As an excellent studio manager (not a boss), what conditions do you need, what do you need to know and what knowledge do you need to master?

To be an excellent studio manager: 15 the principle of improving efficiency

Rule 1: Make a time management plan-1,and plan your monthly, weekly and daily trips. Everything in the scheme will save at least 3 hours in actual operation, and the effect will be better; 2. Set the completion date or follow-up date of each activity; 3. Formulate emergency measures to help deal with emergencies.

Rule 2: Developing a quick sense of rhythm can not only improve efficiency and save time, but also give people a good impression of style.

Rule 3: Learn to authorize.

Rule 4: Efficient meeting skills.

Rule 5: Develop neat and orderly habits-1. According to statistics, employees in the company spend an average of 6 1 a year. According to statistics, employees in the company waste an average of six weeks a year looking for things that have been thrown around. Keep the desktop clean and tidy. Only the documents and articles to be used for the day are put on the desktop, and all other documents and articles are put in a fixed position and only taken out when necessary. 3. Establish a good filing system to facilitate filing and access.

Rule 6: Focus on the beginning and the end-1. Don't let sudden ideas and creativity affect the work at hand. You should write them down and think about them at your convenience. 2. Try to finish a job before starting another job, and never finish it; 3. For important projects that need a long time, it is necessary to arrange large chunks of complete time to avoid intermittent work, because it takes time to stop and adjust your mood, thinking and state when you work again, so that you can continue to do it where you left off.

Rule 7: Simplify the workflow-

1, eliminating unnecessary tasks or steps.

; 2. Merge some tasks or steps;

3. Synchronize two or more tasks or steps; 4. Further subdivide tasks or steps.

; 5. Rearrange the workflow and use more effective working methods.

Rule 8: Do it once and do it every time-1. All documents and materials can be handled at one time, and one of the following actions can be taken: filing, execution, circulation and abandonment; 2. Remember not to process after reading, and leave it to the repetitive work of re-processing next time; Ensure the quality of work and avoid the waste caused by rework.

Rule 9: Overcome procrastination and do it now-1. "People can't catch the train not because they don't run fast, but because they start late." ; 2. The things that should be done but not done are constantly oppressive, and the procrastinator glad you came often feels the pressure of time, which makes people tired and wastes precious time; 3. Skills to overcome procrastination, set a completion date and make a specific plan; 4. Arrange follow-up and set up rewards.

Rule 10: The day is over-make a daily work schedule, and make clear the daily goals and results.

Rule 1 1: Make good use of scattered time-1,dripping water becomes a river, and people who calculate time by "minutes" spend 59 times more time than those who calculate time by "hours"; 2. Spare time can be used to do odd jobs, such as studying, thinking, reading, updating the schedule, and simply planning the next move. When waiting for someone by car; There is no time that can't be used, only time that you don't use.

Rule 12: Use time-saving tools-1,e-mail, telephone, fax, voice system, computer, etc. 2. When using the telephone, cut to the chase, make a long story short, and list the main points of the speech before making a phone call to avoid omission; 3, need to send information to many people, should use email, so as to avoid repeated waste of time; 4. Improve the skills of using daily computer software.

Rule 13: efficient reading method-1,purposeful reading; Combine quick browsing with key details; 2. Summarize the main points, mark them in the notebook or mark them in the notebook or take notes; 3. Never read word for word; 4. Simplify the materials circulated in the office.

Rule 14: High-quality and efficient sleep-1,cultivate the ability to fall asleep anytime and anywhere; 2. Pay attention to the quality of sleep, not just the length of time; 3. Use instant sleep during the day to maintain vigorous energy; 4. Psychological training, self-suggestion, physical and mental relaxation.

Rule 15: lifelong learning-improving your skills through learning is a shortcut to improve efficiency. 1, long-term self-study, regular participation in various seminars; 2. Collect relevant professional information from various sources and update their knowledge structure; 3. Develop the habit of lifelong learning.

Time management is a habit and a state of mind. All successful managers have four characteristics.

That is, 1, a clear goal;

2. A positive attitude;

3. Self-motivation;

4. Good time management. Doing time management well means doing the right thing and doing it right. Leaders and managers of small and medium-sized enterprises should manage their time well, that is, they should stick to the goals you set and never give up.

