The hottest led people pay attention to who stole

2022-08-23
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Attention of led people: who "stole" the manager's time

Abstract: managers who are good at managing time can not only properly handle their work, but also set aside enough time to accompany their families and enjoy their family. And other managers who are busy every day can't help wondering, how do those managers who make good use of their time use their limited time

managers of enterprises often lament that they have insufficient time and lack skills. As we know, time is fair to everyone, 24 hours a day, without exception. However, there are always some managers who can achieve greater results in limited working hours, while others are busy from morning to night, regardless of working overtime. They look very busy, but their work performance is unsatisfactory

managers who are good at managing time can not only properly handle their work, but also set aside enough time to accompany their families and enjoy their family. And other managers who are busy every day can't help wondering, how do those managers who make good use of their time use their limited time

there are a large number of books about time management in bookstores, and new terms such as the generation of time management have emerged. For the vast number of managers, they have read a lot of books and listened to a lot of time management courses, but in practical work, they have found that "make good use of time"? It's not easy to say I love you. In that case, how can managers' time be "stolen"? The reasons are somewhat complicated. We list two prominent reasons

despise good planning before work

ask yourself, our people are obviously impatient, which can be reflected in work and life. In work, when you encounter a situation, you always want to rely on oneortwo "tricks" to quickly solve the problem, and you are not willing to trace the source. All kinds of "idea" companies that were very popular many years ago are an example

so far, this sign has not improved much. After various management problems appeared in many enterprises, decision makers did not thoroughly think about the origin of the problem, but eagerly looked for people to "solve" the problem. What they want is to stop the problem. As long as the situation does not continue to deteriorate, policymakers will be satisfied with the point. If similar problems occur again in the future, they will "find ways" to find someone to solve them

in fact, many management problems can only be solved from the deep, from the source to the outside. Unfortunately, the decision-makers of enterprises obviously lack this patience. In this regard, Drucker said, "managers who know how to make good use of time achieve performance through good planning. They are willing to think first, then act, spend a lot of time thinking thoroughly about the areas where goals should be set, and spend more time systematically thinking about how to solve recurring old problems."

"if the company has the same crisis again and again, they should spend time to find out the root cause of the problem and prevent the crisis from happening again and again. This may take a lot of time, but in the long run, it will save more time." According to Drucker, the actual situation is that the managers of a certain number of enterprises are often troubled by those recurring problems. Every time they use one excuse or another, they don't have time to completely solve them and wait for them to be solved later

but before long, the same problem reappeared, and they had to spend the same, or even more time than last time, to solve it. Sometimes, managers also want to solve recurring problems from the root, but higher decision makers and bosses of enterprises are unwilling to pay this time and energy, and managers have to passively let these recurring problems drag on, and have to spend time dealing with the same crisis again and again

therefore, in enterprises with relatively low management level, it is not surprising that managers often fall into daily affairs. This is not only the problem of managers' personal working ability, but also the problem of supporting the whole management system of the enterprise. Obviously, it is not something that managers can solve

subordinates "de authorize" their superiors

in most cases, there is great room for improvement in their thinking level, professional quality and working ability. Especially those newcomers in the workplace, compared with their parents, have been treated with respect since childhood. They are cared for by their parents at home and teachers at school. After graduation, they habitually expect subtle guidance and help from their line superiors

therefore, it is easy for them to push around at work, and if the boss doesn't give orders, they just sit there at a loss and don't know what to do. In the process of work, they are very eager to get the guidance and evaluation of their superiors, or correct errors or praise at every step as much as possible. In short, the superiors should "pay attention to" them. If the supervisor's guidance is not meticulous enough, they will feel left out, and even have negative emotions

when a manager has more subordinates and a lot of new people, the manager is like a nanny. Managers should not only motivate their subordinates, but also provide detailed guidance, timely evaluate their work performance and quality, and communicate with them anytime, anywhere. These cumbersome, repetitive and inefficient work will consume a lot of effective working time of managers every day, so that managers have no time to take into account the requirements of their superiors

in this regard, Drucker said, "most managers spend a lot of time evaluating the work performance and quality of their subordinates. However, people who make good use of their time are not like this. They make a systematic evaluation of their subordinates every year. It only takes a few hours, and many decisions that need to be judged - including the new posture, promotion or work assignment of their subordinates - can be answered."

