The captain mentioned here is a professional manager. If an enterprise is a ship that fights against the sea of business, then a professional manager is the captain of this ship. Where the ship is going, how to deal with the storm, and how to deal with the disputes between the crew are all issues that the professional manager as a captain should consider and plan. If professional managers don't consider the problem or have insufficient understanding of the problem, then the fate of the enterprise ship can be imagined. However, in the face of so many uncertainties, the energy and ability of professional managers are limited after all. What do we do? Democratic decision-making provides professional managers with an infinitely rich treasure house of intellectual resources. There is an idiom in China called "Unity is strength". As long as we are United, there is no mountain that we can't move or river that we can't cross. However, democratic decision-making does not mean that everyone has the command, and the ship has to be commanded by the captain, otherwise there will be multiple leaders, which will lead to confusion in the internal management of the enterprise, which is the taboo of enterprise management. Therefore, dealing with democratic decision-making and centralized leadership can best reflect the style and courage of a professional manager.
Management is the art of accomplishing tasks through others.
If a professional manager doesn't know this, then he is not a qualified professional manager and hands-on person. Can only say that he is an excellent employee. In a large modern enterprise, it is self-evident that the manager is lacking in energy, and he can't cover everything in terms of business knowledge involving all walks of life. Excellent professional managers are not only good at employing people, but also dare to employ people. They don't doubt the ability of their subordinates and worry that they can't do it just because something is important. If a manager is always worried about his subordinates, not only will his subordinates not get exercise, but no one will be free. "Bole knows horses", in addition to urgently needed talents can be introduced, most of the actual work has to rely on professional managers to dig; If a manager doesn't give his subordinates a chance to perform, how can he judge whether his subordinates are talents? In the history of China, Zhuge Liang seems to be an all-rounder, who can govern the country with literary talent and martial arts, but in the end, he will "do his best until he dies", and Li Shimin, Emperor Taizong, who knows people well and is good at his duties, finally achieved the great cause of reunification.
Why are some programs not easy to use? Just like when you just learn to dance and step on others' feet, you can't pronounce correctly when you just learn a foreign language. You don't have to think about it when you are familiar with it.
It can be said that every enterprise has a complete management system, but why are some enterprises more and more prosperous and others dying? I think the key to the problem lies not in the quality of the system, but in its implementation. Because they were all socialist systems, the Soviet Union failed, but China successfully implemented it. In practical work, the resistance to the implementation of a system often comes not from the system itself, but from people's psychological obstacles. It's like just learning to dance and learning a foreign language by stepping on others' feet, but as long as you are familiar with it, you can dance a beautiful dance without thinking and speak a fluent foreign language. Take our chain company as an example, the company has just been established, and there are many new employees, so it is difficult to carry out the early management work. However, through our efforts to constantly improve the management system and strengthen management, chain companies not only have smooth government orders, but also have been praised by enterprise management centers and relevant leaders many times in standardizing management.
High quality products come from high-level people; High-level people come from careful and meticulous training.
"High-quality products come from high-level people" may not be difficult for ordinary managers to achieve, but "high-level people come from careful and meticulous training" can only be achieved by excellent professional managers. Many enterprises are issuing the same voice-talent shortage! But is the well-paid talent suitable for the actual needs of this enterprise? As a result, the present situation has emerged. Enterprises are thirsty for talents, but the talent market is crowded with job seekers. Is China really short of talents? I don't think so. The key to the problem lies in the lack of talents who really meet the needs of enterprises, and such talents cannot be provided by society. Therefore, far-sighted professional managers put employee training in a particularly important position. Spring company has done quite well in this respect. Not only the leaders of the company attach importance to it, but also the employees actively demand training, which is probably another reason why the company can grow rapidly in spring.
Be more winners and less losers; Give heavy responsibility, heavy pressure, support and training to make it successful.
In the corporate culture in spring, it is the mission of the enterprise to "create opportunities for success for every colleague". It can be said that success is the greatest reward for a person. In a person's life, nothing is more touching than success, because everyone is eager to realize his own life and reflect his own life value. However, how can we create opportunities for success for every colleague? That is to trust him, give him an important task, support him, train him, and let him have enough skills and confidence to struggle and make progress. In practical work experience, I have a deep understanding that appropriate spiritual incentives can often stimulate employees' enthusiasm for work more than direct material rewards. In the communication with employees, I am always moved by the positive progress of my colleagues. In spring, "creating success opportunities for every colleague" is not only reflected in the corporate culture concept, but also in the practical actions of corporate managers. When the company decided to put me in charge of the operation and management of Spring Chain Company, I had no idea, but with the high trust and strong support of the organization, I was determined to do my best for the operation and management of Spring Chain Company. Good signs show that with the joint efforts of all colleagues in the spring chain, the spring chain has been on the right track, and its broad market prospects are becoming more and more obvious.