The grassroots rely on strength, and the top depends on charm. This man speaks very well! Grass-roots management is actually very complicated, especially hotel catering. Many of my friends and relatives have done this job. They are actually tired of grass-roots management, and sometimes they can't even do it well. In fact, the job of the foreman is not much different from that of the waiter. It's stressful. When you are busy, you do more than the average employee. In fact, management must first put its own mentality right. For example: 1. There are too many trivial things at the grassroots level, which makes you dizzy every day, and there are few free time and rest time, which makes you upset. What is your attitude towards communicating with ordinary employees and assigning tasks at this time? This directly affects the success or failure of your management work. If it is too accommodating, it will be difficult to manage. If it is too strict, it will easily lead to employees' rebellious psychology. This is a matter of degree. Only by studying at work can we realize it. In short, you must distinguish between public and private in your work and pay attention to principles and methods in your work. 2. Always repeating some relatively simple tasks will make you feel unchallenged and boring. Sometimes do you find it difficult to improve yourself by always staying in a low-level circle? This is the problem of mentality, and the management should correct the mentality, or this sentence. The head waiter thinks that any hotel leader can lead you, direct you and learn to coordinate with superiors. The basic layer is the executive layer, which makes you feel that no one cares about your development and your life. In short, I feel that there is no future and no welfare at the grassroots level, and some are just sweating and endless work. Repeatedly complaining about how to lead the following employees? I was promoted to the foreman a few days ago, and I don't know how to manage it, because I seldom deal with my subordinates and I don't know how to manage it. I know I'm still unconvinced, and I can usually see something. So how can we become a qualified manager? What should I do if this happens? Actually, it's not difficult First, make two accurate judgments, and then make the correct implementation plan according to these two accurate judgments and try to implement it in practice. What two judgments should we make? First of all, you should accurately judge the work of the unit. As a grass-roots manager, you must accurately judge which work is important and urgent, which work is important and not urgent, which work is not important but urgent, and which work is not important and not urgent. Only by grasping these, can you focus on what is important and urgent, and arrange important but not urgent things. Only by making overall arrangements for the work can we have a scientific basis, promote the effective development of the work in a real sense, and have a clue in the work. As a grass-roots manager, you must also accurately judge the importance of what your unit is responsible for in the development of the unit, which will help you grasp the scale of reporting to the leader and coordinating with colleagues to explain the work to subordinates, thus creating a favorable environment for your unit. As a grass-roots manager, you should also accurately judge the difficulty and safety factor of the work you are responsible for, so as to make a scientific and operational plan. Secondly, we must accurately judge the people in the unit. There are only three kinds of people in the unit, one is your leader, the other is your subordinate and the other is your colleague. Therefore, it is these three types of people that you need to judge accurately. For a leader, you should judge what his leadership thinking and unit strategy are, whether your work thinking is consistent with his, try to make your work thinking consistent with his thinking and grasp his leadership style. If you have no ability to change him, you should try to adapt to his leadership style and let him pay attention to your work, so as to get twice the result with half the effort. For subordinates, you need to accurately judge their work ability, personality temperament, his lifestyle and ideal pursuit, what level of his social circle is, whether he is loyal to you and so on. You must know this before you can assign them work and authorize them effectively, and then you can know whether they can finish their work effectively. For the same level, you should accurately judge the relationship between the unit he is responsible for and your unit, his character, his credibility and so on. When you make these two accurate judgments, then make your work plan and decision on the basis of judgment, cooperate with colleagues in a friendly way, effectively authorize and cooperate with subordinates, and complete the work according to the leadership's thinking.