First, focus on "strictness", be proactive and enhance the sense of responsibility. Responsibility and enterprise are the first conditions for doing all the work well. The intensity of responsibility determines the intensity of implementation; Enterprise strength determines the quality of implementation.
Therefore, to improve the execution, we must establish a strong sense of responsibility and enterprising spirit, and resolutely overcome the mentality of not making progress and muddling along. Adjust the work standard to the highest, the mental state to the best, the self-demand to the strictest, and perform your duties seriously, wholeheartedly and faithfully. Never passively cope, perfunctory, and shirk responsibility. Develop a good habit of being serious and responsible and pursuing Excellence.
Second, we should focus on "reality", be down-to-earth and establish a pragmatic style. Great events in the world must be done in detail, and ancient and modern undertakings must be achieved. Although everyone's post may be ordinary and the division of labor is different, as long as they work hard and seriously, they can make a difference. Ambitious and erratic, the result is nothing after all.
Therefore, in order to improve the execution, we must carry forward the spirit of rigor, pragmatism and diligence, and resolutely overcome the shortcomings of boasting and commenting. Really calm down, start from small things, start from small things. We should implement one thing at a time, pay attention to the results one by one, do one thing at a time, and accumulate small victories to win big victories, forming a good habit of being down-to-earth and working hard.
Third, we should focus on "quickness", seize every minute to improve work efficiency. "Tomorrow and the day after tomorrow, how many tomorrow. I will live tomorrow and everything will be fine. " Therefore, in order to improve the execution, we must strengthen the sense of time and efficiency, and carry forward the working concept of "act immediately and do it at once". Resolutely overcome the bad habit of laziness and procrastination.
Every job should be based on the word "early", implement the word "fast", seize the opportunity, speed up the pace and improve efficiency. We should manage our time effectively in everything, always grasp the progress of our work, race against time, catch up with the past and not catch up with the future, and form a good habit of being resolute and vigorous.
Question 2: How to improve the execution of warehouse management? How to write this suggestion is written in four parts: obeying distribution and management; Business promotion and strengthening; Enhance the initiative and enthusiasm of energy-saving management and control; Check the quality of materials. We can start from the following aspects in our daily work-
1 Stick to the material number every day.
2. Distribute, locate, number and label items.
3. Do a good job of civilized sanitation around the warehouse.
4 Obey management and be "first in first out" in business.
5 Weighing and counting should be careful, strictly controlled and responsible.
6. Work closely with the finance department and pay attention to the temporary storage of articles and dangerous goods.
7. Fully cooperate with purchasing and delivery, and be proactive.
8 early Dan left a little later, and his efforts were more than half that of others.
9. Complete the work assigned by the leaders without any discount.
You can write it plain.
Question 3: What kind of execution is effective execution? Not the result, but the process. For a sales team without execution, the first to be punished is not the sales staff who struggle in the front line of the market, but the director, regional manager and city manager who manage them. Because only the weak will bring out a sales team with great execution problems. Among them, a very important reason is "as long as the result, regardless of the process." It is not easy for sales managers such as office directors, city managers and regional managers and their sales managers to reflect on themselves and review themselves. Therefore, when they are criticized by executives with poor sales performance, they usually say: the company's market support promise has not been fulfilled, the opinions and resistance of dealers are great, consumers report that our products taste bad, and the advertising and promotion efforts are not enough, resulting in low acceptance and promotion enthusiasm of merchants. " Bottom line: the responsibility lies mainly with the company, and has little to do with the company's own management and the execution ability of the sales team. However, what is the real situation behind the so-called "corporate responsibility"? There are many problems, but there are two common problems worthy of our attention: First, the sales target is decomposed into people as the content of implementation. If it is more detailed, at most, each person in charge will be required to come up with a sales breakdown plan, which will be broken down to various channel members or business partners in each district. Apart from thinking about important policies and promotion, there is no real content to find a way at work. For some enterprises with good execution, their sales managers usually teach their subordinates four basic methods to ensure sales: first, grab the shelf position and strive for a good display, instead of taking the arrangement of stores and sales points as fate; Second, how to ensure the high quality and consistency of terminal vivid display; Third, develop market blank spots, increase the second batch and terminal network members, improve the market visibility of products, and how to maintain effective outlets; Fourth, try to open up new channels and seek new sales growth points. After that, we should consider advertising and promotion support and make good use of these support. Second, I often talk about "I want the result, not the process" and "no excuse", and I