How to be a qualified grass-roots manager? ppt

As a grass-roots manager, you should first be familiar with the contents, processes and systems of employees' work within your jurisdiction, and be skilled in operation. Only in this way can grass-roots managers effectively supervise and guide employees in their work and provide necessary help when needed. If grass-roots managers don't understand and master the contents, procedures and systems of employees' work within their jurisdiction, they can't give correct guidance when employees' work deviates, make up for the vacancies in employees' work in time, find problems in their daily work and give employees effective training. If you want to give someone a glass of water, you must first have a bucket of water yourself. This is why most of the grass-roots managers come from the business executives among the employees. As a grass-roots manager, we should not be limited to the known program scope, but constantly update the program through continuous summary and learning to achieve continuous progress. This requires grassroots managers to study hard, study hard and lead the team to make continuous progress.

Second, self-discipline.

Grass-roots managers must first manage themselves. The prescribed system should be observed first and set an example. Only in this way can it be convincing. As the saying goes, "fish begins to stink at the head", whether a system can be implemented by grass-roots managers themselves plays an important role in employees. Take the simple example of being late and leaving early. If grass-roots managers are late and leave early, employees will be late and leave early. Grass-roots managers obviously lack confidence in managing this phenomenon, let alone establishing their own prestige.

Third, enthusiasm for work.

To make employees work actively, grass-roots managers should first work actively and set an example for employees. In the face of difficulties, grass-roots managers should bear the brunt of the front-line work and lead employees to overcome difficulties together. If grass-roots managers just tell employees what to do in difficult times and let them take the lead, I believe no employees will willingly sell coolies. Land reclamation in Area B is an obvious example. If the hotel's grass-roots managers hadn't worked overtime to lead the staff to struggle in the front line of land reclamation, Block B wouldn't have completed the land reclamation task as scheduled.

Fourth, the correct decision.

dare to take a responsibility

What any enterprise needs is a practical manager, and as a grass-roots manager, it is the pillar of front-line employees. It is precisely because grass-roots managers are more experienced, skilled, organized, measured and advanced than ordinary employees that when they encounter difficulties in their work, grass-roots managers should step forward and teach employees how to solve them. In the eyes of employees, grass-roots managers may be no different from ordinary employees, but the value of grass-roots managers is reflected when employees need help most. Imagine that when employees turn to grass-roots managers for help, grass-roots managers not only can't make correct decisions, but avoid problems. When something goes wrong, they just blame the employees for not doing well. What position will such a grass-roots manager have in the eyes of employees?

It is worth noting that the ability and power of grass-roots managers are limited. For things that cannot be solved within their own authority, they should not make decisions at will, but put forward reasonable suggestions to their superiors and take action after their approval.

Verb (abbreviation for verb) uses effective management methods.

1, combining assessment with rewards and punishments

Inspection is an effective method to test the quality of products. Grass-roots managers should always check whether the working procedures are standardized, whether the records are complete, whether the product results meet the standards, and whether the employees abide by the post rules and regulations. Process directly affects product quality. The so-called program management means that managers should effectively supervise the working process of employees and correct deviations in time to ensure the quality of final products.

Records can be traced, and the handover of all records in hotel work is very important. A slight negligence may lead to a big mistake. The so-called trace management requires that any work content can be implemented in words and documented.

Hotel products are different from other products. Due to the intangible characteristics of service, guest satisfaction has become the only criterion to measure the quality of hotel products. Nevertheless, the quality of many products is still under our control.

Such as facilities and equipment, raw materials, sanitation, equipment, basic work (such as bed-making quality) and so on. The so-called pre-control means that grass-roots managers need to find problems before providing products, foresee the consequences of problems, rectify in advance, and ensure that qualified products are provided to customers.

Even if the grass-roots managers are strictly self-disciplined, not all employees can consciously abide by the post rules and regulations, which depends on their own quality, natural personality, work attitude and other factors. However, through inspection and timely management, grass-roots managers can minimize the occurrence of employee violations. If an employee violates the rules and regulations, and the grass-roots managers do not control this phenomenon, then more employees will violate the rules and regulations, and the whole team will become fragmented over time. Just like a sheep jumping into the valley, more sheep will jump into the valley until the whole flock falls into the valley. This is the herd effect.

The law of barrel tells us that how much water a barrel can hold depends on the shortest board in the barrel. In a team, it is not the person with the strongest ability and the best performance that determines the strength of the team's combat effectiveness, but the laggard with the weakest ability and the worst performance. Because the shortest board plays a role in restricting and restricting the longest board, it determines the combat effectiveness of the whole team and affects the comprehensive strength of the whole team. Therefore, grass-roots managers should find out the weakest link in the team through constant inspection and work hard.

"Reward what you want and punish what you want to avoid." Don't be stingy with rewards, and don't be soft with punishments, so that rewards and punishments are clear. Only in this way can we motivate employees to develop towards team goals and reduce behaviors that are contrary to team goals. Punishing employees without reward will dampen their enthusiasm for work, and rewarding employees without punishment will make employees complacent and ignore the system. Therefore, grass-roots managers must have a perfect reward and punishment system, and they should be fair, just and open when implementing the reward and punishment mechanism. They should not be biased or take revenge because of personal feelings, otherwise, employees will not only lose trust in management and have negative psychology, but even worse, they will destroy the team atmosphere and make the whole team develop abnormally.

2, reasonable arrangement of work and rest time

"A good knife is used on the blade", as a grass-roots manager, we should be able to foresee the workload, arrange the work and rest time of employees flexibly and reasonably according to the workload, ensure that there are enough people to operate when the workload is heavy, and let employees get proper rest when the business is running normally when the workload is small. This will not only enable employees to work energetically, but also cause no waste of manpower.

3. Humanized management and institutionalized management

Humanized management is not indulgent management, and some employees understand humanized management as harmony, which is all wet. Institutionalized management and humanized management complement each other. System management is the most effective management method for employees to do things that violate principles, such as violating work discipline. When employees encounter difficulties or great ideological fluctuations in their work and life, as grass-roots managers, they should care about their sufferings, talk with employees, find out the problems and try their best to help them solve them. Although the ability of grass-roots managers is limited, through the efforts of grass-roots managers, the pain of employees will be alleviated to some extent, and employees will feel a little warm. Affinity is very important for grass-roots managers. If you keep a cold and selfless face all day, employees will not give grass-roots managers any opportunity to care, and some employees will also have resistance to grass-roots managers.

6. Be responsible to superiors and subordinates.

Grass-roots managers play a connecting role in enterprises. It is necessary to correctly understand and convey the instructions of superiors and team spirit to employees, and conscientiously implement them in grassroots work. It is also necessary to widely understand employees' ideas and team dynamics, report to superiors without error, and become a communication bridge between superiors and subordinates. Let employees make clear the goals of the team, and also make reasonable suggestions to superiors to promote team development.

In a word, as a grass-roots manager, working with the attitude of being responsible for the enterprise, the superior, the employee and himself will certainly make progress in management.