How to manage a group of unqualified employees?

The following are the qualities that a grass-roots manager should have, hoping to help you find the root of the problem. First, we should set an example and set an example first. This is the first rule of the game that managers abide by. After the introduction of the above system or self-made system, you should set an example by yourself in the implementation process. This is much more effective than too much preaching. If you are in the process of implementing the system, you will not be able to abide by it well, or do worse than others at all. When you ask others to do that, others will laugh at you in turn. This result will suddenly make you lose your prestige in their hearts, which is extremely unfavorable to your work. Second, try not to ask subordinates to do things they can't do. Although the manager is not necessarily the top management of the business, you must know everything about this knowledge-intensive grass-roots power manager and try your best to diversify and master the business scope. In this way, it is impossible to be a layman when asking others to do something. As far as the personnel on duty are concerned, when they are in trouble, you should immediately judge the nature of the fault and deal with it accurately. For the maintenance personnel, you should be able to come up with a plan and a way to solve the maintenance tasks you want to send him to do when he feels unable to make a decision. Or they ask about your business. You should be able to answer well. If managers don't understand business, they will listen to the opinions of other business people in their business. Some people say it's east, others say it's west. There is no basis for judgment. This result is essentially a manifestation of an out-of-control situation. In the end, it may cause great losses and remain in the dark. What is this called management? ! So as a grass-roots person, you must know and do what you ask others to do. The third is broad-minded. This is indispensable. A few subordinates who don't respect you or are dissatisfied with the tasks assigned by you or have different or even opposing opinions on the system you have formulated. I want to deal with it with a peaceful and broad heart. First of all, reflect on whether it will work from his point of view. Whether it makes sense. And draw the correctness of this decision from it. Don't lose your temper easily Or take an ambition for the excessive behavior of subordinates. Give a blow in the future work. In fact, in the collective, in the team, long live tolerance. Be tolerant of the shortcomings of employees. Treat them like your brothers and sisters. Don't brag about other people's shortcomings, but help them change and improve. Some people also like to report to their superiors, and everything under them should be discussed in front of their superiors. Rather than a question of right and wrong, I feel that I can never push the shortcomings of my subordinates to it. This will not only make subordinates ugly, but also add luster to themselves. Fourth, we should be good at listening to the opinions of employees and take into account the warmth and coldness of employees. While creating enterprise benefits, we seek maximum benefits for employees. Take employees' approval or disapproval, support or disapproval as the yardstick of their work and decision-making. Everyone in an enterprise is working for the same goal. Managers are only in management positions, and other personnel are only in the front line. To put it bluntly, a management position is a service position, and it is a position that wholeheartedly seeks welfare and happiness for employees. Not only enterprise managers, but also administrative and party and government leaders. ! Leading cadres are waiters and public servants of the broad masses of the people. Rather than a symbol of power, many managers are often not clearly aware of this. On any occasion, you should show a privileged position and show that you are different and superior to others. It seems that all the people he manages are in charge of fate and life and death. This is actually a very dangerous and dangerous signal. If an organization is like this, then it actually loses its foundation in people's hearts and the trust and support of the masses. In the end, when formulating the system, because the managers who represent the interests of employees lost trust, the policies formulated by the leaders also lost trust. When implementing the system, it goes its own way, and the decree is unreasonable. The first set, my next set. Not to mention the correctness of this policy. The fifth is to have keen insight. As a manager, you should have the ability to foresee. If we lack this, it will be too late for us to make rectification once the situation gets out of control. In fact, in our work, we should be very aware of some security risks. In addition, it is necessary to have foresight on the early development of faults. For example, there is abnormal noise inside the transformer. At this time, the current, voltage and power fluctuate abnormally. At this time, you should foresee the inevitable result of such an operation. Isn't that how people think and behave? ! You should experience personnel management first. For example, in the process of implementing the system, there were violations from the beginning. You should be able to foresee the nature of this alliance first. If one person violates it, will others violate it in the future? That depends on how you deal with the first person who breaks the rules. Forget it, let's stop and deal with it. This is crucial. If it is not handled well, then others will follow suit and the system will not be implemented. Also, for some ordinary things, you should have a hunch that there were many children in our company's substation a few years ago, almost all of them were female employees of the same age. But the environment here is not conducive to the safety of children's growth. There is no hardware barrier between the living area and the production area. The child may run to the production area at any time. That's extremely dangerous. So, the year before the children left, they asked the company to build a pile of walls in the production area and living area; At the same time, it imposes constraints on the system. There are indeed too many such examples. Only managers have keen insight and then deal with it accordingly. It is the best policy of management to nip all thoughts and behaviors that are not conducive to enterprises in the bud. Sixth, we should keep pace with the times and constantly learn enterprising ideas. This is a manager's requirement of continuous progress. A person's old ideas, old thinking patterns and old management methods should change with the development of the times. At present, equipment and management are mostly controlled by microcomputer. There were many differences between microcomputer control and manual control in the past. On the one hand, managers are required to be familiar with the microcomputer control process and improve the corresponding management methods in time. Don't always stay at the management level in the 1970s and 1980s. In fact, this requires managers to strengthen their study and constantly accept some new management methods and concepts. Adapt to the requirements of the new era. In particular, we should strengthen the cultivation of our own quality, strive to improve our own level, and strive to adapt to and constantly accept new knowledge and information to enrich ourselves. Otherwise, the old routine will certainly be unpopular and even outdated. Seventh, we must have the ability to deal with emergencies and make decisions decisively. This is very important. When faults occur and contradictions intensify, you should be able to deal with them decisively. Once confirmed, we must not hesitate and hesitate. This will not only expand the accident because of delay, but also lose its prestige and appeal among the masses. To do this, we must have accurate judgment, good psychological quality and comprehensive quality.