With the promotion of positions, many people have taken up management positions, whether they are middle-level companies or department managers, once they enter management positions, the content and nature of their work will undergo essential changes. As a manager who used to work part-time, I tried to discuss with everyone what middle managers should manage?
From the big point of view, the content of management is divided into people and things. And things are man-made, so management is ultimately the manager. Middle-level managers have an executive role to their superiors, without any management functions, and no need to explore; they have a leadership role to lead a team, need management, implement goals, and also need management. As a middle-level manager, to manage well, I think we need to grasp two aspects:
Middle management, first manage yourself, then manage subordinates. To manage yourself, I think there are several aspects that need to be paid attention to.
1. Analysis of self-responsibility
First of all, you should analyze your job responsibilities, the company's expectations and positioning of your job, the development space of the job, and the resources it enjoys, so that you can make it clear that it can be targeted. For example, the position of marketing director must understand the company's brand development (internal marketing, VI standardization construction, industry conferences, media development, advertising, company information system construction, etc.), sales management (market analysis, sales plan and product portfolio planning, price strategy And promotion plans, agency channel construction management, sales summary analysis, etc.), customer service management (customer return visit mechanism, customer networking activities, customer roundtable meetings) and other aspects of the requirements, status quo and resource allocation.
Only by sorting out the objectives and resources of each specific task can we effectively decompose and refine the task and formulate a work plan that can be implemented. Otherwise, the direction of thinking is not clear, and the focus will be missed.
2. Analysis of the advantages and disadvantages of self-ability
To recognize yourself clearly is to manage yourself better. Only by regular analysis and summary of one's own strengths and areas of expertise can one find out the management style and behavior that suits oneself.
Everyone has different characteristics, different ways of doing things, and different management styles. For example, some colleagues, who work in outlines and act vigorously and vigorously, need detailed plans to restrain and support themselves, so as not to run too fast, such as a runaway horse, causing disjointness; some colleagues are careful thinking and cautious. The middle level needs to advance to the front end of the market and the front line of products, increase the tension in work, and enhance the personality and practical ability.
As middle managers, some people like to listen and some like to talk. If you like to listen, use written reports when managing subordinates, so as not to cause unnecessary misjudgment to subordinates if you don't think clearly; if you like to speak, use oral reports when managing subordinates. Give feedback and express your thoughts and ideas in time. Everyone has different personalities and preferences, and different management methods. You should choose a management method that suits you according to your own situation.
If you say that you don’t know your strengths, you can seek feedback from the people around you and analyze them. The common ground spoken by five or six people who know you well is your strengths and weaknesses. Discover your own strengths, make use of them, summarize your weaknesses, and improve and upgrade in time. Make up for the shortcomings, give full play to the longboards, make the best use of people and make the best use of things.
3. Self-time management analysis
For every manager, time is limited. In addition to routine work, temporary work will follow every day (company meetings, customer visits, media appointments, temporary affairs, etc.). If there is no time for management And planning, it is easy to get tired of dealing with it. I lose sight of the other, grabbed the sesame seeds and lost the watermelon, leaving myself muddy and exhausted.
At this time, it is recommended that you use a combination of work schedule and work classification. If you have new temporary work content, add it to your work schedule and optimize it according to the different levels of the work classification. Before the evening break, as long as the work plan of the day, the transactions that need to be processed are completed, and the fine-tuning of the next work plan is also added to the work schedule, you can sleep peacefully. Do this every day, let every work in the process proceed in accordance with the usual rhythm, and will not be affected by temporary affairs, and you will be able to handle it with ease.
The key factors for subordinates to support their own performance require more care and attention in management, otherwise poor department performance will cause damage. To manage subordinates, I think there are several key links to grasp.
1. Job responsibility management
Make a good job responsibilities, let everyone clearly know their job responsibilities, avoid arguing about problems at critical times, and eliminate some lazy ideas in the bud. At the same time, after subordinates have a clear understanding of their scope of work, they benefit from the help of other colleagues and are easy to be grateful, which is conducive to internal unity.
Clear job responsibilities can not only guide the daily work of subordinates, but also an important basis for managers to assess subordinates. Let each subordinate clearly know their job responsibilities, and formulate their own work plan accordingly. You make appropriate fine-tuning and corrections, and let the subordinates implement and evaluate according to the plan.
