How to do a good job of managers' correct attitude and deep feelings towards employees

How to be a manager's correct attitude and deep affection for employees: managers must respect every employee in their own organization. As the saying goes, "Don't do to others what you don't want others to do to you", and respect is the prerequisite for winning sincerity. Although the life background and family of each employee may be different in an organization, only by treating each employee with an equal heart can we seek a harmonious atmosphere and make employees sincerely willing to work with you, solve problems for you and seek development. Care: Grass-roots managers are in direct contact with front-line employees, so their "bitterness and ambition" grass-roots managers know best. Caring can show a person's kindness. Compassion: Since you care, you should sympathize with them when they have personal problems and learn to put yourself in their shoes. As the saying goes, "Don't do to others what you don't want them to do to you." Appreciation: When you appreciate a person, you can inspire him. As a manager, we should treat employees with appreciation, constantly express appreciation at work, and encourage and motivate employees, especially when doing well. Managers can't presuppose employees' performance and blindly let employees guess their attitudes. Presupposition and guessing will lead to communication barriers and make employees lose confidence in managers. What you can do is to tell employees your common sense and your evaluation of them, so that employees can feel your sincerity from your expression and language and boost their morale. Sharing: Sharing is the best learning attitude and the best management method. Managers should constantly share knowledge, experience, goals and everything worth sharing with employees in their work. Through sharing, managers can constantly convey ideas, express opinions and constantly form influence. With the influence and prestige, managers can learn more useful things from employees, and form the interaction between managers and employees, learn from each other and make progress together. Empowerment: Empowerment is not only the responsibility of managers, but also the psychological condition of efficient management. Only when managers delegate the power that should be granted to employees will employees be willing to take responsibility for their work and have greater motivation to do a good job. Managers must pay more attention to authorization, do a good job of authorization, and let authorization become a magic weapon to liberate themselves and manage employees well. Empowerment is more manifested in their courage to "recommend talents" and tolerate subordinates to surpass themselves. Heart of service: the so-called service is to treat employees as their own customers. A manager is a supplier of services to employees. All you have to do is make full use of your authority and resources, provide convenience for employees at work, remove obstacles for them, devote yourself to the construction of barrier-free working environment, let employees experience the high efficiency of management and the high speed of doing things, and constantly inspire their morale.

How to build deep feelings with the masses and sincerely serve them?

How to be a collective manager? How to control the problem of employee miners? Last question: Take care of yourself first. If you are honest, you will do it without orders. If you are not upright, you will not obey orders. Cultivate your own "mind method" and don't be obsessed with "technique"

The latter question: It is suggested to know why employees want miners first, and is there any management deficiency? How to combine employees' goals with organizational goals, instead of thinking about how to manage employees' behaviors, employees will manage themselves through self-discipline, which will be the highest level of management.

How to become an excellent manager and gain the trust of employees? First, managers should attach importance to the "model incentive" of behavior. As the helm and leader of the unit, business operators should set an example, take the lead in setting an example, and set an example for the masses everywhere. What employees are required to do must be done first, and what others are forbidden to violate will never be violated, and they will consciously put themselves under the supervision of the employees. Example is better than words, "the power of example is infinite". Second, managers should attach importance to "financial incentives" and enhance their affinity. Everyone needs to be respected. Once the employee's personality is respected, it will often have a much greater incentive effect than monetary incentives. Everyone has emotional needs, and subordinates especially want to be respected and cared for by leaders. After this demand is met, they will definitely work harder. Information exchange between superiors and subordinates can enhance mutual trust and understanding. The superior understands the actions, thoughts and talents of the subordinates, and can know how to make good use of people when planning; The lower level understands the psychological activities of the higher level and understands the intentions, so it will be handy to do the work and get twice the result with half the effort. Third, managers should pay attention to "responsibility incentive" when arranging their work. Responsibility is the most precious thing in employees. Implementing the core responsibility system is a way to mobilize the sense of responsibility of employees. The basic content is to determine a core person in charge of each department, down to the most basic team, including temporary projects. Whether things are done well or not, no matter who is responsible, the core responsible person takes full responsibility. But in order to achieve the work goal, the core person in charge has the right to call all the resources around him. Take the core person in charge as the basic connection point in the management plan to maintain and connect the working relationship among departments, employees and marginal links. Fourth, managers should attach importance to "participation incentive" in the decision-making process. Modern psychological research shows that the deeper employees' participation, the higher their enthusiasm. Respecting employees' opinions means asking employees to make their own promises and strive to realize them. Many times, managers don't really need to be smarter than employees. Instead, they should invite employees to discuss a problem, spend some time listening to employees' voices, encourage each employee to establish his own indicators, and measure his work performance according to what he thinks is more realistic. Because employees set their own standards, they are more willing to accept them and do their best in their work. Fifth, managers should attach importance to the "goal motivation" of employee development. Most people hope that they can do better and have more development potential. Managers should help them establish personal development goals that constantly surpass themselves. Managers should focus on helping employees solve obstacles instead of unilaterally focusing on achieving their own goals. Sixth, managers should pay attention to "backyard incentives". Try to guide employees to correctly handle the relationship between work and family. On the one hand, employees are encouraged to work actively and contribute consciously, on the other hand, employees are required to take care of their families, respect the elderly and love the young, and husband and wife live in harmony. Only by giving deep care and respect to the dignity, inhuman weaknesses and emotions of subordinates can they work happily every day, enjoy contact with you and jointly create the best results.

