Read Drucker's "Management-mission, responsibility, and practice"
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Design Management Personnel's duty principles1. It should be based on the tasks that must be done to achieve the company's goals. It should be able to contribute to the success of the company and be measurable. 2. The scope and title should be as large as possible. 3. Managers should be guided and controlled by the achievement goals, rather than the superiors.
This should be avoided when designing management roles1. the job scope is too small and the job scope is too small. This may lead to the fact that after several years of work in this position, the manager gets bored and does not have the motivation to work, and may reject the change. 2. the designed management positions lack goals and specific functions and do not need to be held accountable. For example, some "assistants" 3. The lack of specific full-time job management is a job, but it is not a full-time job. When designing a management position, we should combine "management" and "work", that is, a person's special functions with his/her own position. That is to say,
A manager should be both a manager and a professional. He should have enough things to do. Otherwise, he may do the jobs that should have been done by subordinates, which leads to the phenomenon that common managers "Do not delegate Permissions ".. Therefore,
A manager should be a "working boss" rather than a pure "coordinator ".4. the title design of the management personnel should be as much as possible to ensure that the management personnel and the personnel in their own management units can complete this work. title should not be regarded as a reward at any time. 6. roles such as the widow maker should be re-considered and re-designed. If one post fails to make two people who have previously done well in other positions, the job should be reorganized, redesign.
About Position Structure and Personality1. The design of positions must be non-personal, but task-centered. Otherwise, they will not have continuity and will not make people inherit from each other. 2. The title design must start from the task, but it must also be able to adapt to people with different temperament, different habits and behavior patterns. Therefore, the management scope should be designed to be larger. 3. When designing a management position or selecting a candidate for this position, the "style" should never be considered as a condition. The only condition for managing a position and the only test of the incumbent are performance.
Scope of management relationships1. when talking about how many roles a manager should have, what matters is not how many people are in charge, that is, the so-called Management span, but how many people report to each other and report to one manager, that is, the number of links. 2. the management relationship determines the position and position of the manager in the management structure. These relationships also set a certain limit for the Management Personnel (only the relationship, but not the job, is actually not a job). Therefore, when designing management roles, it is important to carefully consider management relationships and ensure that they do not exceed the limits that individual can grasp.
Definition of the job scope of management personnelIt can be defined in several different ways. 1. The first is the specific function, that is, the position itself. For example, Market Research Manager 2. enterprises and superiors expect the manager to be responsible for specific work 3. relationship between top, bottom, and horizontal 4. the information required for this position and the location of the manager in the information flow process must be considered in depth: "The relationship between the top, bottom, and the horizontal, who depends on my information? What form of information does it depend on ?" Defining a position is the manager's responsibility. She should write her own statement of duty: the contribution and achievement plan he and his organization should undertake to him, he/she should confirm and carefully consider his/her relationships with various parties, and determine the information he needs and the Information contribution he has made.
Relationship between managers and their superiors, subordinates and Enterprises1. every manager should make contributions to the needs of his/her superiors to achieve their goals. Every manager should carefully consider what he and his/her superiors need to do in order to achieve their performance and achievements, and how to do it. 2. managers have a downward responsibility for their subordinates. They must ensure what they want them to do, help them set their goals, help them achieve these goals, and provide necessary resources and information, provide necessary suggestions and assume the role of a coach. 3. The manager should be oriented to the enterprise. Each manager must be based on the enterprise's goals and determine his own goals and the goals of his/her organization.
