Personnel engaged in management in enterprises must use and exert all resources (people, machines, materials, funds, places, time, etc.). ) They can achieve their work goals by mastering them. In the organizational system, both the superior and the subordinate should play the role of "connecting the preceding with the following", such as monitor, group leader, class teacher, department head and other so-called supervisors.

2. The task of managing cadres

2- 1 Complete tasks entrusted by enterprises or superiors, including:

Quality q (quality)

Cost c (cost)

Delivery date d (delivery)

Morality m (morality)

Safety s (safety)

2-2 Cooperate with colleagues to solve the same problem.

2-3 Provide various objective information, including process, results, internal and external information.

2-4 Training subordinates.

3. Necessary conditions for managing cadres

3- 1 professional knowledge and post, and basic technology before and after.

3-2 Information or knowledge needed to hold a higher position on issues related to the post.

3-3 management techniques, such as P, D, C, A, etc. It is necessary to maintain and improve the performance of the unit, such as Q, C and D (quality, cost and delivery).

3-4 leadership knowledge and skills, including interpersonal relationships, communication, coordination, encouragement, teaching, authorization and command, evaluation, rewards and punishments, authorization and other aspects of leadership.

3-5 Ability to solve problems, such as reasoning, judgment, creation and practice.

3-6 have clear values and thoughts on work, life, interpersonal and social views.

3-7 Healthy Family Life

3-8 Others such as health.

4. Misunderstanding of management

4- 1 treat management as "theoretical", "abstract" and "spiritual"

4-2 treat management as "control", "restriction" and "constraint"

4-3 treat management as a high-level or some level thing.

4-4 No attention is paid to management objectives or clear objectives.

4-5 Limit management to "only hard work can win" and ignore methods.

4-6 completely using K.K.D without paying attention to fact management (K experience K feeling intuition D dare to try)

4-7 Pay more attention to management than "rule by man"

5. What is management?

5- 1 "Make a plan and all the activities to realize it"-Dr. Ju Ran.

5-2 management cycle-the whole management activity can be represented by P, D, C and A cycles, as shown in the following figure.

Diagram p, d, c, a cycle.

6. How to make a plan

6- 1 Define goals and objectives

A. Make the problem (matter) clear, so as to grasp the current situation.

B. consider the goals or policies of superiors.

C. predict the changes of future conditions or conditions (internal and external) and master possible problems.

D. it is necessary to grasp the ultimate goal and the current goal separately.

E. how to evaluate whether the purpose has been achieved?

F. goals can be quantified.

G. diversity goals should be given priority.

H. pay attention to the goal not to conflict with the company or superiors.

6-2 Deciding the Methods to Achieve the Goals

A. find out the causal relationship.

B. Collect 4M (man, machine, material, method), time, funds, place and other data.

C. collate, analyze and judge the data to grasp the important factors.

D. think about the plan to achieve the goal according to key or important factors.

E. Multi-angle evaluation and selection of the most suitable scheme.

F. Make a plan, including 5W2H.

Why ... what is the goal or purpose?

What ... What is this?

When ... When?

Where ... where?

Who ... who did it?

How ... how?

How much, money, welfare

The format is as follows:

1. goal or purpose

2.

Progress 1 progress 2 progress 3 organizer's remarks

1 project

2 XXXXX

3 XXXXX

4 ○○○○

3. The specific practice of implementing the project

4. Preventive measures

G. The plan shall be formulated in a way that the actual operators can participate.

H. A good subordinate should not only respond to questions, but also put forward further suggestions or plans and submit them to the superior for ruling. (For example)

First, plan ahead and manage beforehand.

7. How to implement it

a.

7-2 Work Implementation

A. The supervisor must clearly convey his will to his subordinates and assistants.

B. The order shall be issued at one time, and it shall not be added many times or changed frequently afterwards.

C. When encountering difficulties in the implementation process, the supervisor should not lose heart. In addition to in-depth review, he should also actively encourage his subordinates.

D. appropriate authorization.

E. collect relevant data.

8. How to investigate

Through investigation, the problem is obvious, and the reasons for deviation or irrationality are grasped. Inspection, observation, measurement, inspection, confirmation, analysis and judgment can be used to make the plan achieve its purpose as scheduled.