In the studio, all work can be divided into two categories:

One is the work of completing specific tasks, such as makeup artist's makeup, photographer's shooting, post-art production and so on. This kind of work belongs to specific business or operation and belongs to non-management work.

Another kind of work is characterized by directing others to complete specific tasks, such as the work of department heads, store managers and studio managers. Although they sometimes complete some specific tasks, they spend more time making plans, designing organizational structure, arranging human, material and financial resources, guiding, coordinating and checking others to complete some specific tasks. We call these tasks management. People who are engaged in management work are managers. The studio manager is the commander and organizer who organizes and uses various resources of the studio to achieve the studio's business objectives.

I. Management of Studio Manager

1, senior management-general manager

Senior managers are the helm of studio enterprises, and they should have a broad vision and be able to systematically grasp the current global social, political and economic situation; Insight into various internal and external factors of enterprises; Have a global strategic vision, and be able to make creative plans, decisions and plans for the strategic objectives and policies of enterprises.

2. Middle managers-store manager, human resources manager, marketing manager, etc.

Middle managers refer to the managers of functional departments at all levels in studio enterprises. They undertake the specific planning, organization, leadership and control of various functions in the daily business activities of the studio, and are the backbone of the studio.

3. Grass-roots management personnel-head of photography department, head of makeup department, etc.

Grass-roots managers refer to the direct managers who perform management functions in the front line of studio service, production, sales and other business activities, including foreman and supervisor who play a supervisory and guiding role in the front line of production and service. They are closest to the front-line operators, and their management level directly affects the enthusiasm and loyalty of employees.

Second, the studio manager's skill set

A manager must master the necessary management skills if he wants to implement the functions of planning, organizing, leading and controlling, manage effectively in the rapidly changing market competition environment and realize the business objectives of the studio. Professor Katg of Harvard Business School believes that managers at different levels should have different skill requirements, and he has formulated the best skill combination for managers at all levels, as shown in table 1- 1. Among them, professional skills refer to the understanding and mastery of specific knowledge, procedures and tools for producing products and providing services; Humanistic skills refer to the skills of establishing harmonious interpersonal relationships in the studio organization and working effectively as a member of the group; Conceptual skills refer to the ability to grasp the management objectives of the studio as a whole and gain insight into the relationship between enterprises and the environment. That is, the ability to analyze and sort out complex things, as well as the ability to analyze laws and logical principles. For the top managers of the studio, ideas and skills are the most important, accounting for 42% of the ability. 7 %; For middle managers, humanistic skills are the most important, accounting for 42.4% of their ability; For grass-roots managers, professional skills are the most important, accounting for 50.3% of their abilities. If we want to improve the ability of managers at all levels in studio enterprises, we must pay attention to the characteristics of this level.

1, professional skills

Mainly refers to the studio manager familiar with the studio's business scope and management methods, including certain professional knowledge, professional analysis ability, as well as some professional basic operating skills. For example, if you are familiar with the shooting process of the studio, you must know some professional knowledge about shooting, makeup and post-production, so as to ensure the correct exercise of your duties.

2. Humanistic skills

At this time, it refers to the ability of a manager to contact, contact and communicate with various related organizations and individuals, win understanding and support, understand the behavior of subordinates internally, and lead subordinates to play a cooperative spirit. Technical skills are related to "things" and humanistic skills are related to "people". For example, a manager with outstanding interpersonal skills is good at understanding the meaning of other people's language and behavior, and is also good at conveying his views to others according to other people's meaning. This skill is of great significance to managers at all levels. In general, a manager with good interpersonal skills can achieve greater success in management.

3. Conceptual skills

In the management of photo studio, managers need to distinguish the relationship between various factors quickly, grasp the essence of the problem, and make correct decisions decisively according to the situation and problems. This concept formation skill enables managers to look at the business activities of the photo studio from a global perspective and take action to seek the overall interests of the whole enterprise. This skill is more important for top managers than grass-roots and middle managers.

The manager of a studio should analyze and study the essence of the problem according to various phenomena in the studio and put forward solutions to the problem. Managers with the ability of analysis and diagnosis can not only see the hidden dangers of the smooth development of the studio, but also correct and recover the losses in time when the studio encounters setbacks.