A subordinate who has no self knowledge, not even a regular worker, is not subject to management, ho

Expel. Employees who do not obey management will bring a negative atmosphere in the company, and will also weaken the prestige of the leader, make management more difficult, and will also affect the cohesion of the team.

Give him a regular, set rules and regulations for him, punish if he disobeys management, and disobey the rules and regulations of the incentive system, and expel him if he disobeys.

First of all, as an employee, we must be clear about our own status, recognize our own ability, obey the company's management, create value for the company, and the company will not treat employees badly. Secondly, employees and the company have conflicts, and they need to communicate and exchange with each other to solve the contradictions. Thirdly, the company may have unreasonable management and need to improve the company's management system.

Talk to him alone. If you still do not obey the management, you can not be regularized, and you will be persuaded to quit after the internship period.

It depends on whether the person is dissatisfied or has his own opinions on your arrangement, employees with ideas can make the company more effective, if they are just dissatisfied with you, they can be fired.

The best thing to do is to warn twice in advance, and if the other party still goes his own way, then the dismissal will be carried out directly, and the two parties have not signed an employment contract.

In this case, you can choose the method of dismissal. Because the company has the right to dismiss a person without becoming a regular employee.

Excerpt from Effective Managers

In modern society, the composition of enterprises has changed, and it is no longer the majority of manual workers, but the proportion of knowledge workers or professionals is increasing. At this point, who is the manager? Do you still think that only people who manage others can be called managers?

In this book, Drucker redefines the manager. This new definition is far beyond what we have previously understood.

In an organization, even if you have no authority, as long as you can actually influence the performance of the enterprise through your knowledge, ability and contribution, you are a manager. Some managers with subordinates are not managers, and some knowledge workers who do not have subordinates are managers.

For example, the production supervisors of a factory, although they are managers, they are not managers. Their job is only to lead dozens or even hundreds of assembly line workers to carry out the production tasks assigned by the planning department. They don't instruct their subordinates on what they do, and they don't care about the quality and methods of their work.

The work behavior of these managers does not have a significant impact on the performance of the enterprise. On the other hand, a marketer in the marketing department, although he has no subordinates, may have made important decisions that are likely to greatly affect the company's future when he chooses market plan A and abandons market plan B. If you are such a professional, the nature of your work is actually the same as that of the chairman of the company, even if you may not even have a dedicated office, but you are still a manager.

In today's knowledge economy, people whose work behaviors directly contribute to the effective operation of the enterprise should be identified as managers, such as knowledge workers, managers and professionals, rather than managers who have no job titles. These people are the internal driving force of enterprise development, and they make colleagues produce performance through their effective work, so that the department can complete the performance, and the enterprise can make profits. Their value is not to blindly follow orders, not to work hard, not to produce products, but to think and promote the performance of the enterprise with their knowledge, ability and contribution.

Even if you are new to the workplace, even if you have no authority, even if you have no subordinates, as long as you have the initiative, your work behavior and various decisions, big or small, will have a direct impact on the development of the enterprise, you can be sure that you are a manager.

26 July 2018.

I think we should communicate and exchange with such a subordinate in a timely manner, and I hope that he can correct his attitude and work hard.

A subordinate who has no self-knowledge should find an opportunity to beat him and make him sober up. You can hold a competition, and then find him a strong opponent, let him lose miserably, rub his sharpness, talk to him in private, let him know his ability, don't think too highly of himself, have self-knowledge.

As a leader, you should talk to your subordinates who are not self-aware, what kind of state and mode his future work should be, talk to him about what his future development space is, and let him know that the workplace is not what he imagined.