The first procedure of efficiency management is to determine the efficiency standard, analyze the current management situation and compare the current management situation with the efficiency standard.

1. Determine the efficiency standard

To manage all activities, we need to have an efficiency standard to check and measure first. Without efficiency standards, management is out of the question. Efficiency standard is the basis and standard to measure the actual management performance. The efficiency standard usually comes from the goals set by the organization in its planning stage, but it is not equal to the organizational goals. In specific business activities, the planned objectives of the organization cannot be taken as the standard in general, and the standards must be formulated according to the specific business characteristics. Such as cost, profit, working hours, material consumption quota per unit product and so on. It is best to quantify the standards, but there are also many standards that are not easy to quantify, such as work attitude, interpersonal relationship and moral level. Although these standards cannot be quantified, some qualitative standards should be put forward.

2. Analyze the current management situation

Analysis of the current management situation is to measure performance. The so-called performance evaluation is to describe the operation effect of the organization quantitatively or qualitatively, and evaluate the actual work according to the described information. Measuring performance is an important link in the management process, but the purpose of management is not to measure performance, but to achieve predetermined performance. Whether there is deviation between the actual work situation and the standard, and how big the deviation is, is the basis for taking management measures. Only by obtaining deviation information can management be effectively implemented. Performance appraisal is a serious and meticulous work, which is directly related to whether the management objectives can be achieved.

Some activities are easy to measure, such as the output, quality and sales performance of production activities. In some cases, special measuring instruments are needed, and in some cases, it is impossible to measure accurately, such as people's mental state, incentive degree and other internal psychological states. Because they cannot be directly observed, they can only be judged by inference. Another common difficulty is how to assess the top managers of enterprises. Because it is difficult to determine the work content of top managers, it is also difficult to evaluate their work performance. Generally speaking, the lower the technical content, the more difficult it is to establish standards and complete performance evaluation.

3. Comparative efficiency

Compare the actual results of management with the requirements of established objectives. If they are completely consistent, there is no need to change or adjust the original objectives and control status. But this situation is extremely rare in management practice. In most cases, the actual results of management have different degrees of deviation from the established goals. If there is no deviation, there is no need for management. It is precisely because of the deviation that we need to do the work. This deviation requires us to compare efficiency. This requires managers to implement management and control to adjust goals or eliminate deviations and solve problems.

Compared with the established goals, there are generally three situations: the effectiveness is higher than or equal to or lower than the requirements of the established goals. If it is equal to the established goal, then this is the most ideal situation; If it is higher than the target, the manager should redefine the target or maintain the original target in order to achieve overfulfilling the task; If it is lower than the target requirements, managers should find the root of the problem and correct the deviation in order to finally achieve the goal.

The best way to measure the effectiveness of actual activities according to efficiency standards should be based on looking forward. For example, it is not enough to just control the production progress of a product. We should investigate whether the production and preparation of parts, components, products in process, raw materials and materials meet the requirements, and compare them according to the efficiency standards, so as to find the deviation before it actually occurs and take appropriate measures to avoid it. A smart and far-sighted supervisor can often foresee possible deviations. If managers lack this ability, they should also find the deviation that has happened as soon as possible. When managers get the deviation information and think it is necessary to take measures to correct the deviation between the actual results and the efficiency standards, they must correct the deviation.

Correcting the deviation should start with studying the causes of this deviation, and sometimes mistakes will occur when estimating the preconditions in the planning stage. For example, the forecast period is too optimistic, resulting in sales not reaching the expected value. Finding out the cause of deviation is helpful to determine the appropriate corrective measures.

Of course, if there is any deviation, it may also be a manager's misjudgment or an employee's improper handling. In this case, if the mistake is serious or habitual, we should take corrective measures, make personnel changes or transfer the parties for training. In a word, only by finding out the exact reason can we take corresponding actions.

