How to be a qualified grass-roots manager? Every stratum pyramid is supported by grass-roots managers. From ordinary employees to grass-roots managers, job changes mean that the focus of work will also change. Here is how to be a qualified grass-roots manager.

How to be a qualified grass-roots manager 1 First, establish two kinds of consciousness.

1, sense of ownership

I have worked in the company for 7 years. For me, Nantong Adventure Kingdom is my second home, which gives me a sense of belonging in my work. Do not pursue personal interests, pay attention to collective honor, and strive to be the first in both company activities and departmental activities. As a manager, you must have a holistic view, be able to look at problems and do work from the company's point of view, strictly control the water, electricity and gas in the water park, and save resources and avoid waste on the premise of ensuring the quality of visitors' experience. Instead of just focusing on departmental or even personal interests. Care and care for everything in the company, think for the enterprise everywhere and work for the enterprise everywhere.

2, safety responsibility consciousness

As the grass-roots manager of the company, I know my responsibilities, conscientiously complete the tasks assigned by the superior leaders, unite the team members, maintain the water quality, equipment and slideways, satisfy the tourist experience and put an end to tourists' complaints. When equipment failures and problems occur in the safety committee, they should be handled and communicated in time, reported in time, and recorded in time. Lead team members, dare to be responsible, work scientifically and rigorously, while completing the work well, constantly discover and solve work problems, constantly innovate, constantly improve the quality of products and work, and tap the potential.

Second, positioning three roles.

1, manager

For front-line employees, we are direct leaders, work instructors and evaluators. Guide and inspect the quality maintenance, water quality supervision and reasonable arrangement of staff.

2, subordinates and assistants

For the superior leaders, we should not only complete the work arranged by the superior with good quality and quantity, but also make suggestions for the superior leaders and adjust the work arrangement and work plan in time according to the actual operation of the company.

3. Colleagues

For the colleagues in this department, we are not only colleagues who rush to the front and advance and retreat together at work, but also friends who help each other and grow together.

Third, have four abilities.

We can't stand still. Work is as important as study. "If you don't advance, you will retreat." . To adjust their mentality, "I save myself three times a day." Only by reflection can we make progress. Through self-reflection, we can see clearly our strengths and weaknesses, find problems, correct them, constantly "overcome" ourselves and improve our business and management capabilities. Grass-roots managers should at least have the following basic abilities: understanding technology, management, self-control and induction.

1, understand technology

Grass-roots managers should be proficient in professional knowledge of special equipment, relevant laws, regulations and standards, and have professional skills of swimming pool standards. They are experts in this field, and they can find out the problem, find out the crux of the problem, and take countermeasures and measures to solve the problem in time.

2, will manage

(1) Ability to formulate and implement the system

The management system shall be formulated and implemented according to the relevant laws, decrees, standards, specifications, management principles, tools and methods of special equipment and the specific conditions of special equipment.

(2) the ability to plan work and manage by objectives

Make work plan, maintenance plan and emergency rescue plan every month, and implement them strictly according to the plan, and keep records and files. Improve employees' participation consciousness, decompose indicators and tasks into employees' tasks and goals, and make continuous improvement and promotion.

(3) Coordination ability

Coordination ability mainly includes communication ability and adaptability, which can do ideological work for employees, solve internal employee conflicts, coordinate communication ability within departments and other departments, and solve problems in time.

(4) the ability of organization and authorization

Assign tasks according to everyone's characteristics, make good use of people and use their strengths. Grass-roots managers should not be hands-on, but should authorize their subordinates to exercise, grow and perform according to the situation, fully mobilize and give play to the enthusiasm and initiative of team members, so that the operation of the department can achieve the effect of 1+ 1 > 2.

3. Self-control and restraint ability

Managers' emotions will not only affect their own work, but also affect the working status of subordinates and employees in other departments. Therefore, grass-roots managers must have strong emotional control ability. We should treat and deal with events soberly, calmly and rationally, control our emotions, avoid emotional fluctuations, restrain our improper or bad behaviors, and be self-disciplined.

4, induction and summary ability

Grass-roots managers should be good at summing up experience, improving management level, accurately reporting work to superiors, summarizing complex things concisely in concise language, and allowing employees to implement them in an orderly manner.

Fourth, do three things well.

