Manage with the concept of "people-oriented". The concept of "people-oriented" is to complete the management process in the process of meeting the needs of subordinates, so as to achieve the management objectives of enterprises. Enterprises give their subordinates the needs they need (of course, the needs of subordinates here are also within the maximum capacity of enterprises at present. When they exceed the ability of enterprises to solve problems, enterprises can make flexible solutions by expressing, explaining, adapting and other ways), and subordinates repay enterprises through their efforts (of course, the order here is not that enterprises give first, but that employees pay first, and then they can embark on a virtuous circle).
Give subordinates what they need, and I think they will be happy to accept it. In addition, you have a good relationship with all your subordinates, even if there is anything that is not thoughtful or helpful, your subordinates will take the initiative to understand. In this way, as long as you create your own team and use the strength of the team to face tasks or difficulties, you will be invincible.
Using "people-oriented" management, you should have a comprehensive understanding of the company's policies towards employees before management, which is convenient for you to master and use. It is best to communicate with the boss or leader who has absolute power in all aspects and strive for the understanding and support of the enterprise or leader.
When the "people-oriented" concept conflicts with the company's values, you can also use your wisdom and ability to balance the fierce relationship between the company and its subordinates within your own power. You can temporarily put aside the enterprise factor and implement it step by step, but you must. But please pay attention to the following steps:
1, since you have a good relationship with your subordinates, it should be more convenient to communicate. Straighten out the relationship between the enterprise, our team and subordinate individuals. Correct the relationship between company discipline and subordinates' needs. Get the understanding and support of subordinates, and build a harmonious team conducive to the company's operation and personal development of subordinates;
2, to find out the ideas and needs of every employee in the team, try your best to meet or help meet or strive for satisfaction, including life help, and do it with your heart. Even if the needs of employees are not met, you can get enough understanding and consideration from employees;
3. To have the concept of serving every employee in the team, we must first fully understand the working ability and respective specialties of every employee in the team. Seriously train or help each employee to complete their own work tasks, and affirm and recognize the employees who do well in time;
4. Be self-disciplined and guide employees with your own personality charm. Use more guidance, less power, or even nothing. Really convince the employees of their own team;
5. Use positive education and self-criticism in your own team, because most of the problems in the team are due to negligence in management. Give way when you see honor; Be brave when you see responsibility;
6, according to the actual situation of the employees of the group, arrange small activities in their spare time. In particular, if you have made certain achievements or overcome a difficulty or an employee's own major problem, you should arrange and organize it well, and you are a family.
To sum up, since we have a good relationship with our subordinates, we should develop in a better direction. A team is a family, and we should simply learn from each other, make progress and improve. Advanced with backward, backward learning advanced, advanced more advanced. Strength goes to one place, and wisdom goes to another. Create a particularly warm working environment and work happily every day. What did you say?/Sorry?
The relationship with subordinates is too good. I suggest you choose the following management methods:
With emotional management. Because of the good relationship, I use this feeling to demand and restrain my subordinates. However, this kind of emotional management is a "double-edged sword". If it is well managed, it may get twice the result with half the effort. Once there are "twists and turns" in feelings, there may be a "mess" situation.
Manage with reason. Don't take good relations with subordinates as the premise of your management. A good relationship can be outside of official business, and can't be confused with official business. If we can handle this relationship rationally, we can not only maintain friendship, but also benefit our work.
Manage with power. Remember, you are their boss now, they are your subordinates, and you have mastered and controlled them. To control them, we can make good use of this power. However, if you don't master power properly, it may destroy your original friendship with them.
According to the system management. A unit will have a set of formed management system, and all work is based on the system. Your power is to let the system really play a management role. Everyone is equal before the system, which can avoid "favoritism" and embody "fairness and justice". If you manage like this, he will not destroy your friendship with your subordinates, but also help to carry out your work well.
Of course, managing applications is the best way. You can adopt different management methods for one person or several people, or you can adopt the same method. But no matter what kind of management method you adopt, this method must focus on the overall interests of the unit, and you can't lose big because of small things.
"I'm going to resign."
"I may really be unfit to be a leader."
At midnight 12, a WeChat from my friend Xiao Mu startled me. She was in high spirits for a time. As the head of the department for two months, she was like a frost beating eggplant and lost her momentum.
Under some questioning, Xiao Mu poured bitterness:
I thought that when I became a manager, from then on, "more people have more spare money" and the workplace will be opened. Who would have thought that the road to management was so bumpy?
Before the promotion, all five subordinates had a good relationship, and three of them were old irons. I thought they would be the most supportive.