lack necessary and powerful supervision and inspection on the sales execution process of my subordinates. Let's talk about this problem separately. It is a fatal habit for a sales manager to conduct results-oriented management in the process from inspector to execution. Because the sales manager himself is a middle and senior manager in the management process, because this bad habit will directly lead to two results: first, it is not clear what subordinates are busy with outside; The second is to mistake the information and excuses of subordinates for real and important market problems, and finally even the direction of marketing operations has deviated. When I was an industry representative before, I also received various forms such as sales daily report, terminal visit table, competition information summary table and so on. At the beginning, I was also very resistant to this form, because I always felt that it was hard enough to run in the wind and rain outside every day, but I couldn't get a moment's peace when I got back to the office! Besides, I also have doubts about the company in my heart ―― isn't this just preparing for wave after wave of "blood changes"? Now many salespeople in many companies around us have this mentality. However, the performance of the sales manager in the later period often makes the sales staff very calm, because they can urge everyone to hand in the form at the beginning. After a few days, they seem to have lost interest in those forms. Even if the salespeople cheat them, they can't tell the truth. In other words, apart from the oral plan of the industry representatives in the morning and the information on the form before work, they have no idea what the industry representatives are busy with outside. Later, it turned out that subordinates were drinking tea, playing cards or running private orders in teahouses in droves ... This led to the loss of outlets and the decline of display quality and sales, but the focus of the problem was led to advertising and promotion. > > Improve the comprehensive management ability of department managers and management cadres. Obviously, such sales managers are very incompetent. However, they may be the people under your nose. Find them from now on, then demote and dismiss them, or let them change: they are no longer managed and implemented by just a few forms; Follow the subordinates to run dealers, second-batch vendors and terminals to get more sales and the real crux of its implementation; Track, check and verify the work of subordinates. Of course, you should also ask them to reflect more specific contents in their business review and next-stage work plan ... >>
Question 4: the experience model of execution "to implement execution; Landing by Execution is a very chewy book. In the same digestive system, dogs can only eat meat, while wolves can digest hair. Therefore, the vitality of wolves is far stronger than that of dogs. The same is the system. In the general enterprise, it is just a pile of documents, but in the wolf enterprise, it really landed. The vitality of the enterprise emphasizes not' complete management' but execution. " This is the text on the cover of Executive Landing, which once made me feel that this book only talks about the importance and necessity of executive landing. However, when I really finished reading this book, I found that the whole book was just about how to implement it on the ground, which made me happy. The first shock of reading execution appeared in the first chapter, which was caused by a new interpretation of a case of "three people become tigers". If someone told you that there was a tiger rampaging in a crowded place, would you believe it? Perhaps most people won't believe it, because common sense tells us that whether a certain place is "crazy" or "crazy" depends on whether people or tigers are powerful at that time. You know, people are afraid of tigers, and tigers are also afraid of people. Therefore, in the crowd, a solitary tiger will only hide far away and will not run amok. Then, the second person said the same thing to you, and stressed, "I don't believe what that guy said just now, so I'll go there and have a look." And I was shocked. There really is a tiger running in the crowd. "Now, can you believe it? Maybe some people believe it, and some people don't. Then, a third person said the same thing to you, and stressed that he didn't believe what the first two people said. After the field investigation, it was found that it did happen. Based on this, he speculated: "It seems that this tiger has a brain problem. "Now, you don't believe it? If you still don't believe it, do you believe it when the fourth, fifth or even more people say the same thing to you? Faced with the question of whether there is a tiger or not, the difference between people is not whether they believe it in the end (everyone says so, so we believe it), but only the number of times-the number of times we believe it. This is the most classic interpretation that information determines consciousness. Therefore, the author puts forward the core cognition of the book-the executive triangle: information determines consciousness, and consciousness determines behavior. On the basis of this cognition, the book expounds and analyzes four specific contents of execution: system landing, system landing, communication landing and culture landing. After expounding these contents, the main content of the book is finished, but unexpectedly, it gave me great feelings in the last "postscript" of the book. The author divides management into three levels: behavior, consciousness and information according to the cognition of executive triangle. On this basis, he clearly answered a question that has puzzled me for many years: "How to understand what it means to govern by doing nothing and do something?" "The following is the original text of the book: Now let's discuss how to understand" governing by doing nothing "in" Governing by doing nothing ". Speaking of which, many people are confused. Since it is inaction, how can we say that inaction is not really inaction? Should it be inaction or inaction? Let's have a look. In fact, the so-called "inaction" can be understood as "inaction" in terms of three levels of management. Instead of directly managing employees, manage the organization through behavior and consciousness. Conversely, what must be "for"? " "Doing nothing" is not really doing nothing, not managing, not letting go, because managers have their own management goals and are loyal to them, but they do not simply control and manage directly from behavior and consciousness, but indirectly manage employees and organizations through information guidance. To sum up, "doing something and not doing something" does not mean what to do, when to do it or not, but means of "doing it": guiding spontaneity by means of information management, and not directly managing and controlling it by means of behavior and consciousness. This is what we understand as "governing by doing nothing". The triangle of execution is the core cognition of execution, among which "information determines consciousness" is knowledge that I have never been exposed to in other books and training, which has benefited me a lot. Under this cognition, the author's exposition of system landing, system landing, communication landing and culture landing is actually the concrete application of the implementation triangle (especially "information determines consciousness") in actual management, which is quite insightful (for example, the original information is of great practical guiding significance). Among them, there is such a case in the chapter about the landing of the system: S company is one to the north of the landing hall. & gt
Question 5: How to write the most executive employee manifesto? Outline: 1. Do well in your job. Excellent performance in cooperation with other departments. Excellent performance in other tasks assigned by the leaders. Excellent performance in improving their professional ability 5. Improve your attitude towards future work and study.
Question 6: How to write a plan to improve execution? First, improve the company's execution 1, determine the strategy, determine the process, standards and specifications on the basis of supporting the realization of the strategy, and pay attention to details. Second, through 1, we can cultivate employees' executive ability, and cultivate employees' understanding of the processes, standards, specifications and related practical technologies that support their realization. Second, strengthen the ability of process supervision and performance feedback. Third, do it well.
Question 7: How to write the summary of loss prevention work?
Loss prevention > work summary
In the summer of 20 13, at the beginning of 20 14, I worked in the loss prevention department of * * group * * commercial building for 67 days. It is my pleasure to participate in the loss prevention work twice. 67 days' work has changed my personality and further improved my values, which is of great value to really set foot on the job and handle personal relationships in the future. During these 67 days' work, I have a new understanding of loss prevention and real work in the future. The loss prevention work has really completed my transformation from high school students to undergraduates. Therefore, all the contents of the discussion are without any subjective prejudice, and the facts are restored to the maximum extent.
Introduction: I and loss prevention
From the end of the 20 12 college entrance examination, I began to step into the loss prevention department gradually. As for the loss prevention department, I was familiar with it before I actually started to work in July, 20 13, because I had worked in some jobs related to * * before, and I had a basic understanding of the responsibilities of each position. In addition, most people are familiar with the work environment, and I also have a general understanding of the shopping mall system. So, although I'm new here, everything is going well. Throughout the 67-day work, I am very grateful to Director Huang for giving me the opportunity to come to the loss prevention office, so that I can continue this honor.
job morale
The first is personal relationship, that is, the relationship with colleagues and customers, which is not very good, including my emotional control ability, transformation ability and so on. In fact, in the service industry, in the face of uneven customers, the exaggeration is to earn a kind of "wronged money", which is the best place to temper patience. In fact, some things can be completely ignored, and it will pass if you endure it. From a larger perspective, as the staff of a loss prevention department, we should not ask others to be flawless in quality, whether facing customers or colleagues, but learn to temper ourselves and become a stronger person. Otherwise, even this little grievance can't stand it. How can we undertake the heavy responsibility of loss prevention? We can think like this: my quality is higher than his, and I don't have the same knowledge as him, which is enough.
There is a story of "Three Seasons". A green grasshopper argued with Confucius' disciples about how many seasons there are in a year. The man in green said there are three seasons in a year, and Confucius said there are four seasons in a year. They argued endlessly. Confucius directly gave the answer that there are three seasons in a year, which made the green man leave with satisfaction. Grasshoppers live in spring and die in autumn. They only see three seasons in their lives. As a person who can experience it all year round, what's the point of arguing with him? In fact, many things are like this. In practice (including life), there is absolutely no need to spend time and energy on unworthy people and things at any time. For those "three seasons" in reality, we can completely ignore them, as well as at work.
