In management, some traditional practices are wrong, so we should avoid making these mistakes. The following 11 are common mistakes.

1

Refuse to take personal responsibility

Once, when a job went wrong, the chairman called me and scolded me. I said to the chairman, "This is my fault!" I never say whose fault it is in front of the chairman. When I returned to my office, I called several vice presidents. I told them in the first sentence that when I was scolded by the chairman just now, I didn't mention any of your names. I provoked all the responsibilities in front of him alone, but you made such a mistake for me.

if I say in front of the chairman that this is vice president Xu's fault and that is vice president Zhao's fault, the chairman will just say: general manager, I invited you for nothing. If it's all their fault, what are you doing? If I were said that by him, I would be ashamed to stay any longer. Therefore, in front of the chairman of the board, I shoulder the responsibility, which is called taking responsibility. Why should I shift the responsibility to others? The most important thing is to admit your mistakes boldly, then find a way to solve the problem and absorb the lessons.

Effective managers always take personal responsibility for the result of things and don't pass trouble on to others easily. American President Truman once hung a striking slogan at the door of his office: "buckets stop here!" It means that the problem is over and will not be passed on to others. Every supervisor should take this sentence as his motto.

There are two kinds of people in the world, one is trying to explain, and the other is constantly showing. As a supervisor, you should try your best to show, explain less and dare to take responsibility. When something goes wrong, see if it's your own fault. When you are ready to consult your boss, ask yourself first, have you shouldered your responsibilities, and do you have to enter your boss's door? In short, we should always remember the words of Steven Brown, a famous American management consultant: "Managers must be brave enough to take responsibility if they want to exert their management effectiveness."

a general manager talks about 11 management mistakes

2

Not inspiring subordinates

The so-called inspiration refers to education with people, anytime and anywhere. Whenever you see that your subordinates are wrong, you can inspire them, but many supervisors are often reluctant to open their mouths. Once, I saw a clerk writing an envelope and made a mistake, so I immediately called the others together and said, please look, the envelope should be written in the same size as "General Manager Liu", and the words "General Manager" should not be lowercase, as if people were not worthy to be general managers; It is a mistake to capitalize the name instead. The name should be taboo and small. It is wrong to write Jingqi at the back. Jingqi is respectfully opened. Why should people respectfully open it? It's polite to write to the general manager, such as Daqi, Junqi or Qinqi.

this is called opportunity education. I spend a lot of time on education in the company, but it's all hard work first and easy work later. Don't forget that 7% of your subordinates' education depends on you. But some people say that education is the business of the human resources department, which is wrong. A supervisor should take 7% of the responsibility to educate his subordinates, and only 3% of the responsibility depends on the human resources department, which only cares about basic education. Real supervisors should do professional education, not "grazing cows", but seize any opportunity to inspire your subordinates.

3

Only emphasize the results, not the thoughts

People must have thoughts first, then they have thoughts, which lead to touches, and finally become behaviors, and after a long time, they become habits. It is difficult for behavior to become a habit. Chen Zhifan, a writer, has a saying in the book "Cambridge Reflection": Many, many histories can cultivate a little tradition, and many, many traditions can cultivate a little culture.

It can be seen that culture is a habit for many years, and it is not easy to form a habit. For example, the concept of punctuality is an idea and an action. If it is turned into a habit, it will form a culture. The time concept of world powers is very strong.

Many bosses like to say: Don't tell me the process, I just need the result. This sentence sounds very handsome, very personal and elegant. If you are a commander or a division commander, you can order your men and brothers to attack that hill for me, and don't tell me how much blood is shed; Don't tell me how many people died. I just want that hill captured by noon today. Yes, this concept is emphasized in the military, and many bosses like to have this style. However, today we are doing business, not telling our subordinates to die. We should emphasize our thoughts. It's no use telling them 1 times if you don't change his thoughts. If your subordinates follow you and their thoughts don't improve, and they come in the same way as when they leave, you can't be a successful supervisor, and they will hold a grudge against you. The ideas of subordinates are in charge of education and indoctrination, and a supervisor should educate them like his own children. If you don't teach him ideas, he will have no ideas, he will not be touched, he will not develop behavior without touching, and he will not develop habits without behavior.

