The job responsibilities of each post are not sorted out, resulting in unclear job responsibilities, and there is no detailed job content, job description and specification for each post. Almost all employees' responsibilities are accomplished by their own understanding and only consciousness. Unclear responsibilities and responsibilities of posts have caused overstaffing in various departments and posts, and wrangling on the grounds of not knowing or not knowing the work.
There are garbage drop points in the factory area of Company A, and the garbage generated by logistics and equipment packaging is placed in a unified way. Recently, the warehouse staff reported that there was too much garbage to put down. After investigation by the enterprise management department, it was found that the garbage was transported regularly by the municipal garbage truck, and the frequency was the same as before, two or three times a week. The garbage produced recently is not suddenly increased due to output or other reasons. Why did it suddenly stop? After investigation, it was discovered that the warehouse staff had sorted it out because they couldn't put it down. Later, this person was transferred to the administrative department, and it was not clear which position to do the job, so no one took care of it. If there is a problem, people will talk about it. Some people say that people have to follow when they change jobs.
Therefore, from the perspective of the whole company, the division of responsibilities and rights between employees and positions is not in place and unclear. If something goes wrong, they will pass the buck to each other. If something good happens, they will fight for credit. Therefore, it will also cause low morale and low efficiency of the company.
2. Poor communication and cooperation.
The business activities of enterprises often need to be handled by multiple departments and links. Although the enterprise has an overall goal, when the specialized division of labor of the enterprise is divided into various departments, the goal will be different because of different emphases. At this time, if there is a lack of communication platform within the company and the communication between departments is mostly temporary and personal, rather than a routine collective behavior, then the content of communication will not be taken seriously and become invalid communication. Especially when problems arise, if you don't take the initiative to seek communication and fight alone, the cooperation and convergence of various departments will be out of line, and it is often prone to wrangling.
B employees are used to informal communication. When the order delivery date is decomposed, the technical department finds that the drawings cannot be delivered on time, and verbally informs the planning and material control department by telephone. At the performance appraisal at the end of the month, the technical department was assessed twice for "the number of orders not delivered on time", and the technical department minister was not reconciled. "If you can't finish it in advance, how can you deduct the performance?" The planning and material control department kept this in mind. It turns out that I hung up and had other work. I forgot to answer the phone when I was busy. In addition, the technical department can communicate if it can't finish. Why not notify in writing and attach the time when it can be delivered? So the most important thing is how to make communication effective.
3, the system is missing, the process is not standardized, and it is not implemented
Systems and processes are only used as codes of conduct. Standardizing systems and processes is one aspect, and how to truly implement them is the most important issue. First of all, the formulation of management system should be as comprehensive and reasonable as possible. A good management system should also ensure the fairness and justice of the interests of different employees, so that employees can truly agree, so as to achieve behavioral synergy. Secondly, make clear the specific executor of each link, decompose the task into people, make clear everyone's responsibility, and formulate the standards for implementation.
C enterprise has no procurement process, and warehouses and workshops can directly submit material demand plans to the procurement department, resulting in unplanned procurement, repeated procurement of materials and untimely submission of requirements. Some materials have too much inventory, accounting for a lot of money, and some materials are often short of parts, so the inventory structure is very unreasonable. But whose responsibility is this? Due to the need for multiple reports, the task decomposition is not specific and clear, which makes it impossible to investigate the responsibility.
4, multiple leadership, leapfrog management
Multiple leadership and leapfrog management are also one of the reasons for shirking responsibility. Leapfrog management for employees, don't know who to listen to, don't know what to do first and then what to do, lack of planning, problems will lead to shirking responsibility and excessive dependence on leaders. It also caused great contusion to the enthusiasm of his immediate boss.
After the restructuring of company D, the general manager is in charge of the purchasing department and the vice president of production is in charge of the production department, but the general manager still likes to arrange the work of the purchasing department minister directly. For a long time, the vice president of production always felt that he couldn't manage the work of the purchasing department, but when it came to discussing the lack of parts, the general manager always investigated the responsibility of the vice president of production, but the vice president of production felt very wronged and had to bear the responsibility if he couldn't manage his own work, so the phenomenon of shirking naturally occurred. (Shandong Qiushi Daming)