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7 pictures let you understand the nature of management

Public number : Topwing Environmental Protection Source: Time: 2020-02-21 02:08:04

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The following seven management pictures are: three-word tactics of Chinese interpersonal relationships, four careers, power structure, team building, work arrangements, motivation, and execution. The logical relationship between the seven figures is shown below.

1.Three-word tactics in Chinese interpersonal relationships

China is a trinity-based society based on human relations, human bonds as the norm, and human relations as the norm.

There are two changes in Chinese interpersonal relationships: the weakening of the concept of hierarchy; interpersonal communication is becoming more utilitarian. Based on the recognition of the characteristics of Chinese interpersonal relationships and the grasp of the current trends of interpersonal relationships, HRGO summarized the three-letter tips for handling Chinese interpersonal relationships: owe, fight, and hang, as shown in the figure.

In layman's terms:

To owe humanity is to always let others owe you human feelings, but we must not be ambitious in helping others, and we must be noble in motivation.

Suppress the expected value. The lower the expected value, the easier it is to meet and the easier it is to create surprises.

Appetite, no one will cherish what you easily get. When we are appetite by others, we need to be calm and emotional, and to find out the other person's concerns or interests.

Professional fourth degree

Attitude, height, accuracy, and speed together constitute the fourth degree of the profession, as shown in the figure.

Attitude , some people think of work as a means of earning a living, he is working hard; some people think of work as a career choice, he is working hard; some people think of work as a career pursuit, he is working with affection.

Height refers to the pattern and mind of a person. Do not compete with the superiors, do not compete with the subordinates for profit, and do not compete with their peers. Not only do not fight, but also do: help the superiors become famous, help their peers to make achievements, and help their subordinates to profit.

Precision is professionalism and competence. Do things right first, then do things right, and you have accuracy.

Speed . With precision, and then do things in an efficient way, you have speed. Whether it is self-adjustment or influencing others, it is best to start with precision.

Power structure

Position power comes from the organization and superiors, and individual power comes from the subordinates. Whether power comes from superiors or subordinates, it depends on two words: trust, and trust comes from character, ability, and consistent behavior.

As managers, we have two identities: managers and leaders.

The basis for managers to perform their duties is the power of the position, focusing on matters. Leaders play their role based on personal power and focus on people. Managers tend to operate on the bottom line, and leaders often pull on the line.

4. Team building

Emotional cohesion, alliances on goals, and shared benefits.

Share your vision with team members and connect team members' personal goals with team goals. Matching people and positions (ability), matching people (emotions), and matching people (values).

Meteor butterfly sword hanging

Through emotional cohesion, promote effective cooperation between team members and alliances on goals. No matter how good a team or a good relationship is, you cannot do without benefits. Benefit sharing is only the starting point of the relationship, and balance of interests is the direction of efforts.

There is a balance of interests, a psychological balance, a psychological balance, satisfaction, and a sense of belonging.

5. Organization of work

There are six basic steps that need to be followed to arrange work, otherwise management will run out of control, as shown in the figure.

There are six prerequisites for managers to consider before scheduling work. These six prerequisites are: appropriate, controllable, accountable, holistic, trustful, and performance appraisal.

Appropriate: It is OK to press the burden, but not more than it is capable.

Controllable: No one pays attention to the results when they say check without check.

Responsibility: Responsibilities and rights are equal, but subordinates often downplay responsibilities.

Overall: superiors must balance well to avoid whipping fast cows and lose fairness.

Trust: Do not interfere with the command or operation of the subordinates, and believe that the subordinates can do a good job.

Performance appraisal: The superior must clearly inform the subordinate what the result you want.

6. Motivate employees

In order to motivate employees, we must not act blindly, and we must take appropriate measures.

First of all, we have to analyze under what circumstances employees are not motivated. The following four categories (target competence, work atmosphere, communication feedback, management methods) and twelve situations are the real reasons for employees' lack of motivation. As shown.

Secondly, for the above situation, managers should take corresponding countermeasures respectively.

Third, as managers, we should also realize that we must effectively understand employee needs in order to truly motivate employees. The best motivation comes from the work itself. People only complain about things they highly agree with. Everyone's pursuit of their own importance is a permanent motivating factor.

7. Executive power

Team execution has three sources or three guarantees: organization, manager, and employee.

Organizational execution depends on processes, systems, and culture. The process has three functions: disorderly and orderly, complex and simple, and people walking in the process.

Managers should always remember the nine-character education motto "clear strategy, give tools, teach methods".

The above seven aspects have captured:

The nature of interpersonal relationships (owing, beating, hanging),

The nature of professionalism (attitude, height, precision, speed),

The nature of power (post power and personal power),

The nature of the team (emotions, goals, benefits),

The nature of work arrangements (six steps),

The nature of motivation (12 reasons) and the nature of execution (three sources).

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