How to do well the financial management of grass-roots banks

How to do a good job in financial management of grass-roots banks is a heavy task. Not as standardized as the systematic management of upper-level finance, especially small-scale individual and private enterprises. The level of financial management is low, the technical level of accountants is incomplete, and the level of management ability is very limited. I think, first, we should strengthen our awareness of self-management and our recognition of legal persons; Second, the introduction of management talents and professional full-time accounting technical force; Third, establish procedures for formulating management rules and regulations, and implement effective control beforehand and afterwards.

How to do a good job in grass-roots management? Go deep into the grassroots, participate in everything, and do everything yourself, so that grassroots work will get better slowly, but it will be tiring at first, and it will be good to get used to it.

Make full use of human resources, have a good relationship with employees, and pay attention to efficiency and effectiveness ~

1. Scientific and stylized management system and operating procedures As the saying goes, "Without rules, there will be no Fiona Fang". To do a good job in the management of grass-roots units, the first thing is to establish a system, and the system of grass-roots units is the laws and regulations of the state and the rules and regulations of enterprises. It is not enough for grass-roots units to manage their own units only with these regulations. Simple management requires that we must analyze the characteristics and technical requirements of our work tasks according to the requirements of these laws, regulations and rules, transform laws, regulations and rules into scientific and operable concrete measures and specific operational actions, and standardize our every move. The daily management tasks are clearly defined as operating procedures, so that every employee in the unit can work and operate according to the procedures, so that everyone can always know what they should do, what not to do, how to do it, and what the consequences will be, strengthen the awareness of institutional discipline, let everyone do things and work according to institutional measures, and weaken the influence of managers' personality on unit management, so that no matter who leads or directs, they can perform their work efficiently. At the same time, it is necessary to clarify the responsibilities and tasks of everyone in the unit, so that the unit does not leave idle people, and everyone has their own job responsibilities, which are detailed, clear and simple. Second, accurate planning, responsibility to people, and strengthening execution. As the old saying goes, "everything is established in advance, and it is abolished if it is not planned." Our work needs a work plan, our training needs a training plan, and our management needs a management plan, so that we can carry out our tasks with pertinence and efficiency. With the development of the times, all kinds of new situations and problems emerge one after another, which brings new challenges to grass-roots management. The standard requirements for grass-roots work are getting higher and higher, which makes many grass-roots management cadres tired of coping with the fire fighting behavior brought by high standards every day. As soon as they solved the problem, they came to a new situation, and even before a problem was solved, new problems came out. All the time of cadres in grass-roots units is consumed in this kind of fire fighting operation, which leads to insufficient time to study and solve the problems of their own development and high-efficiency and high-standard completion of their own tasks, insufficient time to study and recharge themselves, and the comprehensive ability can not be greatly improved, but it is easy to form purely empirical problems. In order to solve this problem better, it is necessary to prescribe the right medicine and adopt effective methods, and "accurate planning, responsibility to people and strengthening implementation" is not a new method, but it is also effective to solve this problem. The so-called accurate planning means that grass-roots units should not only plan everything in their usual tasks, but also have relatively accurate and easy-to-operate plans to facilitate the orderly completion of tasks. This requires that when making a plan, it should be based on the recent work task requirements of the higher level, combined with the work task situation of the unit and the actual work task execution environment, and the plan must be as detailed as possible to carry out one thing and one action as accurately as possible. The "responsibility to people" here means that a unit has a responsible person for everything, and everyone is responsible for everything. Strengthening execution is an effective means to pay close attention to plan execution, that is, strengthening the execution ability of grass-roots employees in the process of plan execution, so that every work plan task can be carried out efficiently, timely and with high standards, and all tasks assigned by superiors can be successfully completed. Third, seamless supervision, fair and strict rewards and punishments Throughout the history of China, there is a common feature: "strict military discipline, clear rewards and punishments." This can also learn from modern enterprise management and promote the orderly management of enterprises. And everyone has the same personality trait: "not being widowed and committing inequality." Therefore, in the management of grass-roots units, rewards and punishments must be fair and strict, so as to convince people and truly implement reward and punishment measures. At the