How to be an excellent supervisor?

Write it in front?

After systematically studying the series of CD-ROMs on How to Be an Excellent Supervisor, I think everyone will tell their experiences, feelings and inspirations from their own perspectives. However, "it is not easy to do what you are not used to, even if you believe it is right." On the level of training, it is mentioned that education makes people know that training is possible. The implementation of any management system needs a process of publicity, teaching, counseling and supervision. Similarly, our training needs to go through a process of study, review, practice and internship. After study and training, you have to go through practical training before you can become proficient, and then you can do dry training. Don't expect training to promote behavior change. Yesterday, when everyone was eating, Teacher Yan mentioned that "I listen and I forget, I watch and I remember, I will do it, and I will teach me to have it", which actually illustrates this point. ?

The best way to apply what you have learned is to start doing it. Take "praise" and "criticism" mentioned in employee motivation as an example, I suggest you follow the standardized steps. Moreover, we didn't ask for perfection from the beginning. Therefore, it is necessary for all of us to take action from now on!

First lecture? Role cognition?

The premise for middle managers to organize subordinates is to organize themselves, including role cognition, time management and self-cognition. Organizational subordinates include?

1. management by objectives → plan management?

2. Performance management → on-the-job counseling → problem solving (authorization → year-end performance evaluation)? 3. Personnel management → motivation → communication → employee career planning? 4. Team management → Establish an effective work style?

The management system is not separated independently, but networked. Selection and recruitment, role recognition, time management, target management, on-the-job counseling, employee communication, leadership and authorization, performance management, employee motivation, training and development, salary system, career and team building. Are all nodes in this network, and we haven't woven this network yet! ?

What are the three roles played by the supervisor? 1. Information communication role?

①? Timely convey the instructions from superiors to subordinates and translate them into actions from subordinates. ?

②? Quickly feed back market information and subordinates to superiors for decision-making. ?

③? Timely exchange information and progress between horizontal departments in order to better cooperate and contact with the market. ? 2. Interpersonal roles?

①? In front of the superior, he is the leader, fulfilling the instructions of the superior, and in front of the subordinate, he is the leader, giving instructions and being responsible for the results. ?

②? In front of peers is the role of collaborators. ?

③? In front of users, he is the representative of the company's image and performs various duties on behalf of the company. ?

2?

3. Decision-making role (goals are transformed into tasks and resources are transformed into results)?

Resources include people, money, things and information, among which people and information are the most important. Implementing "people-oriented management" will give full play to people's potential. ?

①? Turn the tasks assigned by superiors into departmental goals and effectively solve the problems in the implementation of the goals. ? ②? Help solve problems encountered in subordinates' goals. ?

③? We should be good at discovering future problems and turning them into opportunities as the basis of our own planning. ? What are the three abilities that a supervisor needs?

1. Professional ability (problem solving, final result)? 2. Decision-making ability (not just today, tomorrow)?

3. communication skills (consider spending more time on communication)? Five basic functions of management?

1. planning-setting goals, making plans and procedures?

2. Organization-Establish an effective organization to accomplish the enterprise's goals? 3. Guidance-achieve the goal by encouraging subordinates and on-the-job counseling? 4. coordination-strengthen cooperation within and between teams to achieve goals?

5. Control-Establish standards and make necessary adjustments and controls between superscript and results? A survey of the supervisor's work status? 1. like to catch business work?

2. Strong sense of responsibility, accustomed to relying on personal efforts to complete the task? I'm not good at authorizing everything? 4. Although there are work goals, there is a lack of work control? 5. Not good at planning, not used to planning? 6. Fire fighting is common?

7. Without systematic management skills training?

8. Not good at establishing an effective work network and work team? 9. Think that managing people is a matter for the personnel department?

10. Not good at human resource management such as recruitment, selection, training and development incentives?

It is not surprising that many middle managers are promoted because of their professionalism and strong sense of responsibility, and their roles have not been adjusted. The solution without systematic management skills training is to "make up lessons"! The work of human resources management is led by the human resources department, and then everyone will promote it together. Therefore, human resource management is not only a matter for the human resources department, but also a lot of specific work needs to be completed within the functional departments. The work of the human resources department is to guide, assist and support. ?

The role change of managers? 1. Professionals → generalists?

2. Work hard → build a working network by team. Use others to achieve organizational goals?

3?

3. Be good at specific business work → do management leadership work and spend less time doing specific business work. ? 4. Identify with highly technical occupations → identify with management occupations? Self-role cognition (supervisor's work style)?

1. Determination of work style: Understand your own behavior tendency and characteristics, and change bad behaviors at work. Create a harmonious working environment and improve work performance. ?

2. Lei Wen's behavior pattern B=(PE)?

P―― Individual variables and characteristics: temperament, personality, interest and ability? Electronic environment variables?

3. Human behavior is the result of interaction between individual variables and environmental variables. Different personality characteristics in enterprises will produce different work behaviors in different environments, that is, different work styles. Work style is a person's behavior in work, and the work behavior in normal environment is different from that in stress environment. ?

What are the four working styles of supervisors? Work style? Imagine a designer? People who communicate with others? System manager? Inspire actors? Advantages?

Rich in imagination, creative, good at exploring and planning, able to take the overall situation into consideration?

Team player, expressive, gentle and loyal, trusting and supporting others?

Serious and organized, good at analysis and quantification?

Aggressive, quick and decisive?

Disadvantages?

Unrealistic and theoretical? Emotional and impressionable

Others influence?

Serious, conservative, cautious? Short-sighted, careless and lacking in analysis? Starting point of work? Concept innovation? Interpersonal relationship?

Factual organization?

What about the result of the action?

Work style and self-management?

1. Know yourself, control yourself, develop advantages, overcome shortcomings, adjust your work style, and strive for maximum work performance. ?

2. Recognize the working methods of yourself and others, promote mutual understanding and cooperation, and create a harmonious working atmosphere. Colleagues foster strengths and avoid weaknesses, and work as a team. ?

3. The supervisor understands the work style of his subordinates, facilitates the work arrangement, and puts the right person in the right position. ? 4. Is it convenient to optimize the team combination? Single task → homogeneous structure?

Upper management → heterogeneous structure (avoiding one-sided)? Is there a theoretical basis and guidance for the right person to do the right thing?

Managers at all levels will naturally not jump out of this circle because of the four working methods of supervisors. Understand the truth, what we have to do is to foster strengths and avoid weaknesses and strive for maximum work performance. To get to know each other better, necessary communication is essential.