The result turned out to be hard to say, and it was difficult for the other party to pull a face and accuse the other party.
Arrange more tasks, and push them if you can; The task is a bit complicated, and I can rely on it. All kinds of hats are put on.
If you are in a hurry once in a while, be a little weird. The other party will either make fun of you or say that you are arrogant after your promotion;
The relationship is not iron.
Another 1, who was defeated by the competition, was carried away by Xiao Mu's professional ability and didn't listen to the command at all.
Finally, 1, with old experience and hard relationship, just muddled along, even went to the leadership office to report that the leader was not strong enough, and the leader accused Xiao Mu, which not only caused the management to get out of control, but also caused the mood to get out of control.
Colleagues leave work on time, and they roll up their sleeves and work hard. It is normal to work overtime to 1 1 and 12 every day. Even on Saturday and Sunday, they don't rest. Even if the leaders don't praise them, they criticize them to help their colleagues with their work, and they also use knives behind their backs.
I didn't know that all new managers have to go through 1 after promotion: the change of work thinking, from executive thinking to manager thinking.
Xiao Mu unconsciously entered the management misunderstanding: 1, the position was put up, and the work content remained unchanged; 2, hands-on, think that driving employees to work, it is better to do it yourself and get along well. I like to measure employees by my own standards, and I think employees who can do it will certainly do it.
If you deeply understand that management is "managing things" rather than "managing people", learn to cooperate with colleagues. It will greatly improve the management settlement rate.
Shark's workplace view first congratulates the subject, promotes the manager and starts a new career. From the beginning, I had favorable conditions, a good mass base and a good relationship with my colleagues. However, in order to carry out the management work smoothly, it is suggested that the focus of the next work should be changed first.
You should know that this is the 1 level to pass after promotion, and it is also the most important level, which is a change of thinking.
1, let subordinates know what is the most important promotion manager. The first important thing is to make a detailed analysis and arrangement of each work in the group, and make clear what each subordinate should do and how to do it, that is, to formulate relevant standards. The job responsibilities of each subordinate should be clear.
As a manager, when explaining work tasks, we must make the team clear about the work content and objectives, that is, the work should be explained clearly.
For example, when you communicate with your subordinates, "here is a project for you to follow up, it's urgent, hurry up",
"Is there anything you don't understand?"
If you have any questions, you can come to me at any time.
However, if you put yourself in the other's shoes, many times, first, you didn't make it clear, and second, the employee made it clear because he was afraid that you would think he was stupid? Still no problem or something? This naturally has no good effect and even needs to be redone.
The correct solution should be, "I have an urgent project here to tell you the situation, ..."
"Did I make myself clear just now?"
"What do you think is the most important thing to finish this project?"
"If you want to follow, do you have any good ideas and suggestions?"
2. How to make subordinates do their jobs better? Whenever we are in the workplace, we need to do our job well. As a manager, the core task is how to make subordinates grow up and work smoothly.
As a manager, it is absolutely impossible to go it alone, which is the main reason why many new managers are very good at being employees, while the current managers are Diss.
Specifically, it can be operated as follows:
1) provides a clear sense of direction and goals for the work team.
It is very important for subordinates to understand the importance of their work to achieve organizational goals. That is, communicate the purpose and goal of the plan properly in daily work, and explain the purpose and importance of each operation.
Specifically, some management tools can be used to assist management: target management, plan management and process management; For example, for employees who don't cooperate with their work, the workflow decomposition method can be carried out, and the corresponding performance appraisal can be established and publicized accordingly, and everyone can supervise each other. As long as it is useful, it doesn't matter which management method is used.
2) Activate subordinates
In daily management, we should be good at activating subordinates, encouraging continuous challenges to new goals and pursuing higher performance. Constantly achieve self-transcendence in the work, complete the goal that was originally thought impossible, and create better performance.
For example, we can help our subordinates to design a performance appraisal system, help them to do a good job in performance management and target management, and constantly give affirmation in the process, and help them to constantly challenge one goal after another.
3) Provide value for subordinates
In other words, support the growth and success of subordinates, as managers:
First of all, we should sincerely care about the survival and development of subordinates, transform organizational goals and aspirations into personal meaningful goals, and integrate organizational goals with individual member goals;
Secondly, it is necessary to provide a platform and opportunities for subordinates to develop and support their growth and success.
4) Establish cooperative relations.
First of all, you should gain the trust of team members, so that you can play a role and drive everyone to create better performance together. Secondly, you should understand the advantages and disadvantages of team members, foster strengths and avoid weaknesses, and establish a relationship of mutual trust. Let subordinates learn methods and experience while cooperating with you, and keep growing.