A general manager talks about 11 management mistakes

4

The management method of equal treatment

Everyone has different backgrounds, different personalities and different experiences. No two people in the world are exactly the same. How should we educate them? That is to refuse to treat management equally. A key can only open one lock, but not all locks with one key. For example, when criticizing people, you can criticize thick-skinned people in public; People who love face should be called to the office to talk alone.

A supervisor should pay some attention, study your subordinates, understand and judge from their behaviors, actions, eyes, language and thoughts. If he likes money very much, let him do sales; He is very careful, so he can do design work; Seeing only the people on the ground is suitable for keeping the warehouse; People who eat with calculators should be accountants; Mother-in-law people go to engage in customer service; If you can't sit still, let him go to the field. This is called employing strengths. As a supervisor, you should pay attention to these problems. I have a manager under my command. He values power very much and has no big demand for money, so I give him the company seal, and stamp it in the office every day, and put his position in the middle of the office, so that everyone can look at him and give him a sense of power. As a result, he is very happy.

For people with simple thoughts and high obedience, we can give him work instructions, give him efficiency requirements, give him budget control, and implement straight-line management from top to bottom; For those who have received higher education, are sensitive, have seen the world, have complicated experiences and emphasize team spirit, we should involve them, pay attention to two-way management and not engage in one-way street. There is no complete formula for what method a company uses, some emphasize system, and some attach importance to human nature management. It is useless for a company to rely on a personnel rule. Every company has personnel rules, and they are similar. Therefore, management should adapt to the object and not treat it equally.

A general manager talked about 11 management mistakes

5

Forgetting the lifeblood of the company: profit

One day, the president of a company had lunch in a restaurant. Halfway through the meal, four familiar voices came from the next wing. The discussion among those people was so heated that he couldn't help eavesdropping and found that several senior executives were talking proudly about his department.

The chief engineer said, "No one can compare with me. The department that contributes the most to the success of a company is the production department. If you don't have a decent product, it means nothing. " The sales manager scrambled to say, "Wrong! The best product in the world is useless unless you have a strong sales department to sell it. " The vice president in charge of the company's internal and public relations also has an opinion: "If the company doesn't have a good image, the fiasco is absolute, and no one will buy a product that he doesn't trust." "I think your views are too narrow," the vice president in charge of human resources attacked. "We all know that the strength of a company lies in its employees. If we remove strong and willing employees, the company will immediately come to a standstill."

four ambitious young people continue to discuss and strive for their department. Until the president finished lunch, the discussion was still not over. When he left the restaurant, he stopped at the door of that wing. "Ladies and gentlemen," he said, "I can't help listening to your discussion. I'm glad you can be proud of your department, but I have to say that experience tells me that none of you are right. No department in any company can be responsible for the success or failure of the company. If you get to the core of the problem, you will find that managing a successful company is like a stunt man keeping five balls in the air, four of which are white, which are written respectively: product, sales, relationship between enterprise and public, employees, and the other is a red ball. At any time, people who play stunts must remember that no matter what happens, they must never let the red ball fall to the ground, because there are two words written on it: profit. " The president's words are absolutely correct. Without profit, even if the company has the most perfect products, the best image, the most capable employees and the most striking financial foundation, it will soon get into trouble. Managers have four responsibilities: creating profits for shareholders, seeking employment for society, seeking welfare for employees and seeking quality for consumers. The most important thing is the first one. It is the primary responsibility of all executives to create profits and make the company develop. The head office evaluates you, and the top supervisor evaluates you. Just ask one thing: Is there any profit? Of course, our so-called pursuit of profit does not mean to make money by hook or by crook, but to regard the pursuit of profit as a responsibility and a goal, and always keep it in mind.

6

See only the problem, not the goal

As a supervisor, pay attention to the goal. If a supervisor focuses on small problems, he will forget his goals and lose his creativity. Many executives seem to be very busy. In fact, they spend 9% of their time every day making only 1% contribution to the company. One of the main reasons for this inefficiency is that they only pay attention to small things. Do things according to the general principles. Do the most important and urgent things before going to work every day, and let go of other unfinished things. One can't do everything, and there will always be endless things. When we emphasize that we should look at the goal, we don't mean that we should not look at the problem. We must look at the problem and look carefully, because the problem is the opportunity. But only by looking at the problem from the height of the goal can the problem become an opportunity. Therefore, the supervisor should not say that I have encountered a problem, but that I have faced an opportunity, which has a different meaning. If you focus on trivial matters, it is difficult to see the real problems and opportunities. If you can't do this, your competitors will take the lead, because there is a famous saying in marketing: whatever you can't think of, your competitors will help you think of it.

