Improve the management efficiency of the ten Essentials

Improve the management efficiency of the ten Essentials

Our research shows that, in order to improve management effectiveness, managers can turn their attention to several aspects. The following proposed ten such aspects and in turn. We are based on this belief by the ten-point: managers must on their work in the major difficulties feel sensitive and explicitly seek to solve each problem of unique ways.

First, the sharing of information. Managers can easily get a large number of special information. Because of his position made him able to carry out special external to the Organization, so as to give priority to obtain information. At the same time, he was in the Organization's highest position enabling him to have the unique opportunity to learn about internal affairs. But since he owns most of the major information orally, so his lack of appropriate methods of information transfer, the result is a reluctance to widespread tendency to pass information (it looks like he is Manager of deliberately backlog information), only a handful of managers have the opportunity to directly talk to subordinates to have the opportunity to obtain from him a considerable amount of information.

Therefore, managers must consciously take information that is passed to his subordinates. He must be aware of his many convenient source of information on his subordinates is not open. They rely on his passing a lot of important information, in order to make effective decisions.

Subordinates need managers give many recurrent oral information — the customers are of new ideas, or vendors chat discussion. They also need to receive from the Manager of two special information. First, they rely on the standard-setting organizations, Manager or target. Managers must balance profits, production development, environmental protection, and employee benefits important factors. Second, they would expect from a subordinate Manager to get guidelines and plans. If you plan to target and the Manager is unable to present a clear, consistent guidelines, then he must acknowledge the fact that he can't put any significant decision-making responsibility entrusted to other people. Because the Commission, the results may not be consistent with his own hidden in the heart of those goals and plans.

If the Manager to save only the key information in his own mind, dissemination of information, it will be very difficult. He must try to put the resulting information form written documents in order to be effective communication, even the people near the Manager can get (for example, overseas staff). Through regular reporting, the Manager can form an important information base, officially stored information can be provided to those in need.

People may have two reasons to oppose this kind of free dissemination. First, some information is confidential, if the form written materials may leak to some people who do not know. Second, it means that the power to share information means that decentralization. The second point is worth a little comment. Managers if backlog information is saved power and efficiency. This attitude in the long run, will bring him. Confidentiality of problem involves a more important issue of cons — with the free flow of information to achieve the effective management and disclosure risk comparison between. Cons of results are often preferred to keep confidential. There is no doubt that there are some inevitable only confidential information without getting into a file. However, in order to disseminate information to the extent possible, a lot of risk, need and allows downlevel fully grasp information so as to make effective and coherent decisions of great interest to be weighed against each other.

Second, consciously treatment of superficial. Work of superficial is the Manager of major occupational hazards. Work is not coherent and trivial; work activities have diversified and brief characteristics of; make major decisions required steps gradually increased. Manager if you always work this way, the Manager is the easiest to do. As a result, all problems can be resolved quickly, as if everything without the need for more consideration.

Managers must consciously work towards driving his superficial pressures. There are some issues must focus on understanding. Others simply say about him. rough Managers must maintain a balance between the two. Problems can be dealt with in three ways.

First, there are many issues must let go and to others. Even though he knew that if he had the time, he will deal with than others. In fact, he won't have much time. If the issue is not important, but a professionally trained in Downlevel conditional processing better, while also providing the necessary information, so that managers should be directed to him.

Second, a number of other issues, the Manager must personally, but only a rough handling. In other words, he just made some recommendations to final approval. He must do so in order to ensure that these recommendations and is taking place within the Organization's other changes without contradiction that he put the resources entrusted to others shall be liable for the practices, be prepared. But in these cases, managers must be aware of him on the issue may be a surface. Although he has a general understanding, but specific details his awareness far behind his subordinates. On the issue of a final decision should also reflect the Manager on the General knowledge and subordinate to the understanding of the specific details. First and foremost is that managers must know that he did not fully appreciate the suggestion to easily be negative, would make a very enthusiastic staff feel frustrated.