Five Jobs That Managers Must Understand.

The management of an enterprise is realized by people, and the person who manages the enterprise is a manager.

What does the manager need to do? What does the manager do to achieve the goals of the business? Is it okay for managers to set goals? No,

Managers have five jobs to do.

After decades of continuous experience, continuous speculation and continuous practice, I find these five tasks very effective.

That is to say, if we can integrate five tasks and eight objectives together, enterprises will become a strong entity.

The first task for managers is goal setting, and the goal set is Drucker's eight objectives of enterprise management.

Managers need to set goals for business management. If these objectives can be quantified, quantify them as far as possible. If these objectives can not be quantified, the objectives are recorded and then narrated in writing.

The second task for managers is task allocation.

In other words, it is to find the right person and let him do the right thing.

If a person is obviously not suitable for a job, do not put the person in that position.

The third thing managers should do is to

And communication.

No matter whether the employee is right or well done, or whether he has done something wrong or done well, he must give encouragement.

How to motivate is not to give him much money, nor to pay him much, and the motivation of his employees comes from his respect from his work.

Or, if an employee has a sense of achievement and satisfaction in his work, he will gain much more dignity in his work than what he gives him.

This dignity, employees can only be obtained through work, only in the work can really experience.

Motivation does not come from outside, but from within.

What is the intrinsic meaning? That is, when employees work, help them to work effectively.

By providing the right tools and sufficient information to enable employees to have the necessary resources, the better they are, the more they have the sense of achievement, satisfaction and belonging, which is the key to motivating employees.

In addition to motivating employees, managers need to communicate with employees.

Why communicate with employees? Of course, communication is necessary, because if there is no communication, there will be problems.

Even if employees do well, communicate.

For example, ask him why he can do well.

If employees are not doing well, they need more communication.

Let him know through communication that he may be biased and can help him to correct his mistakes through communication.

This is the importance of communication.

The fourth task that managers should do is performance evaluation.

Performance evaluation is effective in presenting performance and improving performance.

So, what is performance? Someone can speak well but not work, that person is useless.

It is irresponsible for a person who is unwilling to assume responsibility and wants to get good food.

These practices are immoral.

Drucker believes that potential does not mean that people are handsome, not that they grow big, or that a person's academic qualifications are high, and that his potential is completely irrelevant to his academic credentials.

His assertion seems arbitrary, but in fact it is.

A person's high academic background does not mean that his performance will be good, because education is not equal to a person's strength and strength is not equal to a person's performance. Therefore, down-to-earth, steady and steady investment is a practical practitioner. Such a person and practice can meet the standard of performance.

There are two important aspects of performance evaluation: one is the employee's self perception.

Another aspect is the evaluation of the performance of the employee by the superior.

Only when these two aspects have reached a consensus, can the performance evaluation be effective.

That is to say, employees should know from the results of performance appraisal what their strengths are and what their limitations are.

In this way, the enterprise will also be aware of the potential space for an employee to develop in the future.

Is it necessary to let him serve as a consultant in the enterprise, or to elevate him to a higher position? Or even to arrange him as a successor in the future? The result of the performance appraisal will give the answer, which is the function of performance evaluation.

The fifth thing managers should do is to

。

If an enterprise fails to nurture talents and talents, it will shrink.

For some enterprises, I can only shake my head after I see it.

Many enterprises have good products, good service and good market. The problem is that talents are faulting and people run away.

Or enterprises do not want to cultivate, because enterprises believe that if ten people are trained, they will run away eight people.

I think this is very unreasonable. I hate it, and I even hate it.

For Wang Yongqing, he trained ten people, ran away eight people, and left two people.

This is good enough, he said.

He cultivated these two people well, made them become the pillars of the company and made great contributions to the company.

It can be seen from this example that people and people look at problems very differently. The same thing, people see opportunities, people see difficulties, from different angles, they will produce different results.

Next, we summarize the five tasks that managers should do: first, goal setting; second, task assignment; third, motivation and communication; fourth, performance evaluation; fifth, nurturing talents.

Among them, nurturing talents is not just about cultivating others, but more importantly, nurturing themselves.

That is to say, managers should constantly train themselves to become a truly useful person.

I see many executives, they will train their subordinates, their subordinates are all elites, all are talents, but they forget to cultivate themselves.

They do not read, study, or think. When they think of this, they discover that they have stopped for ten years and made little progress.

Although the proficiency of the work has improved, there is no progress in mind, which is a pity.

Only by doing so can we truly play the role of talents.

If the manager of the enterprise can integrate the eight objectives of the enterprise management and the five tasks that managers should do to form a network, we will find that the enterprises can make great progress in giving full play to the functions of the enterprises.

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