What Is Management Effectiveness?

Effective Management Effective management is the goal pursued by enterprises. Through layered management, enterprises integrate management into their daily work and implement comprehensive management of the enterprise. Effective management can achieve the effect of responding to orders and prohibitions, making the enterprise a strong and powerful whole. To be effective, management requires constant innovation. According to the characteristics of enterprise development, constantly seeking management methods suitable for the enterprise, refine the management, and concentrate the ingenuity of all employees through effective management, mobilize all the positive factors and forces that can be mobilized. This is the source of enterprise development

Effective management

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According to economic theory,

Zhongxu Business School Dean of School of Economics and Management, Mr. Zhang Yongchang, said that just like a doctor who saves lives, management as a profession requires certain tasks to be completed. What is the task of managing a career? When doing training, I always ask this question. The thing that surprised me the most was that the people below said almost in unison: "Our task is to complete the tasks entrusted to us above." This actually shows that many professional managers in China do not understand what tasks they have. . From the theory of business management, from excellent managers, from my investigation and thinking of Chinese managers, and from my many years of management and consulting experience, I have summarized five tasks that should be completed as an effective manager.

First task: setting goals

Setting a reasonable goal is half of what we achieve. Someone said that, I am convinced. Our task as managers is actually to find and set reasonable goals in the course of work. As middle managers, we have to assign tasks to departments and subordinates. The key lies in its content, not its form. The key point in setting goals is to set personal goals. Set personal one-year goals, one quarter goals, and even one month goals. Because we can hope to achieve our goals only if we break them down into individuals.

So how do you set reasonable goals?

The first principle is to set as few goals as possible. If there are too many goals, there is no way to achieve them. I found that for companies that want to achieve many goals in a year, there are basically few goals that can be achieved when summing up next year. Setting a few goals can also force you to determine which one is important.

The second principle is to set challenging goals. What needs to be reminded is that we must pay attention to the reality of the target. If our target people ca nt reach it, then most people s response is a broken jar Since you can't achieve your goal, you might as well do something else. In fact, we can't blame our subordinates for not working hard, but we as bosses will not guide and manage the team by setting goals.

The third principle is to quantify goals as much as possible. If a goal cannot be quantified, then it is difficult for you to achieve it.

The fourth principle is to match your goals with your measures and resources. This is very simple.

The fifth principle is that the more difficult the situation is, the more short-term goals are needed. Take an example from life. If you are going to climb a mountain with a child, it is very difficult for you to let him climb to the top of the mountain with you. But you tell him, we don't have to climb to the top of the mountain, we take a break every 50 steps to see how much we can walk? Then his attention will be focused on the easy task of walking 50 steps. When you achieve your short-term goals ten, twenty, or dozens of times, you will suddenly find that your big goal has been achieved, and you have really reached the top of the mountain! So the more dangerous and difficult the situation is, the more we need short-term, specific, and small goals.

The last principle is that the goal should be documented so that it can be checked whether the goal has been achieved.

The second task: organization and implementation

Organizational implementation, that is, how to design your own organizational structure and processes. In this process, managers need to answer the following three questions: First, how do I design so that the organization can better meet customer needs. Second, how do I design so that my employees can better complete the tasks he wants to accomplish. Third, how do I design an organization structure that allows senior management to complete the tasks he should complete. When starting a business, we don't need a very complete organizational structure. Maybe everyone needs to do everything. But when the enterprise has scale, we usually divide each department according to different functions to form a functional organization structure. After the company has more products and fields, we will divide the company into products or business fields. This structure will strengthen each product or business field, but the emphasis on functions is weakened. For further development, enterprises may adopt a matrix-type organizational structure, which is represented by horizontal lines as products and vertical lines as functions. Then everything we do requires the coordination of two lines. Of course, when the enterprise develops to a higher stage, we may overturn the organizational structure again. All in all, we need to find an organizational structure suitable for enterprises to complete tasks at different stages.

The large organizational structure is complete, so how do we make things specific to individuals? There is actually a very simple way to do this is the so-called transformation matrix. First, we have to list the things to do. Second, we design some positions with specific people to take charge. The third thing is to find ways to match the things to be done with these positions. Through such a transformation matrix, we can delegate the tasks to be completed to each post and each individual.