Grass-roots managers should use power correctly, have a healthy mind and an open mind, live in harmony with superiors, lead and build a good team under the leadership of superiors, cultivate talents, establish a good image, and cultivate themselves into compound talents who understand technology and manage.

1, build a good team and cultivate talents.

(1) Establish a good trust relationship. Grass-roots managers should communicate with employees more, know more about the situation, and at the same time establish a respectful and modest object. We should listen carefully to the suggestions of any subordinates, affirm the correct suggestions in time, affirm their working attitude, and give correct guidance to the incorrect suggestions. Reward and punishment should be clear, often praise subordinates, praise subordinates in front of many people. For employees who are at fault, different criticism and punishment measures should be taken according to the situation. Generally, we don't criticize one subordinate in front of another. Remember to say that one subordinate is not good behind his back. Always care about the lives of subordinates, always be caring and attentive, especially when relatives and friends of subordinates encounter celebrations or difficulties, they should express their congratulations or support in time.

(2) Face difficulties optimistically. When there are difficulties in work, grass-roots managers should be optimistic, do a good job of employees, take difficulties as an opportunity to show and improve their abilities, unite employees to make ideas, find ways, make plans, try their best to solve difficulties and complete tasks. For failure, we should be calm, find reasons, find solutions and solve them reasonably. In the face of difficulties or failures, you must not delay self-adjustment and complain about this and that.

(3) training subordinates. Grass-roots managers should give professional guidance to employees, impart necessary knowledge and methods, and point out the shortcomings of employees, so as to improve their abilities. Authorize subordinates according to the situation. After authorization, it is necessary to employ people without doubt, give employees enough trust and working space, delegate power to subordinates, shoulder the responsibility, and let subordinates let go of their hands and feet to work boldly. When the work is not progressing smoothly or doing well, don't blame the subordinates, but give timely guidance.

2. Establish a good personal image

(1) Match words with deeds, emphasize commitment, don't make promises to subordinates easily, but do what you say and set a correct work example for subordinates.

(2) Be brave in taking responsibility. Don't pass the buck for your mistakes. As management cadres, employees in this department should also be brave enough to bear the responsibility for mistakes.

(3) don't fight for honor. Grass-roots managers have the leading power and leadership, and should not have excessive vanity and desire to express. In particular, the collective honor should belong to the departmental team, not to someone. Grass-roots managers should not compare with their subordinates, but should help them correct their shortcomings, enlarge their advantages and help them grow. Once subordinates have made achievements in their work, grass-roots managers have the obligation to invite credit and recognition for their subordinates and must not steal their achievements.

3. Get along well with your boss

(1) Do a good job. Always report your work progress to the boss. Ask your boss questions clearly, objectively and accurately.

(2) Be a good assistant and subordinate. As a subordinate, its bounden duty is to assist the boss in his work and safeguard his dignity, not to pretend to be the master. Listen to the boss's views and opinions, understand the boss's situation, actively make suggestions when the boss is confused, and actively put forward suggestions for improving his own business. When you meet the task assigned by your boss, don't bargain, but try to accomplish the task excellently. Accept your boss's criticism sincerely, and correct it if you have it.

(3) Don't blindly follow mistakes. We should put forward and seek reasonable suggestions to the boss in time for some inappropriate countermeasures and even some wrong decisions, and we should not blindly follow them. If some inappropriate decisions of the boss have been made public, we can avoid everyone and find opportunities to raise them privately. While maintaining the dignity of the boss, try to let the boss correct the decision and handle it properly. Even if the boss goes his own way, you must never lead your subordinates to resist, but you should communicate and coordinate patiently.

How to be a qualified grass-roots manager II. First, do things in a planned way and be a positive person.

In daily work, we should prioritize and make detailed plans. No matter what you think, as long as it is correct, you must act immediately after communicating with the leader, learn to use and manage time effectively, deal with others actively, overcome procrastination, stick to the end, and finally do things well and go all out! The contradiction between the upper and lower processes should be understood by relevant personnel, the reasons should be analyzed, and corresponding measures should be formulated.

Second, we should listen to your opinions.