same time, our work also requires rewarding diligence and punishing laziness, encouraging the advanced, spurring the backward and improving together. Seamless supervision is the premise of implementing fair and strict rewards and punishments. Because knowing his advanced deeds can reward him, and knowing the wrong facts can punish him, otherwise it is just an armchair strategist and useless. It is even more necessary to strengthen supervision, because human nature is to do only what is supervised. The so-called seamless supervision is to supervise the staff of the unit in all space and all time. Managers should always know where employees are and what they are doing, and always know the implementation of tasks. Four, reasonable authorization, orderly competition, strengthen cooperation and simplify management. Another requirement is that the daily business affairs should be handed over to employees, and the responsibility of handling emergencies and supervising education and training should be handed over to unit managers. They should be given the necessary power to effectively complete their tasks so that they can effectively perform their duties and tasks. Encourage them to rely on their own strength to complete the task, instead of always relying on the leadership and interfering with the leadership's own work. This involves a question of authorization. Only at the right time, in accordance with the right procedures, give power to the right people, they can play a role. Therefore, the requirement of authorization must be reasonable and scientific, not taken for granted, arbitrarily authorized or obsessed with it. This is called reasonable authorization. There is an old saying: "If you play chess with bad chess, the worse it gets." Only by comparing things can you distinguish between good and bad. For people, only by comparing with others can we know the gap, not be complacent, work hard and stimulate work motivation and enthusiasm. This process of comparison is actually a process of competition. Only when there is competition can a unit have vitality and progress, otherwise it will be a dead end. However, we must strengthen the management of competition among internal members, otherwise it may lead to malicious competition. Instead of promoting and improving each other, they destroy and restrict each other, resulting in internal friction in the unit. It is required to carry out orderly competition within the unit, strengthen competition management, make internal competition orderly and in line with regulations, always be in a controllable state, have no malicious competition, and give full play to the incentive role of competition. At the same time, with the continuous development of the times, the era of individual heroism is gone forever. No matter big or small, especially in high-tech units, it is more important to focus on tackling key problems. Only by relying on everyone's cooperation and joint efforts can we successfully complete the work. This requires grass-roots units to attach great importance to and strengthen the sense of cooperation while grasping competition and improving efficiency, and combine orderly competition with strengthening cooperation to achieve coordinated development. 5. Educate and cultivate a standardized backbone team. We know that grass-roots units are the executive units of enterprises. After the decision is made by the superior department, the grass-roots units must effectively realize the decision-making content and make it a realistic fighting force or a real thing, which requires the grass-roots units to have a large number of high-quality executors. To do this, we must first fully implement another major function of grass-roots managers-educating and training employees in grass-roots units. Educate and train a large number of key members, who will be responsible for the daily business work of the unit and ensure the completion of the task. Specifically, it is necessary to cultivate key members from the following aspects: First, education and training should improve their sense of responsibility, dedication and collective honor, focus on the work of their own units, focus on completing tasks, and always think about their own work in their hearts, instead of waiting for leaders to supervise and arrange. The second is to train your professional skills. "If a worker wants to do a good job, he must sharpen his tools first." Only when he has skilled business skills can he complete the task well. The third is to train your own organization and coordination ability. Grassroots work is mostly collective cooperation. If the cooperation is not good and internal friction occurs, it will get twice the result with half the effort. Let them have the ability to organize and perform a task independently. ..... This is one of the important conditions to realize simple management, and it is also an important work of grass-roots units, which cannot be ignored. Sixth, create an atmosphere to form and inherit the culture of grass-roots units. People often say, "The people near Zhu Zhechi are black people." . People are easily influenced by the people around them and the surrounding environment. After all, only a few people in the crowd are out of the mud and not stained. For grass-roots units, another way to implement simple management is to take various effective measures to create a pragmatic atmosphere, an atmosphere of unity, an atmosphere of study, an atmosphere of hard work, an atmosphere of justice and an atmosphere of health and progress. Guide and infect people in a good and progressive way, form a unique grass-roots culture such as work culture, system culture and management culture in long-term practice, and carry it forward all the time, so that the unit can step into the road of stable development and take fewer detours.

