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Passionate, create brilliant!

公司管理集萃《执行力的影响因素》  1、中层管理者缺乏常抓不懈的韧劲,表现为对政策的执行不能始终如一,虎头蛇尾。  工作之初往往是有组织、有计划、有宣传、有动员、有部署、有安排,可随着时间的推移和工作的展开,开始的热情逐步冷却,便少了检查、忘了督促、丢了推进、掉了考核、失了总结;工作中宽以待己,严于律人,常常是决策、计划、方案一大堆,可就是议而不决、决而不行、行而不实,未能将已拟订的决策、计划、方

Corporate Management Highlights "Influencing Factors of Execution"

1. The middle-level managers lack the perseverance of perseverance, which means that the implementation of the policy cannot be consistent and inconsistent.

At the beginning of the work, it is often organized, planned, publicized, mobilized, deployed, and arranged. With the passage of time and the development of work, the enthusiasm of the beginning gradually cools down, and there is less inspection, forgetting, and losing. Advance, drop the assessment, lose the summary; work in the process of treating others, strict with the law, often a lot of decisions, plans, programs, but can be decided, not decided, not doing, not true, The failure to formulate the decisions, plans, and plans that have been formulated to specific targets, positions, and employees is not to mention a strict timetable and standardized reward and punishment measures. Such a store manager will inevitably lead to the implementation of the more to the grassroots, the more procrastinating and perfunctory.

2. The internal organization is not scientific.

From the perspective of management, the current monopoly management system has too many functional departments, and the functional configuration is unscientific. There are a lot of functions overlapping and overlapping. Coupled with the social environment, management level, superior requirements and the actual staffing of the "management by people" and other factors, resulting in the unreasonable allocation of the entire middle management structure, to bring a series of hidden dangers to improve the executive performance of middle managers. First, the phenomenon of “bitter and unevenness” in work is more serious in individual departments. Second, the department's responsibility, power, and interests are not balanced, and it is impossible to formulate a relatively fair, scientific, reasonable, and practical performance evaluation system. The third is that the leaders recognize the concept of being a pro, and the middle-level managers at the same level do not receive the same courtesy in their work.

3. The arbitrariness and uncertainty of the policy dragged the hind legs of execution.

(1) The lack of detailed research, repeated argumentation and serious scrutiny when the managers introduce the policy system results in a change in policies and systems, leaving the performers at a loss. In the end, when there are really good policies and systems introduced, they will not be effectively implemented. Therefore, once the decision is made, the store manager should take the lead in all efforts, and should not stop and drag in the work.

(2) The unreasonable policies and systems themselves are not conducive to implementation. In practice, we often find that managers try to achieve the purpose of improving execution through various assessment systems, but they often backfire.

4. The influence of formalism and performance personal worship on the executive power.

In the process of performing duties, store managers have a lot of crossover and overlap in their functions and functions. The purpose is to provide customer service, collect supply and demand information, and maintain market stability. The current sales volume and profits are increasing day by day. How many of them are obtained through market propaganda, planning, regulation, operation, and preemption? The high management fees, the unabated human tactics, and the endless stream of transformation models are not available. Can the situation of the monopoly mechanism be so? When everyone sees the problem and is unwilling to say it, they can only push each other and even cope with it, which will definitely reduce the execution.

5, job performance assessment is rough, it is difficult to play an incentive and promote role.

First of all, the post management neglects the scientific and detailed performance appraisal system construction, and can only conduct a qualitative assessment of the so-called “German, energy, diligence, performance, and integrity” of the store manager. The assessment results are unfair. Secondly, the unit administrative management is extensive, lacking normative, scientific and practical, and it is difficult to conduct scientific and effective assessment and restraint on middle management personnel. Third, the current assessment method is set up in a single way. In theory and practice, it is impossible to give a more accurate and appropriate judgment on the performance of middle management personnel. Fourth, the year-end evaluation, ignoring the daily assessment, the effectiveness of the assessment has shrunk. Fifth, due to the influence of the social environment, the examiner is not willing to correctly judge the merits and demerits of the assessed personnel, so that the assessment is in the form and dampens the enthusiasm of some people.

6, the store manager's "self-performance" and "self-protection" awareness is more serious.

In the process of implementation, we often find out that because middle managers are constrained by their own mentality, quality, and concepts, they only judge personal right and wrong by their own likes and dislikes. What's more, I always think that I am working for the boss. The efficiency, image and development of the company are only the "face, image, political achievements and ladders" of the leader. The increase or decrease of the company's benefits, the quality of the image, and the speed of development. I don’t have any relationship with myself. As long as I can get my salary in the month, the welfare in the quarter, and the bonus at the end of the year is enough. When I see the benefits, I will actively and enthusiastically rush to get rid of it; when I find a problem, I will turn a blind eye, pretend to be dumb, or blame The superiors, subordinates, or blame for change, income, can not talk about thinking and solving problems. Usually the "holding position" is first, and the "due diligence" is followed. The ultimate direction of its efforts is not how to do a good job, but how to keep their position.

7, the middle-level managers are narrow-minded, pushing the phenomenon of the phenomenon is commonplace.

Due to the influence of individualistic thoughts, quite a few people in reality can't listen to the negative opinions of others, and they are afraid that others will pose a threat to themselves. Therefore, they will use the practice of suppressing their colleagues or subordinates with outstanding achievements, which makes the team unable to Establish an atmosphere of mutual cooperation and mutual trust; sometimes in order to publicize the so-called personality, regardless of the process, neglect the responsibilities, regardless of the system, go around and compete with colleagues or subordinates to win the name; when the work is smooth, how to publicize yourself The resourcefulness of the work, when the work encounters setbacks, they shouted around and said that the subordinates did not do anything.