"managers who make good use of their time spend much more time communicating with their superiors than with their subordinates. They don't discuss their own problems with their subordinates, but they know how to make their subordinates talk about their problems actively. Managers who make good use of their time also spend a lot of time thinking about their superiors' problems and what contribution they can make to the success of their superiors and the whole enterprise." According to Drucker's words, look at ourselves: if we feel that time is quite insufficient, is the pre work planning not enough? Is there too much time spent on subordinates every day

for a diversified company, if its information system, communication mode, employee development, management compensation and strategy formulation process are subject to the organizational boundaries of the strategic business department, its core competitiveness is bound to be incomplete. Therefore, senior managers should spend a lot of time on formulating the strategic structure of the company

the strategic structure must be dynamic, and create a good management culture, teamwork spirit, change ability, and form an atmosphere of resource sharing, protection of proprietary skills and long-term consideration. Such a strategic structure is not easy to be imitated by competitors, but has high profits. Of course, all these issues depend on how the strategic structure should be designed. For each company, the answer is different

How can enterprises gain competitive advantage and keep it? In the long run, it depends on whether the enterprise can build its core competitiveness at a lower cost and faster speed than its competitors

the so-called core competitiveness is the company's ability to coordinate different products and integrate various technologies. The real advantage of the company is that the management can integrate the technology and production capacity of the whole company into its core competitiveness, so that all businesses can cope with changing opportunities

Japan Casio's outstanding miniaturization ability in the 1980s is the best example of its core competitiveness. In order to produce a miniature radio smaller than a business card, Casio integrates its technical expertise in miniaturization, microprocessor design, material science and ultra-thin precision packaging, and ensures that technical experts, engineers and marketers reach a consensus on customer needs and technical feasibility, so as to create a miniature business card computing teknor apex that is different from other TPE suppliers Pocket TV and digital watch

we can imagine a diversified company as a tree: the trunk and several big branches are the core products, the thinner branches are the business units, and the leaves, flowers and fruits are the final products. The core competitiveness of the company is to provide nutrients for big trees and the root system that plays a supporting and stabilizing role

by actively focusing on core competitiveness, the company can create a unique integration system to enhance the synergy between different products and technological capabilities - the advantages of this system cannot be imitated by competitors

determine core competitiveness

1 Select a suitable clamp and install it on the tension machine. It is advisable to conduct a pre experiment to confirm the most suitable clamp and clamp type

first, you need to clarify the strategic intention of the company. The strategic intention determines the significance of the company's existence and the target market. For example, NEC, which has made outstanding achievements in semiconductors, communications, computers and personal electronic products, has a strategic intention to "integrate computers and communication technologies and make use of them". After the strategic intention is determined, the core competitiveness is determined to support the realization of the strategic intention

you need to ask yourself:

if we don't master this core ability, how long can we stay ahead in business

how many opportunities will we lose if we don't master this core ability

can this core competence allow companies to occupy different markets

can this core ability provide customers with multiple values

build core competitiveness

once the core competitiveness is determined, the company should start from three aspects:

the first is to invest in the required technology. Citigroup has adopted an advanced operation system, which enables it to participate in transactions in the world market 24 hours a day, thus defeating other competitors

secondly, inject resources into each business unit. This approach allows the company to surpass its rivals in new business development. For example, 3M and Honda have developed a wide range of products based on their core capabilities, which has won them the leading brand position and customer loyalty in the world

finally, establish strategic alliances. NEC's cooperation with Honeywell and other companies enables it to have in-depth access to mainframe computer and semiconductor technology, so as to build its core competitiveness

develop core products

the tangible link between the core competitiveness determined by the company and the final product is called the core product, that is, one or more physical products that can reflect the core competitiveness

core products can be said to be some components and components that can add value to the final product. For example, Honda's automobile engine is the company's core product. It is the key link between Honda's design and R & D capabilities of a series of products, and it promotes the company's final mass production

it is important to distinguish between core competitiveness, core products and final products. The smart composite market will reach US $875million in 2020, because global competition follows different rules at different levels. In order to establish or consolidate the leading position for a long time

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