How to do a good job in technical management at the grass-roots level? Recently, a friend and I discussed the topic of technical management at the basic level of software, so as to talk about my views from two aspects: motivation and methods. Motivation To do a good job in technical management at the grass-roots level, we must first ensure that we have a good motivation, that is, to understand why we should take up technical management posts. The fundamental purpose of management is to obtain power, but the motives for obtaining power are quite different. The first is purely for personal gain. A considerable number of people "squeeze" into technical management positions in order to gain the right to work less or choose work content in the future; Some people also want to get more information about the company's trends faster and more quickly to reflect the uniqueness of "leadership"; Others are for higher salaries. The second is to achieve self-interest through altruism, which is a win-win idea. Such people have a clear view of technical work, and believe that they can lead the team to go better, and gain strength in order to better allocate team resources and implement their own technical ideas. Obviously, the process of realizing ideas is also a process of improving yourself. If the first motive is the first, it will be in trouble. In the final analysis, such people simply don't believe in or are afraid of the abstruse technology, and are easy to mistakenly think that "relationship is everything" and even play the trick of "bullying the lower and deceiving the upper". It is difficult to gain the recognition and respect of team members, and there is no possibility of success in leading a good team (what is success? )。 In contrast, people with the second motivation always show positive behavior in their work and are perceived by team members, so they are more likely to be recognized and supported when carrying out team work. I have pointed out in many articles that technical managers are very sensitive to technical requirements, otherwise it is difficult to do technical management well and it is easy to turn "technical management" into "management". Judging from China's current national conditions, many people have been engaged in technical work for less than eight years before taking technical management positions, that is, in his "golden period of learning" (see "Take the technical route or the technical management route?" ), before I established my own understanding of software technology, I embarked on a management position. After that, the road was more "involuntary" (the reason is to let readers think for themselves), and finally I ended up with "technology" and "management". Methods set an example. Technical management includes personnel recruitment, performance formulation and assessment, team motivation and so on, so many methods are needed, but the most important way to lead a team is to set an example. If you take up the management position with the second motivation mentioned above, you are likely to have more foresight and stronger ability than other team members. In this case, good management results can be achieved by taking the lead in practice. This method gives the team a very clear signal: I did it, and I hope everyone will follow suit. Different from setting an example, another kind of technical manager makes such and such specifications as soon as he takes office, but excludes himself from the list of "regulated". This condescending and privileged approach is difficult to win the understanding and support of other team members. Think about it, if you can't write a decent technical document, how can you let other team members write it? What would you do if he asked you "Please give me an example of a good document"? If you think your team is a bear, then the main problem is you. "Will give birth, give birth to a nest!" Take responsibility. Responsibility is the cornerstone of team management, and a team without responsibility can only be a mob. You can't regard finishing the work on time as the only responsibility of your technical management. Another more important responsibility is to cultivate team skills. Only when the skills of the team are gradually improved, will your ability to control the team work be better, and the long-term lack of team skills can not be compensated by any management skills. Emphasize that responsibility should also be implemented to team members, and constantly advocate the commitment to work hard to achieve, forming a pragmatic team style. Remember, responsibility is more important than "face". Ignoring responsibility means sacrificing the interests of everyone in the team, and no one can escape! Trust. Even if you have good technical ability and can plan technical work as well as possible, you should still attach importance to trusting team members, even if you know they will make mistakes. Your ability also grows by making mistakes. As long as you control the risk within your tolerance, making mistakes means growing up! Your trust is rewarded, and trust has "speed"! Efficient meeting. I found that many technical managers have the problem of holding long meetings, some regard meetings as "team building", or the same problem is repeatedly "fired". Holding a long meeting is usually a manifestation of lack of team responsibility, a manifestation of collective incompetence, and a "reasonable" and extravagant waste. I think that once these methods mentioned here are missing, no matter how much management knowledge you have learned, you can't do basic technical management well. I firmly believe!

How to do a good job in the management of grass-roots canteens 1, improve the organization and actively adopt the opinions of employees?

In order to improve work efficiency, there should be a leader in Longzhong. It is essential to set up a grass-roots canteen committee, so as to clarify the responsibilities, implement them to people, and form a working situation in which people are arrested, managed and implemented. The canteen management committee shall hold regular working meetings, summarize the work in the previous stage, put forward the existing problems, listen to the reports of canteen management personnel, and summarize the opinions of staff representatives on the recent canteen work. According to the changes of seasons and seasonal dishes, the corresponding recipes are formulated, so that the thickness and thickness are reasonable, the nutrition is balanced, and the patterns are innovative and changeable, and the satisfaction rate of employees to the canteen service is improved.