Second, the planning

The scientific scheme-making process needs perfect scheme-making procedures and corresponding scheme-making techniques to ensure it. Different types of schemes may have different process requirements. However, generally speaking, the program formulation procedure mainly includes four different organic steps: program formulation, program evaluation, program selection and program remedy, forming a complete program process. General procedures include:

1. Scheme formulation

Scientific decision-making needs "multi-scheme selection" Right and wrong, good and bad, are all found in comparison. Therefore, only by drawing up a certain number of alternatives, after careful evaluation and comparison, it is possible to choose the best or most satisfactory scheme. Multi-scheme comparison is the basis of scientific decision. When faced with problems, it is difficult for managers to make scientific decisions if there is only one plan.

To draw up a plan, there must be not only multiple alternatives, but also differences in principle, not just differences in details. If the quality of the proposed alternatives is not high, it is impossible to choose a high-quality one. If there are too few choices, there are not many choices. Therefore, the quantity and quality of alternatives have a great influence on the final decision. Only after a certain number and quality of alternatives are drawn up can we find the one that can effectively achieve the set goals and spend the least as the action plan.

This plan should be made in different ways and from different angles as far as possible. The formulation of the scheme depends not only on logical thinking, but also on intuition and image thinking. Various think tank skills, such as "brainstorming method", "Gordon method" and "antithesis method", should be widely used in drawing up the plan. Only in this way can we develop creative thinking to the maximum extent, encourage and promote the emergence of new ideas and creative viewpoints, broaden the vision of scheme formulation and improve the quality of scheme formulation.

2. Programme evaluation

In the process of making a plan, we should discuss it collectively and carefully analyze the complicated situation and different opinions. The same should be true for the evaluation of programs, and all proposed programs should be analyzed and evaluated from both qualitative and quantitative aspects. Qualitative analysis mainly uses people's knowledge, experience and ability to directly evaluate the scheme. Qualitative analysis is particularly important for some decisions that are greatly influenced by social, economic and environmental factors and are complex and changeable, and it is difficult to quantify with data. However, this method is often subjective and imprecise, and needs to be supplemented by quantitative analysis. The two methods should be combined. Quantitative analysis is mainly to transform various schemes into mathematical models, get the solutions of each model, and then evaluate the alternative schemes. This method can scientifically express the advantages and disadvantages of each scheme, which is beneficial to the selection and optimization of the scheme.

However, whether qualitative analysis or quantitative analysis, the analysis of various schemes should focus on the advantages and disadvantages of various schemes and weigh the effectiveness of various schemes to achieve the required goals. We should fully estimate several aspects of the plan, good and bad, smooth and difficult, possible and impossible. Think about several possibilities of things and be as meticulous and thoughtful as possible. Then, through preliminary comparison and screening, decision makers eliminated some schemes with obvious defects, and supplemented and improved the remaining schemes for further selection. In addition, the design of the scheme is sometimes not completed at one time. After the initial design, it must be revised and enriched repeatedly to gradually improve.

It is extremely important to consider the shortcomings of a scheme. Many originally good schemes failed in the implementation process because the potential difficulties were not taken into account when analyzing the advantages and disadvantages, so various remedial measures were formulated. Policymakers should accurately point out the shortcomings of the plan. With this step, decision makers can foresee the possible adverse results in the implementation of the plan, so as not to be at a loss because of the unexpected consequences brought by the plan.

3. Scheme optimization

Scheme selection is to weigh the advantages and disadvantages of various alternative schemes to make a decision, choose the best from the bad and the best from the good. If you want to make a choice, you must have a standard of choice. Once the criteria for evaluating the advantages and disadvantages of the scheme are determined, the alternative scheme can be selected.

Different schemes have different evaluation criteria, but there are also some identical evaluation criteria. Generally speaking, these criteria are applicable to any type of scheme selection: first, it can ensure the realization of decision-making objectives; Second, under the premise of ensuring the realization of the decision-making objectives, the cost (manpower, material resources, financial resources, time, etc.). ) The less, the better.