I work in the loss prevention department and always adhere to the principle of "two temporary workers". The first principle is that although they are temporary workers, their job responsibilities are no different from those of others, and they should be undertaken. In this respect, I won't consider myself a temporary worker. The second principle is that I am a temporary worker anyway, so it doesn't matter how much I lose. I can give you a break. Wait. These two principles are not contradictory, but unified in the practice of loss prevention.
Working. I think execution is the most important part of a person's ability. Execution, as the terminal of rules and orders, is a very important link to directly translate rules and orders into reality. Different people carry out rules and orders in different ways, and the results are different. Have a plenty of don't know the essence, have a plenty of trouble not to do, have a plenty of self-assertion, have a plenty of sudden difficulties * * * and so on. In loss prevention work, the same rules and regulations, different people to implement the effect is very different. This requires us to do a good job on the basis of listening clearly and understanding the requirements.
However, execution ultimately comes down to personal ability and sense of responsibility. Personal ability, let's expand it. Nowadays, undergraduate graduates lack several abilities: negotiation ability (the essence is the ability to communicate with people), installation ability, operation control ability and the ability to solve complex problems. The same is true in real work. The lack of ability may be understandable, but the lack of responsibility can never be understood and tolerated. Because this is work, no sense of responsibility will inevitably lead to mistakes in the work. In the process of work, we should at least fulfill our due responsibilities and be worthy of what we get ... >>
Question 8: How to write with diligence in communication and strong execution? First of all, to improve the execution, leaders at all levels should play the role of "leaders"
Second, to improve execution, middle-level cadres at all levels should effectively play the role of "bridge"
Third, to improve execution, ordinary employees should fully carry forward the "bee spirit"
Fourthly, it is very important to improve the executive power and establish and improve the incentive mechanism.
Five, improve the execution, enterprises should do a good job of performance communication and improve the execution of management.
Sixth, improve execution, show humanistic care and support, and form a good employee relationship.
Question 9: How to write job performance? How to write the job description and performance? 1, with a goal; 2, go all out to invest, strong execution, don't just talk and don't practice; 3, often self-review, provoke their own shortcomings; 4. Learning and improving; 5, give full play to the advantages of the team, don't fight alone, one person is the strongest, stronger than a team! Job description refers to the process of collecting, sorting out and analyzing important information related to the job, which mainly includes: job objective: it refers to the ultimate goal of the job, that is, the big goal direction, and the narrative needs to be concise; Job responsibilities: around the work objectives. To achieve the goal of this position, you must be responsible for the scope of work and bear the corresponding responsibilities; Work tasks: related work tasks that must be completed in order to achieve the goal and ensure the responsibility result is OK. Work tasks should be quantifiable. For example, the frequency of inspection (by day, week, half month, month, quarter, year, etc. ) and standards/related records shall be indicated in the inspection work, and the maintenance frequency/responsible person/maintenance standards/related records shall be indicated in the machine maintenance. Appraisal index: refers to what standards can be used to measure the work results of this position, which should be quantified; For example, the assessment index of machine maintenance is that the intact rate of mechanical equipment reaches 98%. Post quality requirements: it is the most basic condition that the personnel provided by human resources according to the post quality standard can be qualified for this post. Example: "Finance Manager" Job Description Job Title: Finance Manager's department: Finance Department's direct superior work: Finance Deputy General Manager's job objective: Responsible for the company's financial work. Job requirements: serious and responsible, careful, dare to adhere to principles. Responsibilities: Prepare financial revenue and expenditure plan and credit plan. Organize the formulation and implementation of financial systems and measures. Raise and dispatch funds to ensure the safe and reliable use of funds. Report the operating conditions, operating results, financial revenue and expenditure and the specific situation of the plan. Report the implementation of financial system and economic responsibility system, as well as existing problems, and propose solutions. Measurement standard: 1, difficulties in work report completeness: how to adhere to financial policy taboos: careless work, career development path before and after leaving the job: deputy general manager of finance qualification: 1, work experience: more than seven years of relevant work experience in large and medium-sized enterprises; 2. Professional background requirements: more than two years as the manager of the finance department; 3. Education requirements: Bachelor degree or above, engaged in financial work for more than five years; 4.