5) Do a good job of upward management.
For the managers in the early Jin Dynasty, the problems you met that you thought could not be crossed were nothing in front of the boss. They have all experienced it, so when you encounter management problems, report to your immediate supervisor and ask for advice. He is the biggest support behind you. How to make you grow up and work smoothly is one of his job responsibilities.
There will always be only one person for you to manage, and that is your immediate supervisor, who holds the resources and rights you need. Only by doing a good job of upward management can you gain more resources and rights, be better responsible for upward, help team members grow and achieve success, better achieve organizational goals and reflect the value of existence.
3. Management is a technology. Many people think that management is an art, but in fact management is a technology. Just like programming and writing articles, there are rules to follow. As long as you study hard, study hard and learn it, you can apply it to your work immediately. Combine theory with practice to continuously improve your work efficiency.
Don't wait for employees to leave to know that they are not suitable; I didn't know how bad my management was until I was scolded by my boss. Even because of management, I was scared to collapse, thinking that I was improperly led and wanted to escape.
Don't be intimidated by difficulties, there is no road in the world, just go. Similarly, management ability is not innate, but more importantly, it is learned and cultivated the day after tomorrow.
Conclusion: As a qualified manager, you should understand that your performance comes from many people. Only when your subordinates have good work performance and high creative performance can your performance be more reflected. As a skill, management can be acquired through acquired study and training.
Thank you for your question.
I envy you for getting along so well with your subordinates. Here are some management suggestions I give you:
1. Leaders should talk about feelings in daily communication and jump out of the circle of "feelings" in time at work.
We say that "affinity" can fully show the personal charm of leaders. In daily communication, the more friendly the leader is, the more people are willing to treat you as intimate friends, and the more harmonious the relationship between the leader and his subordinates. China is a human society, and having good interpersonal relationships is a prerequisite for doing all the work well. But at work, leaders must jump out of the circle of "feelings" in time, don't be trapped by feelings, and don't manage because of feelings, so the work will become more and more passive.
2. In management, establish a scientific and efficient work system, and work should be "in people's absence"
In management, it is necessary to formulate perfect rules and regulations, establish a scientific and efficient work system, so that everyone can act according to the rules of the unit, and at the same time, there should be corresponding encouragement and reward measures. No matter how good your feelings are in daily communication, you must be "right for things, not for people" in your work, praise your achievements, point out problems, criticize when you should criticize, and punish when you should punish. Never let feelings take the place of rules and break them.
3. The greatest concern for subordinates should be "more concern in life and strict requirements in work"
Of course, it is appropriate to care more about subordinates in your life, which is also the basis for you to obtain harmonious interpersonal relationships, including giving birthdays to subordinates, visiting subordinates and their relatives when they are sick, and even helping their marriages. But you must be strict with them at work, which in itself is helping them grow up healthily! When you praise your colleagues, say it in front of them. If you have any questions, talk privately and save his face. These are some very good management methods.
I have a very good relationship with my subordinates
For example, a subordinate has left his job, but he is willing to come back for two days for free.
I think the following methods will be more appropriate:
1, emotional management
Good relationships cannot be cultivated overnight. A good relationship is because we recognize each other, which is the embodiment of your personality charm and another reliable expression. Therefore, we need to continue to protect this relationship.
Emotional management does not mean that you manage him with relationships, but take him and teach him to grow. Tell him with your own example what you know and what we should do. What should I do? How to deal with the relationship between colleagues?
Let him grow up, it will definitely be good for his later work or life, not because of his good relationship, and it doesn't matter if he gets stuck twice, which will be very unfavorable for later management.
Growth is very important to everyone, so the better the relationship, the more you should teach him how to grow with emotion. It is better to teach people to fish than to teach them to fish.
2. Fairness and justice
When the relationship is good, the hardest thing for us to do is fairness and justice. Because of his good relationship, he made a mistake in his work, and we turned a blind eye. Doing so will actually harm him, and at the same time it will also arouse the resentment of other colleagues, which will have a great impact on your leadership credibility.
However, it is really difficult, because we should at least be fair in front of others, and then communicate with him alone afterwards, because as the person in charge, we often have to consider the overall situation. If you have a good relationship, he will understand what you have done. You can communicate with him and ask for his advice instead of posing as a leader.
Often he will be disgusted, but it is not easy to manage.
Management is appropriate and comprehensive, and some established facts cannot be changed because of personal feelings.
As long as we do this, we can take care of our cronies and subordinates and safeguard the overall fairness.