When evaluating alternatives, if there is only one evaluation index and the number of alternatives is small, it is easy to determine the best one. However, when there are a large number of alternatives and multiple evaluation indexes, especially when there are contradictions among multiple evaluation indexes, it is generally impossible to choose a scheme with all indexes optimal, which requires a certain compromise between various indexes and a comprehensive balance of advantages and disadvantages. The final selected scheme is not necessarily the best among all indicators, but often the main indicator is better, and other indicators can also be taken into account. Such a scheme is generally easy to choose.

Decision makers are the masters of decision-making. In the decision-making process, the final decision of scheme selection is always made by the decision-maker. In order to make scientific decisions and avoid subjectivity, it is necessary to solicit opinions extensively, but decision makers should straighten out the relationship with experts, not only boldly let experts participate in decision-making, respect their opinions, pay attention to the discussion between different ideas and viewpoints, but also have their own opinions. Experts cannot replace leaders in decision-making. As a decision-maker, we should not only believe in relying on experts, but also make decisions with scientific thinking, and we should not neglect both. In a sense, the latter is more important.

4. Procedural remedies

After evaluating the alternatives and preliminarily selecting a satisfactory scheme, the implementation plan of the scheme will be started. After the scheme is selected, there is still an important task, that is, to consider what problems may occur during the implementation of the scheme, what adverse consequences these problems will have once they appear, and prepare corresponding preventive measures and emergency measures to reduce the possibility and harm of those potential problems, and remedy them in time once they appear.

Decision-making is complex, and it is impossible for decision makers to consider all the factors, and many factors are unpredictable, which leads to some potential problems in the scheme. Because there are potential problems hidden behind things, it is easy to be ignored. The analysis and prevention of potential problems is a work that scientific decision-making attaches great importance to. This work can prevent problems before they happen and ensure the continuity and success of decision-making. If you don't understand or don't want to do this analysis, problems will be caught off guard in the implementation. If you don't take preventive measures, a good decision-making plan will fail or have little effect in the implementation, or there will be many side effects, which will outweigh the benefits. If we consider the direct consequences of a scheme in advance, think about the difficulties that may be encountered in the implementation of this scheme, and the measures and conditions to overcome these difficulties, and make preventive analysis of possible problems, these defects may be avoided or the losses may be greatly reduced.

Third, the implementation plan

The implementation of the plan refers to all activities carried out to achieve the expected goals after the decision and plan are formed, that is, actions taken to realize the decision and plan. The implementation of the plan is the continuation and concretization of the decision. If decisions and plans are not translated into practical actions and put into practice, it can only be an idea. In management, if we only pay attention to the decision-making and scheme formulation, regardless of whether the decision-making and scheme formulation can be effectively implemented, we do not pay attention to a lot of work in implementation, and we do not find and solve problems in implementation in time. Then, even the correct decisions and plans are just an armchair strategist. Managers choose schemes, and the ultimate goal is to implement them. Decision-making and scheme are the basic work of managers, and implementation is the regular work. A qualified manager must be good at both decision-making and execution.

Testing and improving decisions and plans are also inseparable from implementation. Management affairs are complex and changeable, and it is inevitable that decisions and plans do not conform to the objective situation. The correctness of a decision and plan can only be tested by execution, and a correct conclusion can be drawn. In the process of implementation, practice will tell people which decisions and plans are correct, which are basically correct and which are basically incorrect. For the right, we must conscientiously implement it; For those that are basically incorrect, feedback should be given quickly in order to make new decisions and make new plans; For those that are basically correct, they should be gradually revised in implementation to make them perfect.

In the process of implementing the plan, the main leaders do not have to go to the scene to participate in the specific plan implementation and organization. They should pay attention to the supervision and feedback of the plan. Through the implementation of the plan, we can see whether the plan is correct and whether the decision is successful. If the scheme is proved to be correct, further sum up the experience and provide guiding experience for future decision-making; If the plan is rejected, we should find out the reasons, sum up the lessons and modify the original plan to provide reference for future decisions.

