How to improve the management level of the department 1 1 target-oriented, improve the management level of the department.
Through this "management promotion" activity, the power generation operation department has more clearly defined its work objectives in the course of work. Only when the goal is clear, the work will have a direction of progress; After the goal is clear, employees will form a joint force in their work, so as to better play the overall strength and better promote the completion of the goal. First of all, according to the overall goal of the company, the department determines the work goal of the department and decomposes it to make it executable, and enriches the department goal system by combining time, region and function. Secondly, turn the departmental objectives and decomposition objectives into specific plans, determine specific operation steps, and conduct monitoring and assessment. Thirdly, implement the departmental objectives and decomposition objectives to the responsible person, and realize the strategic interaction between the decomposition objectives and departmental objectives in the implementation process. Finally, summarize, analyze and adjust the implementation of the objectives regularly, and constantly summarize and improve the management level.
2. Optimize the implementation process and improve the management effect.
Management process is the key factor affecting operability. Reasonable management process can shorten working hours, simplify management links, reduce friction in the management process and improve work speed and efficiency. First of all, through combing and summarizing the various management processes of the department, combined with the actual situation of the department, the management process is optimized, and based on the principle of clarity and conciseness, the reasonable work links and connecting procedures are further designed. Secondly, the process is quantified, and the current situation and future expectations in the work are quantified according to the revised standards of the department, so as to determine the working time, working speed and other indicators, which is convenient for evaluation and examination in the management process. Thirdly, the process of process standardization and continuous improvement of design standards is established as the judgment standard of the present situation, so as to change the present situation and improve efficiency. At the same time, after the standard process runs, its effectiveness is analyzed and improved regularly. The advantage of this is that it is convenient to carry out the work according to the standards, which can avoid blindness in the work and reduce the loss of management process caused by no standards. Finally, according to the operation situation, the management process is continuously optimized, and the complex processes that affect the work speed and efficiency are simplified and optimized, so as to improve the management effectiveness.
3. Scientifically assign tasks to ensure effective management.
Managers at all levels in the education guidance department should strengthen their own capacity building, constantly learn and enrich themselves, and improve their ability to deal with and solve problems. In practical work, they should set an example and assign tasks scientifically and effectively. First of all, they should make sure that the motivation for assigning tasks to the people who undertake the work is good. To achieve scientific and effective distribution, managers fully understand the actual work situation of employees and make work arrangements according to their abilities. Before assigning work, plan the tasks to be assigned. Seriously consider which responsibilities can be entrusted to employees and which tasks must be completed by themselves, and know what measures managers take to help employees successfully complete their respective tasks. When assigning work, consider providing employees with as many opportunities as possible so that they can successfully complete their tasks. Managers use their influence to influence employees, put their work in place, assign jobs to employees scientifically and effectively, and put the right people in the right place to keep them in the right place, thus improving work efficiency and effectively promoting management promotion.
4. Establish smooth communication channels.
Communication channels can give and upload information. If the top-down channel is not smooth, employees will not be able to work according to the original intention of the system, and the workflow will be out of shape. Similarly, the problems encountered by grass-roots workers in their work will also affect the quality of work if they are not well reflected from the bottom up and the problems are not solved in time. When the work is not finished, sometimes it is not necessarily the fault of the employees, but the managers may not explain it clearly. Through the "Management Promotion" activity department, managers at all levels are trained and studied in management communication. At the same time, it is stipulated that when authorizing employees to carry out decision-making intentions, the principles, framework and existing conditions should be clearly stated. At the same time, it is necessary to guide department managers to pay attention to their attitude and emotional control, pay attention to their own styles and methods, learn to think systematically, and avoid following others' advice only by Nuo Nuo. Educational administrators should have a high degree of self-confidence, and believe that they can convince employees to do a good job in a down-to-earth manner. Be able to grasp the development direction of things and not be affected by some bad emotions. Through management, managers learned to actively listen to the opinions of employees. When they hear different opinions from themselves, they are not in a hurry to express their opinions, so as not to miss the rest of the information and postpone their opinions until the speaker has finished.
How to improve the management level of the department? First, "the company is not home"
In actual management, there has always been a very wrong view that the company is home. Many managers always think that they need to be "parents", and many people think that "the company should be their home", but these views are actually very wrong. What kind of state the company should be, we still have to return to the attributes of the organization itself. When a person is associated with an organization, it is very important for an individual to understand the relationship between the organization and the individual. When we say that "the company is not home", it means that the organization will not take care of individuals, which means that we are linked together through goals, responsibilities and power in the organization, not through emotions.
Organizations can be divided into formal organizations and informal organizations. Formal organization refers to the collection of people connected by power, responsibility and goal; Informal organization refers to a collection of people linked by emotions, interests and hobbies. We mainly talk about formal organization under the concept of management, because we talk about organizational management and responsibility, goals and power. Therefore, in a simple sense, organizational theory is a theory to explore whether responsibility and power match, and organizational structure design is essentially the design of decentralization and responsibility. So when we understand the organization, it means that for the organization, we can't talk about emotions, hobbies and hope that the organization is a "home". We can only tell people that an organization is not a home, but pays more attention to responsibility, power and goals. When the goal cannot be achieved, the organization has no meaning of existence, and the people in the organization have no meaning of existence.