Everyone's opinion is not necessarily right, but if it is right once in ten times, it may be very important, so we should cherish every suggestion in our daily work, even if his suggestion is unreasonable, we should cherish his spirit. If we neglect their suggestions for a while, or simply "don't adopt them", it means that we don't attach importance to and cherish them, which is likely to dampen everyone's enthusiasm. If it is troublesome to implement the suggestions put forward by employees, we should first explain the difficulties and difficulties in implementation to employees, because as grass-roots managers, we will consider the problem from a higher level, and employees may only consider the problem from a personal perspective. Therefore, when dealing with the suggestions made by employees, don't give a word: don't use it. First of all, explain the benefits of this proposal to employees, as well as the hidden dangers it brings to other processes, and so on.

In addition, when a new system is introduced, when there are problems in the implementation process, we should also listen to your opinions, because many things are often required to be implemented by everyone, and only they know the possible problems in the whole implementation process best (provided that they are implemented or after implementation). When listening, you should find out the real intention that everyone wants to express and pay attention to, and get rid of subjective thoughts. Of course, I found that this time is often very different from what I thought.

Third, communicate with employees more and give them appropriate praise and encouragement.

At any time, people should communicate with each other. At work, the grass-roots manager is a bridge role of uploading, releasing and feedback, and needs to communicate with subordinates. How can we achieve real communication effect? In my opinion, we should be honest with each other and improve the quality of communication in a way that everyone can fully understand.

Before communicating with employees, first of all, you should plan, arrange, understand the working methods and attitudes of employees, carefully analyze and communicate according to the performance of different positions and employees, make plans to help them improve together, make records by yourself, constantly observe their progress, and urge employees not to manipulate!

This kind of communication can be divided into formal and informal occasions. You can listen to everyone's complaints in non-workplace places such as eating and chatting, which can not only narrow the distance between each other, but more importantly, understand everyone's voices, understand the correct group atmosphere and their own management deficiencies from their words, and extract some good and bad things from them.

Give affirmation and praise to those who do well in time. Sometimes praise not only gives others face, but also increases their self-confidence and can make them do things more actively.

Of course, the team's reward and punishment system must be clear and not selfish. Excellent employees deserve rewards and rewards, such as quarterly and annual recommendation of excellent employees! There are developments here that make everyone feel attractive!

We must constantly think about ourselves and try to attract everyone to think together!

Fourth, pay more attention to and observe subordinates.

No matter what position, in general, it is tiring, trivial, labor-intensive and overtime. At ordinary times, we should be considerate and concerned about everyone, so that everyone can feel the warmth of the company like home, thus slowly cultivating mutual love and assistance among employees. Only in this way can the atmosphere and efficiency of the team be greatly improved. There is a saying: "Only by integrating sincerity and love into work can we win everyone's love and trust! And as a grass-roots manager, we must measure ourselves, because there are always times when we are not understood and misunderstood.

Everyone has his own advantages and disadvantages. As grass-roots managers, we should pay more attention to the strengths of employees, so that their strengths can be better played. At the same time, we should be good at learning some good methods and skills from them. We should also put forward and correct the shortcomings of employees in a timely manner.

Five, ingenious teaching art

In the process of work, don't overemphasize your authority, you will only instruct others to do things! Grass-roots management should have a strong rational mind and allocate work reasonably. When employees encounter difficulties that lead to abnormal production, they should first find out what they have done and what they have not arranged, express their understanding to employees, find out the reasons, formulate solutions, and really solve various problems for everyone, instead of complaining. Everyone lives in a warm family. Only by giving understanding and trust can we discuss and solve problems with everyone. This not only improves the morale of the team, but also makes the work go smoothly, so that everyone has the responsibility to take the initiative to take the work seriously, instead of making employees have a psychological burden and leading to negative effects.

In this year's management, my feelings have made me make great progress in all aspects, and the progress of employees has also been greatly improved. Of course, management is a science, and there are still many things worth learning from all of us. I will also work harder in the future.

How to be a qualified grass-roots manager 3 1 Learn to occupy positions and make overall plans.

Many middle-level cadres have no training, and most of them work at the grassroots level for a long time. Because of their outstanding performance in their original posts, they were promoted to a higher position-supervisor. At this time, most middle-level cadres don't realize that their job functions change with the change of their positions. At this time, the height of thinking has not yet reached the height of the supervisor, and people are used to thinking from the height of employees, which leads to a mess in their work.

