because of their less experience, always regard themselves as saviours. With a passion, they want to control everything. They want to interfere in everything. Their minds are full of orthodox ideas such as "responsibility, integrity, no consideration for gain and loss" and so on. Therefore, they often go beyond their limits of authority and create contradictions everywhere. An enterprise is a team. If a person with a sense of responsibility is too deep, the leader will eventually sacrifice the "loyalty" to preserve the integrity of the organization. In management, rationality is more mature and steady than positive one. < /p >
< p > enterprise is a big environment, and can also become a large dye pot. Vulgarity is often permeated among the masses. In the course of life, managers should desalt their desire for power, maintain a calm state of mind, and dare to uphold their principles. At the same time, we must pay attention to cultivating our own strength and listen to opinions with an open mind, so as to get the intimacy of the same level. < /p >
To sum up, the art of dealing with peer relations can be summarized as follows: safeguarding integrity, good communication, active support and cooperation, respect for others' power, desalination of power, listening to opinions and diligence and progress with an open mind. P < /p >
< p > < strong > three, processing < a href= "http://www.91se91.com/news/index_c.asp" > subordinate relationship < /a > skill < /strong > /p >
< p > selecting the right people, assigning suitable jobs, making clear objectives, formulating detailed action plans, improving team quality, enhancing team cohesion and creativity are the core responsibilities of managers. The lower level is the effective force of the team, which is a living element of productivity. Whether it can handle the subordinate relationship directly reflects the management quality of the manager, and determines the ability and potential of a team to create. < /p >