If this is not done well, the job responsibilities that will appear during the execution will be a virtual problem. There are two reasons:
One is that the content of the job responsibility statement is not clear. When formulating, you must not copy the content of the corresponding position of other companies to deal with it. It must be formulated according to the requirements and expectations of your company for this position. The content should be concise and concise without nonsense, specific details and non-trivial. , So that subordinates can easily understand and execute.
The second is that managers do not evaluate employees according to job responsibilities, but often determine whether employees are "busy" to determine rewards.
To deal with this problem, I think as a manager, you should pay attention to your own problems. First of all, be aware of the content of each employee's work. Requesting instructions in the morning and reporting in the evening are sometimes cumbersome, but they are effective for marketing management. It is easy to manage by clearly understanding what the employees are doing and what can be done in a buffer. Otherwise, it will happen that sometimes there are temporary things, and as a result, the arrangement is assigned to a very busy subordinate, which makes the staff at a loss. Secondly, it knows the work ability of each employee well. Thirdly, the assessment must be based on the basis of the job responsibility statement. The temporary arrangements cannot be used as the content of the daily assessment, but as additional points, that is, as the basis for rewards. Rewarding employees is not rewarding job duties. Things within the scope, but rewards for accomplishing things outside the responsibilities of the job. Finally, job responsibilities must be divided into core responsibilities and general responsibilities. There should not be more than three core responsibilities for each position, and each core responsibility must be quantifiable. Such as sales performance requirements, brand performance evaluation data, number of analyst reports, etc. Core responsibilities are the main basis for assessment. If any task is not completed, it will be judged as unqualified. The general responsibility is auxiliary work, and it is possible to achieve the conditions for becoming an excellent employee if the core work is done well.
2. Performance management of employees
If you don't accumulate steps, you can't reach a thousand miles; if you don't accumulate small currents, you can't become a river. The big goals can only be implemented one by one if they are broken down into small and implementable goals. Divide the one-year department target into twelve months, and allocate as many as possible during the peak season and the first half of the year. And then subdivided into each person's monthly and weekly task indicators.
For subordinates, monthly performance appraisal, weekly summary appraisal, and daily report appraisal are adopted.
The morning and evening meeting system is adopted, and 20 minutes are used in the morning. Everyone elaborates on today’s work plan, yesterday’s work completion, reason analysis and the need for resources and colleagues from other departments to meet the needs. Putting invisible performance pressure on subordinates, at the same time, let everyone clearly understand what their colleagues are doing, compared to their own work? Is it full? Is it proactive? …
In this way, as a manager, he can clearly understand what his subordinates are doing every day? Each person's work status and the overall status of the department, and behavioral goals will support the results goals. Only by grasping every day can we ensure every month or even every year.
3. Team building management
There are many issues that need to be paid attention to in team building, such as subordinate training, motivational communication, career planning, etc. The benevolent sees the benevolent and the wise sees the wisdom. Everyone has their own set of methods, which may be very suitable. Because teams of different natures have different management methods, I won’t go into details here. However, I think that team building is very important, that is, value recognition and benefit recognition. Every manager needs to pay more attention.
Everyone's development is a circle with self-centeredness and interest demands as the radius, and the development of an enterprise is also a circle. When both parties are constantly increasing the radius of interest appeals, the two circles may be tangent for a moment or they may intersect for a period of time. As a part-time worker, it is difficult to make the two concentric circles. Therefore, to do a good job in team building is to make the employees and the company's value identification and interest identification consistent within a certain period of time, so that the two circles will intersect for a longer time.
At the same time, only people with the same value can form a cohesive business organization, and only by realizing the recognition of the distribution of benefits (cash benefits and value-added benefits) within the organization can it be possible to keep the people together and let The organization can continue to exist.
Shi Yuzhu's success is not only due to his outstanding ability, but the stability of the entire team is also a very important factor. And the whole team can follow him all the way down. In addition to cash benefits, they can get continuous guidance like a mentor, motivational communication like a parent, career planning help like a past person, etc. These value-added benefits are also the fundamental foundation of team stability. . As a manager, Shi Yuzhu himself is constantly learning, improving, and managing himself well, which is also a charm.
So I think that managing yourself and subordinates is the management faced by middle managers.