8- 1 Check the reason

A. Whether the conditions of operation methods are thoroughly observed in the implementation process. (such as employee occupation list, work standard book, work instruction, work plan, various essentials, etc.). )

B. patrol the site must have a sense of purpose and emphasis.

C. it is best to check in a specific form. (such as daily management checklist)

D. If the process is different from the plan, investigate and analyze the reasons quickly and improve the difference immediately.

E. the subordinate supervisor shall be responsible for inspection as far as possible. (e.g. monitor)

F. For major reasons or events that have not been done in the past, the superior supervisor (above the monitor) can conduct spot checks, but the frequency is relaxed.

8-2 Regular "Review with Results"

A. The results should be compared and reviewed with data on a regular basis (the comparison method indicates equivalence ratio and ring ratio).

B. If the actual performance of the results is different from the plan, the abnormal reasons in the process should be thoroughly investigated. (For example)

C. it is necessary to trace back to the source in order to find the potential reasons.

D. You must face yourself objectively and honestly.

E. inherent technology of statistical analysis and coordination.

F. The higher the supervisor, the more such projects.

9. how to deal with it

When there is a gap between the implementation process or results and the plan, necessary corrective measures will be taken. Corrective measures must be within the authority, and if they exceed the authority, they must report to the superior manager.

9- 1 emergency measures

A. temporarily remove the exception.

B. temporarily control the abnormal phenomenon so as not to worsen or expand it.

C. Treating symptoms-"treating headache" and "reducing fever".

D. correct the results through contingency and adjustment.

E. you must master the prescription.

9-2 Take preventive measures again

A. Remove the real cause of abnormality so that the same cause will not happen again.

B. Let management really work.

C. combine norms and cleverness (fool-proof method).

D. spread horizontally.

E. vertical source management.

10. Classification of management activities

10- 1 management activities-maintenance and improvement

10-2 maintenance is to work according to the standard, and take measures to restore the abnormal state of the performance to the normal (stable) state, so as to make its strength play stably. This is the basis of management activities. If abnormal phenomena continue to appear and cadres are busy dealing with them all day, it is unlikely that there will be a big improvement.

10-3 improvement is to break the status quo, innovate and change, enhance the strength, set the goal at a higher height than now, draw up a plan and implement it. Of course, we must always grasp the implementation results. If there are adverse effects or the target cannot be achieved, further review and disposal measures must be taken.

10-4 Whether maintaining activities or improving activities, the management cycle of P, D, C and A is needed, and subjectively, it is possible to turn to P, D, C and A for development from stability. The strength of Q, C, D, M and S of this unit can be continuously improved, and the personal management ability can also be continuously improved.

Illustration: rotate p, d, c, a management cycle.

1 1. The meaning of quality

Quality refers to the nature or performance that products and services should have to achieve the purpose of product use.

The quality of 1 1- 1 should be considered from the standpoint of consumers.

The main purpose of an enterprise is to enable the enterprise to survive and develop continuously, so the products it produces should be sold for profit, otherwise it will close down. To make products widely sold, consumers must feel that our products are beneficial to them in order to be satisfied; Therefore, we should consider the quality of products from the standpoint of consumers.

1 1-2 mass

Quality that satisfies consumers is good quality, and the conditions for good quality are as follows:

A. the use of satisfying customers.

B.the right price.

C. it can be used economically.

D. it is not easy to change for a long time.

E. safe and harmless.

F. easy to use.

G. easy to manufacture.

H. easy to discard.

If the above conditions are not met or sufficient, defective products or defective products will be produced. From this point of view, these can be called "natural quality", but in order to make the product ahead in the market competition, the following conditions must be met:

A the design is very good.

B. similar products that are superior to those of competing companies.

C. good official sensibility.

D. unique or rare.

The above conditions can be called "charm quality".

1 1-3 quality range

At present, the concept of quality not only refers to the quality of products, in a broad sense, it should include:

product quality

quality of service

construction quality

Indirect quality of work for customers.

Service quality

12. The significance of supervision

Control is management, that is, the management cycle rotation of P, D, C and A (explained in detail earlier, and will not be repeated here).

13. The significance of quality control

13- 1 What is quality management?

Method system (JIS) for economically and effectively providing products or services that meet customers' needs. From the above definition, we can understand as follows:

A. inspection does not mean quality control.

B. quality control is not just quality control.

C. quality control is not limited to a certain category.

D. quality control should follow the scientific spirit.

E. quality control is a systematic activity.

13-2 Deming cycle