As a manager, how to judge whether an organization is good or bad? There are actually many signs of a poor organization.

The first is to set too many levels. We need to approve things one by one, so you can imagine that the efficiency of doing things will be greatly reduced.

The second is a lot of coordination across departments. A large number of meetings are held each time for a small matter to coordinate.

The third is to convene a large number of people for a large number of meetings. A good organization should reduce cross-departmental communication to the minimum. That is to say, on the one hand, we must emphasize internal communication within the enterprise, but we should not communicate for communication.

The fourth is that there are too many people in the same position, and three monks have no food.

The fifth is the increase in so-called assistants or coordinators. When there are many things, a boss and a manager of a department often do not assign things to a fixed position or specific person, but let the assistant manage this thing, and let the assistant manage other things. The disadvantage is that the assistant has a lot of power, but these people are usually not responsible for this matter. The more assistants there are, the more chaotic things will get.

The sixth is that some posts are not reasonable. This post is responsible for doing a lot of work, but everything is a little bit.

As long as this bad sign appears, we have to change our organizational structure, change our processes, change our job settings, and then we will easily complete the task.

The third task: making decisions

When it comes to managers, many people think that managers' first task is to make decisions. We're going to clap. We need to settle things. According to Simon, the Nobel laureate, management is making decisions, making sound decisions, and making the right decisions. From this perspective, I think decision making as a task for managers is easy for everyone to understand. So the question is, how can we make this decision well? We need to pay attention to the following four points.

First, we must figure out what the problem is. We often make invalid decisions because we don't find the right problem.

Secondly, we try not to make a decision under the circumstances of persecution. Decisions made under pressure are usually not good decisions.

Third, we should know that there must be other options besides the options we know. Making a decision is nothing more than finding the one that is best for us and the least risky among the different choices. If we try to find another option, we usually find a better decision. We used to have a perennial consulting client-a coatings company. When we started discussing his strategic choices, we always made choices in the paint itself. Is it positioned in high-grade paint, mid-range paint or low-grade paint? But then we suddenly discovered that there might be other options besides coatings. For example, are we possible to enter the upper end of the coatings industry as a raw material supplier. If you think about it this way, we will find that the opportunities in this market may be completely different. The coatings industry itself is highly competitive, but competition among coatings suppliers is much weaker. From the perspective of coating use, we also find that there are actually new options at the bottom.

Fourth, decision-making is important, but implementation is more important than decision-making. Finally, in the decision-making process, it is important to know different opinions. The boss of Sloan General Motors once said such a phrase, I hire a senior manager with high salary just to ask him to give me different opinions. If they all agree with me, what do I want these people to do? Therefore, the premise of correct decision-making is to have different opinions fully expressed.

To make a correct decision, of course, we must pay attention to the decision-making process. We must find the right problems, understand the prerequisites for making decisions, know what choices there are, and the risks and consequences of choices, and make decisions based on risks and consequences. After the decision is made, it is implemented, and after the implementation, there is constant feedback. Based on this feedback, we go to adjust our decisions. In fact, to make a correct decision, we need to have such a complete decision-making process. What needs to be reminded is that we don't make decisions because of the risks they may bring. This is actually the biggest mistake. Drucker said: For successful companies, you can always see someone making a big, bold decision. In fact, many companies now have better operating conditions, partly because of the bold decisions they made in the past.

Fourth task: supervision and control

Why we can't implement so many things is because we don't have enough monitoring tools and monitoring measures. I am often asked by friends in the business community: On the one hand, trusting your subordinates, but trust in China means losing control. You believe him, then you have no way to control the later things. What should I do?

My answer is that trust and control should be put together. If there is only trust and no monitoring, then there is no way for this trust to go further. Conversely, if a manager only monitors others to make others feel that you don't have a little trust in him, then this monitoring will actually fail in the end. Therefore, on the one hand, we must learn to trust, on the other hand, we must know that monitoring, so that others do not abuse our trust, is a task that we as a manager must complete.