Of course, there are some things that we can help, and to some extent, we can be biased, such as promoting a good relationship when two people have the same performance. For example, if you get the clue yourself, you give it to him privately, instead of taking advantage of the public.
1, separation of working relationship
The intimate relationship between leaders and subordinates shows that leaders are cohesive and United, and they can be close friends in private, but they can't bring intimate relationship to work, and work should also be a relationship between superiors and subordinates. The two cannot be confused.
2, put the words in the light
If the relationship is too good, be sure to spend a lot of time together and then explain it in private. It's ok to go deeper and be casual outside of work, but in work, leaders are leaders and subordinates are subordinates. Not as casual as in private, and not too intimate. It is not insurmountable for everyone to carry out it together and achieve * * * knowledge.
3. Fairness and justice
Although the relationship is close, we can't abuse power for personal gain, let alone take the closeness of the relationship as the standard to evaluate the quality of work. If this is unfair and just, it will lose everyone's trust and prestige, and it will be difficult to carry out and lay out the leadership work.
Step 4 support each other
Since they are closely related, they should support and help each other. Leaders care about subordinates (all subordinates), and subordinates respect leaders, work together, do their best and make achievements.
Adhere to three separations in practice: First, separation of ranks. Is to put work first and feelings behind.
The second is the separation of rules. The work rules are strict and insurmountable.
The third is responsibility.
The boundaries must be separated, not blurred, and there is no room for confusion. They can't replace each other.
The key is that leaders should be open and fair and have strong execution. If the principle of leadership is not firm, it will only pay for itself in the end.
It's like a snake player being bitten by a snake.
People often say that the workplace is like a battlefield. Here, we are not soldiers, colleagues or comrades in arms. The former colleagues have a good relationship, and now the subordinate relationship is still very good. Many managers don't know how to manage subordinates who have a good relationship with them. Strict management is afraid of affecting the relationship, while slack management is afraid of "broken window effect".
Use two typical cases to analyze this kind of thing:
Xiao Wang and Xiao Li went to a company to apply for a job together. As they just graduated, they don't have much money. They share an apartment and work together every day. After work, they got together and became friends who talked about everything.
A few years later, Xiao Li was promoted and Xiao Wang became his direct subordinate. Because of his good relationship, Xiao Li also takes care of Xiao Wang. However, after a period of time, Xiao Li found that many things met with resistance, but the reason came from Xiao Wang.
In Xiao Wang's workload, either he can't finish it, and the work has to be made up for him; Either he is full of complaints and thinks that Xiao Li has changed and always takes advantage of his own people. Sometimes I complain: I am a leader now, how can I be friends with others?
Faced with such a situation, Xiao Li was confused and didn't want to affect the relationship between the two people, but the work could not continue. Such things are normal in the workplace.
Case 2:
Xiao Zhao and Lao Gao are both teachers and friends, and Lao Gao is Xiao Zhao's first teacher. Lao Gao takes good care of Xiao Zhao, and they get along well. They not only cooperate well in their work, but also often have various intersections in their lives.
Because Xiao Zhao didn't ask much, Lao Gao felt that he didn't have a sense of existence, so he didn't work actively, and even always assumed the appearance of a senior. He always opposes everything, and even raises objections at departmental meetings, which makes his work difficult to advance. Xiao Zhao didn't want to take Lao Gao's knife, but Lao Gao didn't know how to advance and retreat, which embarrassed Xiao Zhao.
Things like this are not uncommon. Those who are experienced in the workplace become their subordinates, but the result is to change their normal state and let their work develop.
How to manage subordinates who have a good relationship with themselves? 1. Seek advantages and avoid disadvantages, and straighten your mind.
Everyone in the workplace is seeking advantages and avoiding disadvantages, and so are managers. The pursuit of advantage is to manage subordinates, use them for their own use, and be able to successfully complete the tasks assigned by superiors; Avoiding harm is to create a relatively fair environment for a person, not to build a population. With a correct attitude, colleagues can become friends, but not at the expense of losing their future.
2. Enjoy the information and strive for understanding.
There is an information gap between superiors and subordinates, so many work arrangements are not understood by subordinates. At this time, it is necessary to share the information with subordinates who have a good relationship, so that they can understand the purpose of arranging work. Only when the information gap is relatively narrowed can we gain the understanding of subordinates, especially for colleagues with good relations, information can be shared appropriately, which can win the understanding of subordinates to a great extent.
