It s too hard to be a manager, should I learn management. Ask for help

The most important thing in managing employees is to improve their satisfaction, only if they are satisfied with your management, they can work hard, it is recommended that you study management and management psychology, I believe it will help you in your work.

It's hard to say it's difficult, but it's easy to say it's simple.

First, determine the management rules, that is, the performance appraisal method;

Second, iron-faced selflessness means that we should deal with things fairly and justly, and we cannot break the rules by ourselves under any circumstances;

Third, establish prestige, without which it is impossible to convince the public;

Fourth, for the sake of the interests of employees, income, development space, etc., otherwise your store is sincerely a soldier of the iron cast camp.

Hope it helps! Have fun!!

Formulate rules and regulations and manage them according to the system.

What do you want him to do, what do you want to say to him, first think about it in the right place and time.

You can find a few books to read, Drucker's is good. Management is an art, not a science, and it still varies from environment to environment and from person to person.

Management itself is a big deal, and I'm wondering about it.

If you want to be a good business manager, you should learn:

First of all, learn the basic process management, system management, company culture, and specific management and operation of each link in your industry.

Secondly, learn some general management knowledge, management skills, communication skills, how to motivate employees, etc.;

Finally, an excellent manager of an enterprise must be able to be competent in the specific operation of the current work, which is the most basic, and there are some skills, or communication with peers, or external training, etc.

Can you lead a team by doing everything yourself? Liao Hua, a pioneer in Shuzhong, is a very obvious negative teaching material, and if you want to do a good job in management, you must first learn to "manage the three meetings".

Management is the first management and then management, then modern enterprise management emphasizes humanized management, employees and we are the same as the master of the enterprise, learn to communicate with people, show their personality charm, this is particularly important, because in the process of managing people, you need to use communication skills to resolve different opinions and opinions, and establish consensus. It is necessary to have a confident attitude, be considerate of the behavior of others, (note: not unprincipled), when there are contradictions and misunderstandings, properly remind the other party, when others violate the principles, directly and effectively tell the other party, and make appropriate punishments, make good use of asking and listening, control yourself, and let yourself not infringe on others in order to protect your rights.

Carefully observe and value the emotional performance of others, try to understand their thoughts and feelings as clearly as possible, and guide and motivate them. In case of trouble, we should be principled, establish a good personal image, do what we say, be credible, be responsible, and dare to make decisions. Formulate reasonable and effective rules of the game, so that "there are laws to follow and rules to follow", and "rule by law" rather than "rule by man".

Deal with problems fairly, justly and openly, encourage more, criticize less, establish a positive image, formulate the team's "small discipline", set up a "small pacesetter", do a good job in "small accounting", be a person first, and then do things, set an example, and play an exemplary role.

As a qualified manager, you also need to:

1) Superior: First of all, you must learn to respect your boss and complete the tasks assigned to you by your boss.

2) Down: You should "dare to ask and teach", dare to ask, that is, you have to dare to ask your subordinates, be able to teach, and you should be good at teaching your subordinates to do the right thing in the right way.

1. First of all, you must understand and formulate the job responsibilities and work objectives of your team, and decompose the work objectives and job responsibilities of your subordinates;

2. Train and guide the working methods and work requirements of subordinate personnel, and require subordinate personnel to prepare work plans according to their respective work objectives, and implement them according to the work plan to achieve the completion of work objectives;

3. Motivate subordinates to complete their work tasks, work attitude, praise in public, criticize individually, and save face for employees;

4. Hold regular team meetings to arrange the work plan for the next stage, summarize the work of the previous stage, and put forward key work requirements;

5. Communicate more with your subordinates, understand your difficulties, and help solve them, so that your subordinates will work hard for you.

3) How to treat people:

1. Treat others with benevolence and righteousness, and you will reap benevolence and righteousness. With hatred against others, you will reap hatred.

2. Good employees are encouraged, not criticized. Bad employees are not bad by nature, most of the reasons are forced out by the environment and leaders.

3. If you can insist on looking at employees' shortcomings and mistakes with a positive vision and a friendly attitude, you will be able to motivate employees to improve their work and gain more trust. If you always look at employees with a blaming eye and manage employees with harsh criticism, you may also improve your work, but you will create antagonism and become more and more difficult to manage.

In short, a qualified grassroots manager can successfully complete the tasks assigned by the superior leader, and make the subordinates feel a sense of belonging with you.

Thank you for your question.

Crucially, you must first have a clear understanding of the current situation of the department you are responsible for;

secondly, be familiar with the responsibilities and functions of various positions in the department, as well as the job skills that should be possessed;

Finally, we should remember a word of management, for experienced old employees, we should find fault and scold, establish our own authority, and encourage and praise new employees, so that they can enter the role as soon as possible.

Other things to pay attention to are to regularly draft some collective actions such as dinners and outings to improve the cohesion of the department.

That's all, the rest is mainly to explore on your own.

In fact, there are quite a few books and magazines in this area, you can find them!