Second, the organization must ensure that one thing is undertaken by the same people.
Many managers are overwhelmed by complicated organization and management. People always start from the aspects of system construction, incentive system and personnel quality, and think that these measures can solve the problem of organizational confusion. But no matter how hard we try, the fundamental problem has not been solved, so we began to try to solve the problem by eliminating from the bottom or internal competition. After several years of hard work, it is found that the effect is not obvious and the problems still exist.
Third, people are fair rather than equal in the organization.
In the social structure, people exist on the premise of survival, and people are bound by law and morality. People should be fair and equal before the law and morality. However, in an organizational structure, people live on the premise of achieving their goals. People should bear their own responsibilities and goals, so they have different powers. Because of these differences, people should be fair rather than equal. Perhaps this explanation is a little unscientific, but if you are willing to understand it well, it should be acceptable.
The center of gravity of the organization is people, which is completely certain. But on this premise, we must also understand that the organization emphasizes obedience rather than equality. I have always had a keen interest in the army. All members of such an organization come from different places and have different habits and abilities. However, when they joined the military organization, these people of all colors quickly became a strong team that dared to undertake and achieve their goals. People have given many answers about the reasons for creating such a team, but one of the characteristics of * * * is absolute obedience. They don't emphasize individuals or their own ideas. Everyone strives to obey the organization and strive to achieve its goals. Everyone consciously becomes a member of the organization, not himself.
Fourth, the division of labor is the fundamental way to connect individuals and organizations.
The ability of an organization comes from the cooperation brought about by the division of labor. Without division of labor, there is no vitality of organizational structure. For an organization, whether it is structural design or personnel selection, if properly used, it can simplify and clarify a key issue in the organization, that is, who controls what. In any company, clear communication lines, control lines, responsibility lines and decision-making lines are essential. To get this clear context, we need the design of division of labor, not relying on human consciousness or management system. The organizational structure itself should do this well.
Many companies are talking about the improvement of their own management systems, but I prefer to solve the problem of organizational division of labor first. The fewer management systems, the better, because the system itself is a cost. In my mind, the state of a good company is: an organic organization, a healthy and energetic culture and an effective distribution system-such an enterprise management system is enough.
How to improve the management level of the department? Performance-oriented rules
As a manager, no matter how well you do, you can't make achievements or be competent for leadership positions. Whether you are the manager of performance sales or the department head of logistics management, you must look at performance.
Performance contribution is divided into performance contribution and cultural contribution, and both parts of performance are the contribution of one person. Everyone should establish such a cognition: why did you get a position in the company? How to get a promotion and salary increase and become a company partner? Contribute!
Performance contribution is the contribution of doing things, and cultural contribution is the contribution of doing things. The sum of these two contributions constitutes a person's overall contribution. How to measure performance? Measured by the scores of performance contribution brands and cultural contribution brands, the sum of the scores constitutes a person's total contribution to the company, and an account can be established.
This account is directly combined with a series of benefits such as personal promotion, salary increase and dividends in the company in the future. As the head of the department, when your total contribution to the department is below the standard, no matter how well others do, you are not qualified for the management position of the company.
Of course, as a department manager, we should pursue cultural contributions as well as performance contributions. The proportion of performance contribution is above 80%, sometimes 85%, while the proportion of cultural contribution is mostly 10% to 15%. When you are in a leadership position today, you should think that both performance contribution and cultural contribution are a person's performance output. This is an important professional concept and the first important rule.
Team atmosphere
What is the ability of the department head? Is the management level ok? It depends on the atmosphere of the team.
If the team is divided and not enterprising enough, and the leader keeps making progress like Lei Feng, but the employees are unwilling to make progress, this is not the result of a good leader.
A good leader can inspire all employees to work as hard as Lei Feng. As leaders, they are encouraged, supported and encouraged in the rear. What we need to do is cultural construction, and the atmosphere of the team is cultural construction. Cultural construction is well done, the atmosphere of the team is good, the cohesion of the team is good, the cohesion is good, the sense of belonging of employees is good, and the execution of employees is strong.
This is the second very important rule that leaders should do: the rule of team culture atmosphere.
Team discipline
Why should team discipline be taken as a separate indicator to measure a manager's ability? Generally, excellent teams have iron discipline.
The reason why China women's volleyball team can become the world champion is that Lang Ping attaches great importance to team style construction and discipline construction! The daily routine and training discipline are very strict.
Excellent leaders attach great importance to team discipline. How to do a good job in team discipline construction? First of all, managers must set an example. Leading by example is not an important reason to convince subordinates, but the only reason. This is what Lenovo's Liu Chuanzhi said. He regards this sentence as Lenovo's corporate culture.
Team discipline is very poor, often late and leave early. The completed task was not completed, and many excuses and reasons were found. ......
As a department manager, you have to pay the greatest responsibility, because the culture of a department is determined by the leaders, and the style of the team is what the leaders look like.
A leader decides that the team is never wrong. As a manager, we should grasp the discipline of the team and create a culture of fearing rules.
