How to be a good supervisor, supervisor, management team skills, supervisor communication, etc

If you want to be a good manager, you need to do these three things:1Refine tasks and let employees clarify job responsibilities; 2.Formulate work standards and try to be as data-based as possible; 3.Rights, responsibilities and interests are equal, so that personal interests and the overall interests of the company are unified.

1. Task refinement.

The first task of management is to refine the tasks. Only when each employee is clear about his or her job responsibilities will there be no undesirable phenomena such as pushing the committee and pulling the strings.

If the company is a huge machine, then each employee is a part, only they love their jobs, the company's machine can run well.

The company is developing, and managers should make corresponding adjustments to the number of personnel and division of labor in a timely manner according to the actual dynamic situation. Otherwise, there will be "soldiers who don't pull horses" in the ranks. If there are people in the team who fill up the number indiscriminately, it will not only bring the loss of wages to the enterprise, but also lead to the psychological imbalance of other personnel, and ultimately lead to low organizational efficiency.

2. Standards. Work standards are the behavioral guidelines and assessment basis for employees. The lack of work standards often leads to the inconsistency between the direction of employees' efforts and the overall development direction of the company, resulting in a large waste of human and material resources.

Because of the lack of references, employees are prone to form complacency over time, leading to slack work. The formulation of work standards should be as data-based as possible, linked to performance appraisal, and pay attention to operability.

3. Rights, responsibilities and interests are equal.

The true meaning of management lies in managing things. The main responsibility of the manager is to establish a reasonable game rules such as "take turns to divide the porridge, and take the one who divides later", so that each employee can manage himself according to the rules of the game.

The rules of the game should take into account the interests of the company and the interests of individuals, and let the interests of individuals be unified with the interests of the company as a whole.

Responsibilities, rights and interests are the three pillars of the management platform, all of which are indispensable. Lack of responsibility, the company will produce corruption, and then decline, lack of power, the implementation of managers will become waste paper; Lack of benefits, employees will be less motivated and less compatible.

Only when managers build a platform of "responsibility, power and profit" can employees "cross the sea and show their abilities".

There are not only two levels of managers and employees in an enterprise, but when it develops to a certain scale, it needs to have enough supervisors to assist in the operation. The cadres in charge are responsible for all the management work of the department, and they are responsible for the superiors, that is, the managers, and they must always pay attention to the work conditions of the employees, which is a very difficult position.

An enterprise must have a complete organizational structure in order to exert its effect. The responsibilities shouldered by the supervisor are great and meaningful. So today, I'm going to talk about how to be a good supervisor.

The following are some of my personal thoughts, first of all, as a leader in the enterprise, you must be able to understand the vision and goals of the business leaders for the business operation! In this way, every employee can be more accurately executed within the enterprise. At the same time, it is also necessary to pay attention to the employees of the department and be able to solve their problems in work and life.

This behavior is more like family interaction, so that the company can be more united. If the management cadres are competent, the enterprise will be relatively stable.

In addition, as a supervisor, you must take on more responsibilities than any employee. Because, in an enterprise, when the business leaders set various decisions, the department heads must automatically and spontaneously share these tasks. Convey the ideas and expectations of the leaders to each employee in a way that is most acceptable to the employees of the enterprise department.

At the same time, the head of the enterprise must be able to use his own way to make the employees work more attentively, so that the work attitude of each employee has changed from passive to active. The competitiveness of such enterprises will be greatly enhanced. Supervisors and cadres treat employees not only by giving orders, but also by guiding and educating.

Executives are not only followers of business leaders, but also helmsmen of the organization to initiate change and optimization.

1. Management tools.

Management tools are the skills of how to combine and use existing resources, and how to use them effectively. The department manager has a dual role – the role of the manager and the managed. Therefore, the requirements in terms of management methods are different from those of other people in the enterprise.

2. Cooperate with each other.

It is important to understand not only how your own department operates, but also how your department works with other departments. This reflects the overall concept of a department manager.

3. Human resources.

People are the most difficult to manage, and in our day-to-day work, almost all management work is with people. Managing human resources is an important part of the overall management capability.

4. Good at communication.

As a department manager, when communicating with your superiors, you should mainly take the initiative to communicate individually, report to your superiors the work they are most concerned about, let your superiors understand that you are constantly exploring the possibility of better work, or report on things that may cause controversy, and prove them to prevent problems before they occur.

When managing subordinates, remember that influence is leadership, and lead by example and build authority when it comes to sharing visions, challenging the status quo, enabling others to do something, and inspiring people.

It is necessary to distinguish the characteristics of the right to the position and the right of the individual, the right to the position is based on the legal power, with compulsion, is given by the organization, is an external factor, and the personal power is the subject's own cultivation to cause the admiration, dependence and obedience of the subordinates, and it is the internal factor that plays a role.