How to be a good manager of a training class? Do you mean a single training course or a training institution?

The key to a single training course is quality management. How to verify the course quality of your own training? What kind of quality control means?

What is said upstairs is the means of quality control to stimulate the enthusiasm of students.

There are also quality verification methods. Have they learned? Shall we take the form of examination or discussion?

Then there is the curriculum design. That is, designing courses around training. Including the arrangement of personnel, the way of teaching and the way of inspection.

Do you need to know more? Please specify the details. Because I don't know the specific courses and the number of participants.

Affectionate idioms for people grow old together in the depths of the ocean. Moral friendship is a friend who hates and knows each other, and a friend who never leaves is a friend who never leaves.

How to be the bottom manager of a workshop? First of all, be confident,

How to be a good manager Beauty salons have recruited some new employees, but because the salary relationship cannot be negotiated, the old employees leave angrily, which is a common problem in many beauty salons.

Solution: confidential salary: half ostrich policy

In the initial stage of beauty salons, there are few employee contracts and irregular management. The salary of employees is usually determined by personal agreement between the boss and the employees. With the expansion of beauty salons and the increase in the number of employees, this salary determination model is faced with the problem of how to deal with the salary levels of different positions and new and old personnel. It is because it can't be solved that the salary comparison between employees is prevented. The secret salary is thus produced-of course, this is a relatively low-level secret salary model. This kind of treatment is similar to the ostrich policy, and it can't solve a certain problem of hair salon employees' work clothes. Then hide the problem. Of course, the problem has not been solved because of concealment, but only temporarily and superficially subsided.

In fact, this kind of secret salary can't realize the absolute secrecy of Suning Appliance employees' salary, even if the beauty salon regards "secret salary" as "dogma". Once the salary is exposed, it will inevitably break the original calm and the struggle will begin.

How to fundamentally solve this problem? This requires us to take the ostrich head out of the sand and analyze it.

The nature and value of introducing new employees-

Why to introduce new employees is the first problem to be solved. In essence, the introduction of new employees in beauty salons can be summarized into the following categories:

A. quantity increase: the number of people who need to work in beauty salons increases with the expansion of the scale.

B. Parallel development: the employment demand caused by job vacancies caused by resignation and promotion.

C. Quality improvement: The competitive environment and business objectives of beauty salons put forward higher requirements for the quality of hairdressing human resources, such as the salary structure of employees and the introduction of talents with higher skills and abilities. Of course, beauty salons also need to reserve a certain number of people with growth potential according to their needs, and these people will be qualitatively improved in the future.

D management demand: beauty salons use the introduction of new people to activate the vitality and business performance of beauty salons due to the aging internal technical force, which is the so-called "catfish effect".

Conclusion: After the new employees are classified into the above categories, we find that only when the imported employees make up for and improve the lack of ability of beauty salons from a qualitative point of view will there be a serious salary balance problem between new and old employees. This will be discussed in detail below. For other categories, it is only necessary to implement the original salary system-of course, this also requires the salary system of beauty salons to arrange the salary of new employees.

After clarifying the main aspects of the problem, our analysis will be targeted. Generally speaking, the beauty salon feels sorry for the "son" who left, precisely because the old employees still have irreplaceable value to the beauty salon, which is also the focus of our attention on this issue. On the contrary, the rational flow of human resources is a sign of "catfish effect".

Which old employees can't leave?

A. Performance stars: These employees represent the actual performance of beauty salons, and their resignation is often extremely unwilling to be seen by beauty salons. Performance stars generally don't choose to leave when they don't feel the real threat, but if they think they have been treated unfairly compared with new employees, they will choose to wait and see and be passive. Of course, performing stars never worry about finding a "next home", they just need it.

B. Hard-working scalpers: These employees represent a good working attitude, and many so-called "dirty jobs" and trivial jobs depend on them. Cowards are more likely to be dissatisfied, because they will be at a disadvantage compared with performance stars, and their argument is that "there is no credit for hard work."

C. Future Star: It is also a very obvious code of conduct for people with development potential to be influenced by new employees, who are actually competitors.

Solution:

A, in the salary system to establish norms for the salary of new employees.

It is necessary to standardize the salary system of new employees in beauty salons. Of course, this requires the beauty salon to establish a salary system first-if the boss still implements one-on-one agreed salary for employees, this problem is inevitable.

Generally speaking, if the beauty salon implements the post salary system, it is necessary to first determine the salary level according to the post, and then set the corresponding grade according to the specific factors of new employees. These factors generally include experience, technology, hairdresser, etc. , and may also include professional title certificates.

B, post characteristics determine the influence of physical strength, experience, knowledge and other factors on the way of expression.

How to be a bottom-level manager? In most cases, you should make others trust you more than listen to you, but sometimes you have to have your own opinion.