Internal customer satisfaction
As a manager, leading a team should pursue a sense of satisfaction, which is the satisfaction of internal customers. Internal customer satisfaction should establish a culture: customer value culture.
Whether it is the administration department, the human resources department or the logistics department ..... everyone should pursue cross-departmental cooperation and treat internal employees as customers. External customers are parents who give us orders and money, and internal customers should be our customers. We should establish this concept.
There is a very important index to measure the ability of a department manager, which is to see whether the internal customer satisfaction is good or not. If the internal customers are not satisfied with you, it means that you have problems in professionalism and team building.
As an excellent manager, we must pay attention to the rapid integration of brother departments and implant such culture in the team. Brother departments and cross-departments are our customers and our parents. Without these brother departments and internal customers, we have no meaning of existence.
After establishing this concept, everyone pursues the satisfaction of internal customers. As a professional manager, we must pay attention to this.
The growth of employees
The ability of a manager depends on the growth rate of employees. If you are outstanding, you need to train more outstanding talents and create more outstanding talents to prove that you are outstanding.
Jack Welch once said a very important management thought: Please remember this sentence when you go to a leadership position. Before you become the leader of others, as an ordinary employee, your success is only related to yourself; But when you become the leader of others, your success is related to the growth of employees.
As a manager, an important indicator to measure management ability is to cultivate employees' ability. In the partner management mode, we attach great importance to the construction of talent echelon. As a department manager, there is a very important accusation that employees should grow up. The best way for employees to grow is to encourage employees to pay attention to performance contribution and cultural contribution through brand points. Use scores to measure their output.
Employees can be ranked every month, with high scores encouraged and low scores encouraged. You can set the elimination line. As a manager, on the one hand, we should master employees' learning and skills, on the other hand, we should master brand management methods, so that employees' contributions can be reflected through scientific data.
Then establish a ranking system, form internal competition, activate employees through competition, let employees catch up with each other, and create a good teamwork culture to avoid internal conflicts caused by competition. As managers, we should pay attention to balance.
Effectiveness of system construction
As a department head, in addition to leading the team to make performance contributions, creating an atmosphere of team cultural contributions and cultivating employees, there is also a very important ability to build the system of the department.
Many managers think that system construction is not my business, I just need to lead the team to do it well, which is unprofessional.
Professional managers should establish such a concept, not only to lead employees to do things, but also to lead employees to be human beings, and more importantly, to establish a set of institutional systems and improve departmental systems.
Department manager-level cadres should establish comprehensive indicators, one of which is the effectiveness of system construction. The effectiveness of system construction includes system perfection and system implementation.
For example, when the partner management mode is introduced, there will be a brand-new management system and management system. If many managers don't have a scientific concept of professionalism, and he thinks that the implementation and improvement of this system is not my responsibility as a manager, it would be a big mistake.
For partners above the third level, it is necessary to establish such indicators: as the head of the department, it is the effectiveness of system construction to accept an assessment. With the assessment of this index, all managers know that my responsibility is not only to participate in the preparation of the system, but also to educate, implement and maintain the system, because these are included in the assessment of managers.
The above six points are important rules to measure whether a manager is qualified or not, and also six very important rules to improve his comprehensive management ability! Performance first, team culture, team discipline, internal customer satisfaction, staff growth and the effectiveness of system construction.
These are all things that managers should grasp. Once you understand that as a manager, you have these six very important indicators, you should give yourself a corresponding score on each indicator, and if there are any defects, make up for them.
How to improve the management level of the department? 1. Every employee must know the importance of customers to the company. There is a concept that "customers are the guarantee of work". Without clients, you have no need to work.
Second, every employee must be familiar with the company's customers and reach the level of "listening to their voices and knowing their people". Only in this way can customers increase their intimacy and trust in the company. Only in this way can the company develop and grow in a virtuous circle.
3. After receiving the telephone number of each customer's maintenance consultation, the after-sales service department must register the telephone number of each customer, and arrange the service as soon as possible if maintenance is needed. If you want to quote for maintenance, patiently explain the reasons.
4. Every employee should be polite when answering the phone. No matter what the attitude of customers is, employees should not treat customers with excessive words, because every employee represents the whole company when dealing with customers, and should always maintain the good image of the company in the hearts of customers.
5. The after-sales service department sorts out the monthly customer service list and reports it to the office, so that the company management can know which aspects of the product need to be improved and adjusted to improve the performance and quality of the product.
VI. If a customer complains about the service attitude of the employees in the after-sales service department, which is detrimental to the overall image of the company, the company will make a decision on whether to stay on probation or expel them after investigation. And according to the severity of the negative impact on the company, the employee will be fined a certain amount.
Seven, after-sales service department phone can't nobody answered, the phone rang three times must be answered. Otherwise, it is the dereliction of duty of the after-sales service personnel. The company made some penalties for this situation.
Eight, after receiving the machine, be sure to enter the customer's name, model, fault profile, serial number and other necessary information into the computer file, and the engineer will report it to the administrator in time after completing the maintenance. The administrator inputs the maintenance status into the computer in time and sends the report to the designated mailbox on time every day.