It is necessary to understand the several stages of employee development, reasonably guide subordinates to work according to the strength of employees' abilities and willingness to work, and provide appropriate guidance and help.

To be able to endure humiliation, have self-knowledge, lead the team to sail down the river, and maintain consistency in the process of getting along with subordinates or peers, knowing oneself and knowing oneself and knowing oneself.

Fully empower subordinates, motivate subordinates by motivating them and meeting their needs.

As a supervisor or leader, you must continue to self-cultivate, and constantly exercise your thinking ability, learning ability, innovation ability, planning and communication ability, etc.

Good at digging out the strengths of the people below and using them reasonably.

1. Professional ability.

As a supervisor, you must have a certain amount of professional knowledge and professional ability, and the importance of professional ability will gradually decrease as you move up your management position. As a supervisor at the grassroots level, personal professional ability will be very important, and you must achieve the degree that you can directly guide the practical work of your subordinates, and be able to ** the practical work of your subordinates. The ** of professional competence is nothing more than two aspects:

One is from books, and the other is from practical work. In practice, you need to learn from your superiors, your colleagues, and your subordinates. "Shameless questioning" is the attitude that every supervisor should have.

Second, management ability.

Management ability is the counterpart to professional ability for a supervisor, when your position requires more specialization, relatively speaking, the less management ability is required for you. Conversely, the higher your position, the higher your management skills. Management ability is a comprehensive ability, which requires your command ability, your decision-making ability, your communication and coordination ability, your professional ability, and your work assignment ability.

Management ability comes from books, but more from practice, so to improve your management ability, you need to constantly reflect on your daily work, use your head to review your work from time to time, and summarize your work.

3. Communication skills.

The so-called communication refers to the dredging of each other's opinions. This communication consists of two aspects, inter-departmental communication and intra-departmental communication (including your subordinates, your colleagues and your superiors). The company is a whole, and the department you lead is a part of the whole, and it will inevitably be connected with other departments, and communication is essential.

The purpose of communication is not the question of who wins or loses, but to solve the problem, and the starting point of solving the problem is the interests of the company, and the interests of the department are subordinated to the interests of the company. Communication within the department is also very important, the problems in the work of subordinates, the ideological dynamics of subordinates, and even the problems in the lives of subordinates, as a supervisor, you need to understand and master, to guide, to assist, to care. On the contrary, for your superiors, you should also take the initiative to report, and reporting is also a kind of communication.

With a team, you have to ask yourself, why do people follow you?

Lead the team to do these 8 things:1. Give people fish: give employees money to support their families.

2. Teach people to fish: teach employees how to do things and ideas.

3. Teach people to desire: stimulate the desire of employees to make progress, and let employees set their own goals.

4. Teach people to be entertained: bring happiness to work and let employees get happiness.

5. Teach people to be foolish: Tell the team to do things solidly, steadily, wisely, and foolishly, and not to take shortcuts and opportunistic shortcuts.

6. Teach people to meet: give the creative team the opportunity to grow, learn and develop, and achieve life.

7. Bestow reputation: Help team members to gain spiritual praise, fight to become more valuable people, and glorify their ancestors.

8. Teach people to the universe: rise to the soul level, have an epiphany of the wisdom of the universe, and enjoy life without confusion.

Managing the Heart Sutra:First-class managers: If you don't do it yourself, your subordinates will be happy. Dry;

Second-rate managers: don't do it yourself, and your subordinates work hard;

Third-rate managers: don't do it yourself, and your subordinates take the initiative to do it;

Fourth-rate managers: do it yourself, and your subordinates follow suit;

Fifth-rate managers: do it yourself, subordinates have nothing to do;

Last-rate managers: Do it yourself, and your subordinates will do it.

[Nine-stage manager cultivation].Paragraph 1: Lead by example and be a role model.

The second paragraph: help subordinates, selfless dedication.

Three paragraphs: educate subordinates and set an example for others.

Four stages: Establish rules and build teams.

Five paragraphs: efficient motivation, leadership thinking.

Sixth: overall planning and scientific management.

Seven paragraphs: strategize and win a thousand miles.

Eight paragraphs: the mechanism is inspiring, and the culture is cohesive.

Nine paragraphs: organization wins, forever.

What is Talent Development? Dare to give employees the opportunity to do things, but also give employees the opportunity to make mistakes, this is to cultivate talents!

1. What is talent? If you do something, you can suffer losses, and if you take responsibility, you are a talent!

2. What is leadership? Guiding the direction, giving the method, and gathering people's hearts is the leader!

3. What is the mission? Surviving is for the cause, and being able to use your life is the mission!

How to retain talent?

Employees must be given 4 opportunities: the opportunity to do things, the opportunity to make money, the opportunity to grow, and the opportunity to develop!

Employees must have 4 feelings: a sense of purpose, a sense of security, a sense of belonging, and a sense of achievement!