Effective notes for managers (1)-Effective Learning

Managers must finish what they should do on time. In other words, managers must do things effectively.

Decisions made based on knowledge authority are of the same nature as decisions made by senior management.

Management's jurisdiction: planning, organization, integration, incentive and assessment.

Real problems that managers must face:

1. Managers often only belong to others rather than themselves.
2. Managers are often forced to "operate daily" unless they dare to act to change everything around them. If a manager is surrounded by a series of oncoming firms, he will soon be outnumbered.
3. The third practical factor that makes managers lack effectiveness is that managers are in an "organization.
4. Finally, managers are in the "internal" of an organization and are limited by the Organization.

The above four practical problems are the inability of managers to change and the necessary conditions for managers to exist. Therefore, managers must understand that if they are not committed to learning to improve their effectiveness, they cannot become effective managers.

We cannot cultivate a group of new superhumans. We can only use existing talents to operate our Organization.

We must learn a way to establish an organization: if someone has a skill in an important field, let him make full use of this feature.

What we should do is learn to make good use of those who specialize in a certain field.

The so-called effectiveness is a means to make the ability and knowledge resources produce more and better results.

The characteristic of all managers: everyone has the ability to do the right thing well.

Effectiveness is a habit of the day after tomorrow and a combination of practices.

The following five items are habits that must be developed ideologically to become an effective manager:

1. Effective managers know where their time is spent. The time they can control is very limited, and they will have system work to make good use of the limited time.
2. Effective managers pay attention to contributions to the outside world. They do not work for work, but work for results.
3. Effective managers are good at utilizing strengths, including strengths of themselves, superiors, colleagues, and subordinates.
4. Effective managers focus on a few important areas. In these few important areas, if they can achieve excellent performance, they can produce excellent results.
5. Effective managers must be good at making effective decisions.