So how can we achieve effective monitoring?

First, we don't want to monitor too much, which means that we only monitor and control the most important links. Everyone look at the dials and meters on the car, in fact, they are used for monitoring. We found no extra instruments on the dial of the car. why? Everything is useful to us. I do nt control it and do nt detect it. Doing management is actually the same. If we supervise and control too many things, we will eventually drop the things that should be supervised.

Secondly, from the point of view of the method of supervision, we usually conduct spot checks instead of checking them one by one. Because checking one by one means that we spend a lot of time, it also means that we don't trust employees, and spot checks can play a good role in monitoring.

Thirdly, the purpose of our supervision and control is to achieve the goal, not to collect information. I know that many managers like to collect all kinds of information. He has a lot of reports and numbers in his hands, but it is not very useful. So from this perspective, we do not need to collect information that is not relevant to my goals.

The fourth point is that the purpose of monitoring is to change the future. It is to allow the future to develop according to our wishes, not to make corrections after the fact. Let me tell you a little story of Avanti. One day Avanti sent his servant down the mountain to fetch water. He told his servant: You must not spill my water, you must not smash my bucket. If you spill water and smash the bucket, then I will slap you. After he had said this, he slapped his servant two slaps. His friend felt strange next to him and asked Avanti: why slapped him now? Avanti said: If he spilled water and smashed the bucket, wouldn't it be useless if I slapped him again? !! This story tells us: The purpose of monitoring is to prevent undesired things from happening, that is to say, we need to control the future, not the correction after the fact. This is actually the essence of monitoring.

Give you a small example in reality. An entrepreneur makes a good business plan with a partner. After it is made, his partner takes the entire plan and makes it himself. It took millions and finally made wedding clothes for others! He asked me how to deal with his untrustworthy opponent? In fact, it was difficult for us to change this afterwards, but if he had a good agreement with his partners beforehand, this may not happen at all.

Managers need to go through a closed loop to complete control. They must complete six steps: the first step is to determine the scope of control; the second step is to determine the key elements to be controlled; the third step is to determine the control standards; Information; the fifth step is to measure the effect, in the end our standard is achieved or not; the sixth step is to make amendments. In this cycle, the key areas are cost control, business process control and risk control.

Fifth task: foster talent

Talent is the most important intangible asset of an enterprise, but it is precisely in this respect that Chinese entrepreneurs are very confused. Many friends have asked me this question: My market is good, my product is good, I can do a lot of things, but I do nt have enough people to complete these things, what should I do?

The answer is usually recruiting and nurturing talent. Manager is to let others help you complete the task. Recruiting and training talents is perhaps the most important task for senior managers. We may be faced with a choice between recruiting some airborne troops from the outside or training from the inside myself. On the surface, the benefits of recruiting airborne troops are obvious, and they can be used by finding someone. And training yourself seems to be a long and ineffective process. But I believe that in terms of the company's long-term development, the best way is to cultivate talents. Maybe at a specific time in some special posts, you can have a talent like two airborne recruits. However, we must not place any hope that these people will have an immediate effect. It takes about a year for them to become familiar with the company's environment. Maybe in the second year, he may have some feelings and know how to do this. It was not until the third year that his role could really be brought into play. And most of us entrepreneurs or managers do not wait for the third year.

If we understand that it takes time for an outsider to function internally, we will be more inclined to train one internally. It also took him two or three years to get him to do something independently from the beginning. But you can believe that the people you cultivated in these two or three years are totally suitable for your company's environment. Therefore, internally cultivated talents are actually more useful than external talents. If we want the company to have a long-term development, we must try our best to cultivate internal talents. One of P & G's corporate principles is not to recruit managers from the outside.

Of course, this involves another problem. It is considered that insiders are not qualified, and they must find outsiders. In fact, a person's potential is great. If you give him a chance and let him realize his potential, he can do a lot of things. Western proverbs say: When God gives a person a task, he usually also gives him a talent to allow him to complete his task well. We must not underestimate the potential of our subordinates. Sometimes it may be necessary to take a step, close our eyes, give him a chance and see what he can do. But in most cases, I believe he will surprise you.