Generally speaking, the implementation of the plan is carried out under the condition that the goal has been set. Therefore, the implementation of the plan is a specific activity with a purpose. This requires that all activities in the whole implementation process must be carried out around the goal. Because execution is a complex activity process, it will involve many factors and may encounter interference from all sides. To this end, each plan needs a set of carefully planned implementation plans, and managers must carefully organize and command and strive to achieve organizational goals. The standard to measure the quality of implementation activities is to see whether it is conducive to achieving the goals stipulated in decisions and plans on schedule or ahead of schedule. Deviating from the goal, all vigorous actions are meaningless. In the implementation activities, managers should especially prevent the noisy display that deviates from the goal and affects the final realization of the management goal, always adhere to the correct direction and carry out all work around the goal.

Four. Supervision and feedback

In the process of efficiency management, supervision and feedback are essential. Supervision is the control process of monitoring whether the behavior and results in management activities deviate from the management objectives according to the planned objectives and various efficiency standards, and the supervisor acts according to the standards. Supervise the whole process of management implementation, including the allocation, requirements and management implementation plan of management personnel. , can make the management activities run normally on the established track, the plan can be fully implemented, the consistency between the plan implementation and the decision-making instructions can be guaranteed, the management implementation will not deviate from the goal, and the organizational goals can be successfully realized.

The implementation of the plan is the continuation and concretization of the decision, and the supervision during the implementation of the plan can ensure the realization of the decision-making objectives. The main tasks of supervision include: comparing the actual situation in implementation with the original plan, proposing remedial measures for the deviations that have occurred, and providing feedback information so as to track decisions and correct input signals. Implementing supervision in the process of scheme implementation can make organizations at all levels operate normally, ensure that managers' decisions can be implemented in time and accurately, and continuously and timely feed back the situation and results of scheme implementation to decision makers.

Efficiency management is a dynamic process, and organizations manage and control it through feedback. Only by constantly and timely feeding back all kinds of information in decision-making implementation can decision-makers adjust, correct or improve all kinds of situations that deviate from decision-making objectives, so as to achieve good control and flexible command. Without sensitive and accurate information feedback, decision makers can't make decisions, let alone achieve their goals. This endless spiral of decision-making, implementation, feedback, re-decision, re-implementation, re-feedback ... makes decision-makers make continuous progress and perfection, and makes management activities approach the goal in a dynamic way, and finally achieves the goal. In efficiency management, effective management is unimaginable without perfect feedback means. Whether the management is effective depends on whether there is sensitive and correct feedback.

Sensitive feedback, mainly reflected in: (1) can track the development and changes of things and capture information quickly. (2) Using advanced technology to transmit information quickly. (3) The feedback mechanism can efficiently process and process information, thus providing timely and accurate information. In the rapidly changing modern society, if the feedback is not sensitive and slow, it will be impossible to find the contradiction between the management status quo and the organizational goals in time and quickly, which will make the leaders miss the opportunity of decision-making. Such an organization is lifeless.

Correct feedback means that there must be an efficient analysis system in the feedback mechanism, which filters and processes all kinds of information felt, removes the rough and the fine, removes the false and keeps the true, selects the information closely related to the management objectives from the table and the table, and provides those really useful, accurate and reliable information to the managers. True and accurate information is the premise of scientific decision-making. False, wrong and distorted information will only help leaders and bring a series of mistakes to management.

To implement efficiency management, the main responsibility of decision makers is to be good at making correct decisions based on the information provided by the feedback system and alternative schemes, and make timely and correct adjustments to the original decisions according to the implementation of the schemes. Although any adjustment and reform may not be so perfect, as long as the system has a feedback structure, the decision can always be improved and optimized in the process of continuous adjustment. In modern management, any organization cannot command effectively and correctly without establishing its own feedback system. Although there are various feedback methods, different organizational systems have different feedback methods, the essence of feedback is to require people to change with the changing situation, and the ultimate goal of feedback is to require organizations to respond to objective changes. To implement efficiency management, decision makers should not only make decisions, but also implement supervision and feedback. Without effective supervision and feedback, the implementation organization may be lax and the implementation process may be chaotic. Each executor should not only implement, but also supervise and feedback, so that the whole organizational structure is in a dynamic balance. Therefore, supervision and feedback are indispensable links in the process of efficiency management.