7

Don't be a supervisor, just be a buddy

A supervisor should have his own dignity, and don't break the rules in the company. Once a subordinate's foot steps on your shoulder, the next step is to step on your head. We should love, support and reward our subordinates, but he can't speak on your head, which breaks the rules. If a supervisor indulges his subordinates, it will be difficult to manage in the end, and he will start to punish the first time he breaks the rules. If there is no punishment, he will become an "example", the company's standards will be destroyed, and things will be difficult in the future.

It is difficult for many executives to do this, because he often hopes to get everyone's support in the company. When he is not stable enough, he often makes friends in the company and brings everyone together with his buddies' loyalty, but then his speech will be dignified. What is the reason for it Because he didn't take the company's requirements and discipline very seriously, but he took personal feelings and personal utilitarianism more seriously. As a result, he was moved by emotion and regarded everyone as buddies. People are sometimes like this. If you are kind to him, he is not grateful, but thinks that people like you can be very casual.

A general manager talks about 11 management mistakes

In our company, I have a problem with male employees patting female employees on the shoulder, and it is not allowed for male employees to tell dirty jokes, which is called breaking the rules. Once, in the warehouse, I overheard a male employee telling a dirty joke to a female employee, who smiled. I immediately went over to the man and told him, "Go back and tell this joke to your mother and your sister. If you think you can't tell it, then neither can our staff. This is called company ethics." As soon as I said this, they looked very confused and embarrassed. I mean, the company should also have rules. If I laugh with them at this time, it is equivalent to treating them as buddies, which will break the rules and bring trouble to management.

So, my subordinates are with me, and no one can make fun of me casually. I don't have to think too much when I lay off people. It's very fierce. Dare to do this, because I don't treat them as buddies at ordinary times, I don't owe them a favor, and I don't have to shed a tear when I cut people. I'm relaxed today, because in fact I love my subordinates very much, but I just don't want them to regard me as he is my brother, so I have to abide by the company rules in the company.

8

There is no standard set

There is a company in Britain that specializes in making world-famous cups and plates, and their products are broken more than those that are qualified. There was a designer who specialized in throwing dishes, and six of them were broken every 1, and only four of them were qualified, but after the order was booked for three years, it was out of stock. The company is not afraid of falling, and all the broken plates are included in the cost of other plates. It's so hard to buy, why? That's a fine product. The company has high standards and dignity.

a company's standard of conduct is to make the company have dignity and let its employees have dignity. The company has no standards, and if a manager fails to design standards, the company will be disgraceful. If you enter a company, people ask you how you got in. You said, it's not easy to get in. You need a written test, an oral test and a layer of skin. On the other hand, if you say it's easy to come in, just go in. People will think that this company is not worth staying, it has not been screened and has no strict standards. Everyone has this kind of psychology: the more you have a standard of behavior and a performance requirement, the more dignified he feels.

The so-called standard is actually a pledge, a dignity and a quality. Like Mercedes-Benz in Germany, what do you think of when you see Mercedes-Benz in the street? That's a kind of dignity. Why do rich people like to buy Mercedes-Benz? If the manufacturer doesn't have that standard, will you buy its car? In the same way, whoever has a standard like Mercedes-Benz will have dignity. The company has standards, which can make employees feel it is an honor to work in such a company. When all the people concerned regard the standard as an oath and a quality requirement, self-esteem will become stronger and stronger in the company, and management will become easier and easier. Therefore, the supervisor should not only implement standards, but also set standards. Only with management standards can there be high management performance.

A general manager talks about 11 management mistakes

9

Indulge people with insufficient ability

Some supervisors like to find love in the office and love from their subordinates. Actually, it's wrong. Management is not a competition. Let's see who loves the most. Don't be a nice guy. I often say a word in the company: don't do anything if you are a man (that is, someone who doesn't talk about principles and just muddies), and don't be a man if you do something. If you can't do this, you can give up your seat and let those who are willing to be bad faces be in charge. Today, the company gives you a task in the hope that you can finish it. And you're afraid of offending this and that, so don't do it at all.