For middle managers, they should be responsible for functional objectives, including medium-term development, productivity level and human resource development, and he should be responsible for the stability and efficiency of enterprises, that is, whether the company has high efficiency and whether there is a suitable talent team depends on the level of middle managers.
Grass-roots managers should be responsible for daily operational objectives, including short-term development, work arrangement, or what we call task arrangement, sales quota, cost control and production standards. Grass-roots managers are responsible for short-term and efficiency, that is. Is the company profitable? Whether the cost can be reduced and the quality can be guaranteed depends on the ability and level of grass-roots managers.
Why many enterprises can't be mediocre in the three contradictions is because of the dislocation of responsibilities, which makes top managers bear all the responsibilities, whether it is cost, quality, profit, human resource management or efficiency, which are called managers' responsibilities. Managers at different levels bear different responsibilities and goals, without distinction.
The common mistake is to give top managers high treatment and rights and pay high salaries, but they do what middle managers and even grass-roots managers do, and constantly spend their energy on cost, quality and efficiency. They have no time to capture, touch and cope with changes, and pay attention to the return on investment and the future of enterprises. This is the current management situation in China.
The boss is most concerned about management efficiency and human resources, including internal friction of the organization. We say that whether an enterprise can train people to play the efficiency of human resource management and maintain the stability of the enterprise requires the efforts and efforts of middle managers. We can even understand that human resources work should be undertaken by all middle managers, which is the work of cultivating and selecting people in the division and the work of middle managers. The most important job of middle management is the stability and efficiency of the company.
When our quality is not good, the cost is out of control, and we can't finish it, it must be the problem of grass-roots managers, either the ability is not good or the energy is not enough, so we need to pay attention to the cultivation and promotion of grass-roots managers at this time, but in daily management, quality problems are often raised by top managers at most, and the requirements and standards of cost are also put forward by top managers of the company. The company will take cost and quality as important management contents, but we must be clear that the control of cost and quality must be made by. Top managers can't do anything about these two problems, because the important people who decide quality and cost are grass-roots managers. Only when grass-roots managers pay attention to these two problems themselves and are willing to make efforts for them can the cost and quality be controlled.
Therefore, the cost and quality management must be undertaken by the grass-roots managers. Otherwise, no matter how much the company emphasizes and how the top management practices, the effect will not be too good. Therefore, it is necessary to cultivate the cost consciousness and quality consciousness of grass-roots managers. If it is found that the cost is out of control, the quality is not up to standard, and the profit cannot be completed, the grass-roots managers will definitely be unqualified.
Top managers contribute to the growth and long-term development of enterprises, middle managers contribute to the stability and efficiency of enterprises, and grass-roots managers contribute to the cost, quality and short-term benefits of enterprises. If all managers can contribute, the three pairs of contradictions in the development of enterprises will be well unified and coordinated, and enterprises can achieve stable and sustainable development.
In the planning management function, it should be emphasized that the responsibilities of senior, middle and grass-roots managers can not be replaced with each other, especially the senior managers can not bear all the responsibilities. On the surface, the top management is very responsible, but in fact it is harmful to the enterprise. The most common mistake we make is that all the goals undertaken by top managers have been achieved: cost, talent training, quality management, benefit and so on. The result is that middle managers and grass-roots managers have become employees, but they are paid by middle managers and grass-roots managers and do what employees do. In this case, they are also depressed because they have no sense of accomplishment and have nothing to do. It's sad that they don't know what to do.