Shooting pays attention to aiming at the target, and of course it is also important to do things. Since you are in the position of middle-level cadres, you should do what middle-level cadres should do, learn to occupy a position when considering problems, and raise your thinking to the level of supervisor or even general manager to think about problems. Grasping the overall situation consciousness and overall planning ability will become one of the important factors affecting our work performance. Because as a middle manager, the standard to measure the quality of our work is not only the personal performance, but also the overall performance of the team you lead.

To be a supervisor, you should pay attention to your goals, just like swimming. Look ahead when swimming, and don't bump into the pool wall unconsciously. When managers focus on small problems, they will forget the overall goals of the department, lose creativity, or at least gradually dry up.

Second, look for the golden section between subordinates and supervisors

There is a short story in Management, which tells that in the cold winter, two hedgehogs warm each other because they both have thorns. If they are closer, they will be stabbed, but if they are farther away, they will be very cold. In the process of continuous exploration, they finally found the most suitable position-they can warm each other and ensure that they will not be stabbed by each other's thorns. This distance is the best distance between them.

The same is true in the management of employees. Being too close to employees is not conducive to daily management, and being too far away from employees is not conducive to team building. Different people have different views on how to deal with the relationship with subordinates.

But in general, there are two views. The first view becomes a "good man" view. They advocate touching employees with true feelings and making them work for you willingly. In management, they "dare not" order employees in a tough tone, but prefer to share tasks with subordinates in a negotiated tone. If subordinates refuse, they will even do the work themselves. They expect employees to be grateful to them, thus changing their attitude at work.

The other is institutionalism, which advocates strict system and assessment mechanism to motivate subordinates to complete tasks on time and with good quality. They don't pay attention to human feelings, and they don't get together with their subordinates after work to achieve the purpose of enhancing relations.

Successful middle managers understand and attach great importance to the relationship with subordinates. They use the system to restrain employees during work and communicate personal relationships through parties after work. In the long-term management exploration, they found the golden section distance with their subordinates. At this distance, they can not only ensure the dignity of the supervisor and the smooth implementation of the task, but also strengthen their personal feelings with their subordinates.

As a middle-level manager, you must first understand that the contradiction between subordinates and superiors is insoluble, and there will be contradictions if there is class, which is the inevitable law of historical development. As middle managers, what we have to do is how to find the golden section distance, so as to ensure the normal operation of our department.

Third, task decomposition, supervision and assessment

In real life, many supervisors seem to be busy, but their employees are relatively relaxed. This is a kind of management dislocation. They spend more than 80% of their time dealing with things that contribute 20% to the company every day, but they never seriously think about the team performance that contributes 80%.

A successful middle manager must be a manager who can make rational use of employees. They know how to reasonably decompose their own pressures and tasks to their subordinates, and know how to supervise with a perfect system, so that they have enough time to do more important things.

Whether a middle-level manager can reasonably break down tasks and have a set of perfect supervision and evaluation mechanism to promote the overall performance of his department is a necessary condition to determine whether he is excellent or not. Pay attention to the management of 100 schools and obtain management information.

There are many middle-level cadres who don't know how to decompose after receiving the tasks from their superiors, and then supervise the implementation by themselves.

Fourth, promote team development.

What is the primary task of middle managers has always been a controversial topic. Most opinions tend to improve the work efficiency of employees, so that employees can complete tasks on time with good quality and quantity. People who hold this view tend to supervise and evaluate employees with strict system and effective time management, so that employees can finish their work passively.

There seems to be no dispute about letting employees finish their work passively, but few people think that it will have a bad influence on the performance of departments and employees in the long run. Because the goal of an enterprise is to make a profit, and the goal of a department is of course to complete the task, it seems that people don't pay much attention to what methods to adopt.

As one of the branches of management, an important viewpoint of realm theory is to let employees finish their work automatically and spontaneously, rather than being driven by the system. This requires a fundamental change in management thinking, from allowing employees to complete tasks to promoting the development of teams and individuals. This seems to be a very illusory view, but it is actually a change in thinking.

As a middle-level manager, it will be of great benefit if you can change from system to ideology, from forcing employees to complete tasks to how to tap the vitality of the team and how to promote personal development.

Once the middle manager changes his mind, he will stand at a higher level in the department to deal with all kinds of things. Employees will respond positively to such changes-from passive work to active work.

Promoting team development is not a slogan, but its implementation will fundamentally solve the political contradictions in departmental offices, make departmental culture more harmonious, and thus improve work efficiency qualitatively.