For books, look for Peter. Drucker's.

Summary. I believe that learning management knowledge is the foundation of a manager's responsibilities, but to become a successful manager, you need to combine practical experience, master management tools, techniques and methods, solve problems effectively, cultivate people with leadership skills, and actively and effectively respond to and deal with various challenges in management.

I think this makes sense, studying management is to acquire management knowledge and skills, but this does not mean that a person will definitely be able to become a successful manager. A successful manager needs to have some specific skills, such as good communication skills, analytical skills, decision-making skills, etc., which cannot be replaced by learning management.

Make use of the knowledge of management.

Learning management knowledge is the foundation of a manager's responsibilities, but to become a successful manager, you need to combine practical experience, be proficient in management tools, techniques and methods, effectively solve problems, cultivate people with leadership skills, and actively and effectively respond to and deal with various challenges in management.

Personnel management is difficult, you have to find the reason, find the reason to solve:

1. The management system is not perfect, such as the existence of overstepping management, cross-level command of superior leaders, and subordinate employees are at a loss;

2. Managers do not abide by integrity, and the system is often changed, and the order is changed day and night;

3. There are related households among the subordinates, and the employees feel unfair;

4. Managers lack management ability, courage and personality charm, etc.;

5. The salary and welfare benefits are too low.

6. There is an underground head among the employees, who is an informal leader, leading the employees to disobey the management.

See what problems exist in your business.

Do a humanized management model and watch more lectures from successful people! How to use people?

First-class boss: Let the employee work for him.

Second-class bosses: Work with employees.

3rd Class Boss: Work on Your Own!!

Equity mechanism team automation.

It is recommended that you go to a professional place to learn how to manage employees.

If you don't learn management, you can also manage if you are diligent in exploring and summarizing the experience of management in practice. However, in order to be proficient in management, it is necessary to systematically learn management theory knowledge.

Management is a practical science, and learning management without practical experience is not good at managing the enterprise. For example, scholars and experts have no practical experience and may not be able to do a good job as factory managers.

The better the quality of the house, the greater the cost, so the higher the demand, which is in line with the principle of economic efficiency of management.

Upstairs should be cost-effective.

From a design point of view, the cost-effectiveness principle is often used to assess the financial profit associated with new features and components. The principle of cost-effectiveness can also be used to determine the quality of a design from the user's point of view. If the costs of interacting with the design outweigh the benefits, the design is bad; If the benefits outweigh the costs, the design is good.

For example, walking a distance to a museum to see an exhibition constitutes a cost, and the size of the exhibition's interest constitutes a benefit. In this way, if the fun outweighs the cost of walking, the design of the exhibition is good.

The quality of each design aspect can be measured by the principle of cost-effectiveness. To what extent is it too much to understand the main points of a piece of information? Set the time and date of the video recorder A few steps are too much**The maximum acceptable time for a web page is 10 seconds.

However, the acceptability of time is one of the benefit features offered by the page. A cost-effective page doesn't just compensate for the cost of more than 10 seconds. Conversely, low-cost pages do not compensate for the cost of time for any length.

Reducing the cost of interaction can indeed improve the quality of design, but if you only design within the cost range without considering the interaction benefits, you will completely lose the purpose of the design and provide benefits one by one.

A common mistake in applying the cost-effectiveness principle is to speculate on which aspects of the system can be considered costs and which are benefits. For example, new design features or components that inspire a designer are often not used or even noticed by those who interact with the design. In many cases, such features and components increase the interactive cost of the design by increasing the complexity of the system.

To avoid this, observe people in the real purpose environment who interact with the design or similar designs. Focus group focus groups and usability testing can be valuable in assessing cost-effectiveness if natural observations cannot be made during the formative period of the design.

All aspects of the design need to consider the principle of cost-effectiveness. When making design decisions, don't base your design decisions solely on cost parameters without fully considering the benefits realized from the interaction. Verify the intuition of the cost-effectiveness of the target population through careful observation, focus group focus groups, and usability testing.

To do a good job in management, it is necessary to have a certain amount of knowledge, but this knowledge does not necessarily have to be learned from books. Many excellent managers, their management knowledge in practice, is based on years of management experience accumulation, books just do a combing of these experience, so that they become more systematic and complete. However, this does not mean that you can master management knowledge by learning books well, in fact, for management, it is always practiced, not learned from books.

Therefore, theory and practice are the basis for good management.

However, some people have theory and practice but are not a good manager, because, in addition to the knowledge mentioned above, an excellent manager should also have the concept and mentality of a leader. As a manager, you should always take the initiative to share with your subordinates and build a high-performing team. Of course, the inclusive mentality is also very important, the value of the existence of managers is to improve the shortcomings of subordinates, so when encountering management problems, we must always reflect on our own mentality, do not think that it is the fault of others, and actively willing to share from the bottom of our hearts, and at the same time, we must have the temperament to absorb, accept and tolerate different voices.