3. Legislative thinking and compliance with rules
Everyone has his own personality and rules. Usually, people call this rule "protective color" or "legislative thinking", respecting each other's bottom line and not touching the principle. In fact, friends are a game between superiors and subordinates. When testing each other's bottom line, you don't want to lose friends, and friends don't want to lose you. Therefore, this kind of "legislative thinking" will reduce a lot of trouble and will naturally avoid it when it comes to principles.
4. Touch people with emotion and get help.
People have feelings. They naturally have feelings when they get along for a long time, and so do their colleagues, especially when they get along well and have a good relationship. With affection, you need such friends to help you stand firm, and you need trusted friends to help you. Most relationships between people are exchange of values. When you get help, you should also give back accordingly, which will naturally form a virtuous circle.
It is very simple to manage subordinates who have a good relationship with themselves in the end, because everyone is playing a game, which is to seek advantages and avoid disadvantages. If you grasp this principle, many things will be solved. At the same time, it is also very complicated, because people have feelings, and sometimes the degree of management is difficult to grasp.
In fact, the fundamental reason is that you are only the vanguard, not the leader. When you are good enough to be a leader, conformity will only make those well-connected subordinates look up, obey and even become loyal followers.
After the project was promoted, good friends became their subordinates. If they don't handle it well, they will not only be unable to carry out their work, but also lose a few good friends. How to handle this relationship and bring a good team?
First, business is business, don't generalize. Work is work, don't get personal feelings. This attitude must be made clear. If a friend makes a mistake, he should give advice and criticism. Don't be lenient just because he is your friend, or others will follow suit and the team will become more and more dispersed.
Conversely, subordinates, as your friends, should support and understand you. If you are asked to take care of you blindly, that friend will become a burden.
Second, communicate actively and don't put on airs. The first stresses principles, and the second stresses methods. When arranging work, summing up the return to work, and reviewing and reflecting, we must communicate more. At the same time, we should pay attention to communication methods. Since we are friends, let's talk openly. Don't put on airs, always tell some beautiful scenes, otherwise, your friends will only feel farther and farther away from you. The same is true of criticizing subordinates. Put it mildly, point out the shortcomings, and it is best to give some suggestions for progress, not to do dry training, not to mention saying things that hurt people's self-esteem, so as to achieve the role of reminding and maintaining.
Third, after work, we are still good friends. Work is just a part of life. You have a superior-subordinate relationship at work, and you should be friends after work. It is necessary to distinguish that going to work is a serious state of tension and do your own work well; After work, we used to play together and have fun together, and we still do. Don't be confused.
Even if you do these things, after a long time, you may still have a sense of alienation and identity. Remember, communication is the most basic interpersonal communication skill and the most effective way to close the distance. If one communication fails, more heart-to-heart conversations are always effective.
The black Camry is driving on the country road. A county leader sat in the back row and I sat in the cab. The county leader told me: "Don't be so restrained in the future. You can treat me as a leader at work and in public, and you can call me brother in private. "
County leaders are the main leaders of a department directly under the county, and they are also members of the Standing Committee of the county party committee. I'm his deputy. Besides, I am the deputy director of another unit of his. Our relationship is not generally good.
In fact, we had known each other for 12 years. When the leader was a deputy secretary in the township, I began to help him write personal materials. The so-called big materials are his year-end summary, his important speech, the materials he needed when he was promoted, and the materials he needed before he won important honors.
In the unit, as a deputy, I am in charge of the three most important units, one is the financial unit, the other is the office and the other is the theoretical unit. The leader values me very much and even says that he appreciates me. And I, how can I repay others?
Bitter workplace theory in the final summary:
1. The leader is very kind to me. Should I use positive work attitude, rigorous work style and excellent work performance as a reward?
2. If the answer to question 1 is: Yes. Then, as a subordinate of the leader, the leader is so kind to me, so concerned about me, and regards me as my best brother and friend. Do I still need him to manage?
3. If the answer to the second question is:No. Is the answer clear?
4. If the answer to the third question is: very clear. Then the final answer comes out: as a leader, he has a good relationship with his subordinates, and they don't need management at all. They will take the initiative to maintain the leader's face, share their worries for the leader in their work and serve the leader in their lives.
5, the relationship between leaders and subordinates is good, mainly depends on the choice of leaders. If the leader has a good relationship with his subordinates from the beginning, and the subordinates pull the tiger skin as a banner and put themselves above service management, is it necessary for the leader to have a good relationship with such subordinates? Obviously not necessary.
6. In short, as a leader, if you have a good relationship with your subordinates, you will give them face without worrying about management issues. If such subordinates need leaders to worry about how to manage them, there is no need to have a good relationship. The criticism should be criticized, and the post should be adjusted. Until he came to power.