2. Save costs and pay attention to humanized service.

Cost management is an important part of canteen management in enterprises. We should carefully calculate the cost input of canteens and establish internal management mechanism to reduce costs and waste. It is necessary to strictly control the procurement of materials and select various facilities and equipment, especially the procurement of daily ingredients. Under the premise of ensuring the quality meets the requirements, buyers should also shop around to ensure the efficient use of funds. Because the canteen is a service organization, it is not for profit, and there is no problem of operating burden. The saved funds are fully used in the staff canteen to better provide logistics services for employees, such as adding mung bean soup and rice consequence plates in summer; Add some hot soup in winter; For example, if employees celebrate their birthdays, they will have a birthday meal; When employees are unwell, they will set up sick leave meals to let employees feel the collective care and warmth on special days.

3. Pay attention to training and establish innovative service concept.

Enterprises should take improving the quality of meals in staff canteens as the top priority. First of all, strengthen the education and training of chefs, help them firmly establish the concept of serving employees wholeheartedly, constantly improve their professional level and service quality, and strive to make meals that meet everyone's tastes and are conducive to the health of employees. Encourage chefs to innovate constantly, work hard on color, fragrance, taste and shape, and do it well, realistically and meticulously; It is necessary to rationally adjust the varieties of staple foods and dishes to achieve high quality and diversification. Canteen staff should listen carefully, treat their opinions correctly, keep pace with the times and innovate constantly, so that employees can eat safely, scientifically and healthily.

4. Strengthen inspection to ensure food safety and hygiene.

In canteen management, health and safety can not be ignored. Canteen management agencies should regularly or irregularly conduct a comprehensive inspection of the health and safety of staff canteens, requiring food procurement, transportation, storage, processing, meal sharing, washing and other links. We should start with an annual health check-up for chefs to prevent the abuse of food additives, ensure the safe distance between gas tanks and stoves, ensure the freshness, hygiene and safety of food, eliminate health and safety hazards, and create a healthy dining environment for employees.

How to do a good job in grass-roots safety management is for reference only;

"1" is a standard. Our production management is based on the "General Rules for Safety Assessment and Sub-Rules for Warehouse", which is constantly compared, improved one by one and standardized as far as possible. Because the company could not be unified with the standards, effective preventive measures were implemented.

"2" means "two parts and two basics", and "two parts" refers to the financing logistics department and warehousing and distribution department of our company, which is the focus and difficulty of our safety management. In all work, we should ensure the smooth operation of the two departments, do a good job of monitoring each node in every link of the two departments to the maximum extent, and do a good job of safety management and behavior support of the two departments; "Two basics" are the basic work of two departments. It is necessary to constantly improve and strengthen basic work and learn advanced management methods, so as to ensure that the responsibilities of each link are clear, the handover is clear, the account is complete and standardized, and all kinds of data records are complete.

"3" refers to three measures, around which safety management behaviors such as evaluation, control and so on are carried out for each warehouse and each point: First, the mobile phone information platform is opened, and comprehensive safety management information such as the latest safety situation, safety bulletin and safety control measures of the company are transmitted to everyone at each point through the mobile phone information platform, thus avoiding the omissions caused by the previous mail distribution to the site and truly achieving the vertical end; The second is to organize quantitative analysis of hidden dangers on a regular basis, and at the same time, combined with business review, start from the source of the accident to help the operation department control risks, balance risks and benefits, and timely eliminate businesses with large inherent security risks and poor controllability; Third, organize safety activities and safety planning to enhance the safety awareness of all employees and form a safety atmosphere from "I want safety" to "I want safety".

"8" means using "eight in place" in our safety work to ensure that safety management at all levels is horizontal to the edge and vertical to the end, leaving no loopholes or dead ends.

First, understanding in place: from the general manager to every employee, it is recognized that the responsibility of safety work is more important than Mount Tai, which is the life of the company, the premise guarantee of benefit, and the all-weather, all-round, whole-process and full-staff management. The company constantly improves management methods, strengthens post responsibilities, persistently educates employees, conducts targeted guidance, indoctrinates and reminds employees through various channels, improves through training, assists through on-site grass-roots managers, assists through mutual help of colleagues, supervises through the site, restrains through the system, and urges through punishment, thus realizing the fundamental change of employees' "want me to be safe from myself", changing passive execution into active prevention, and constantly improving employees' performance.

Second, the task is in place: at the beginning of each year, the company sets the project objectives of safety work according to the actual situation of the company and the production tasks of various departments, and decomposes the tasks into various departments.

Third, the responsibilities are in place: At the beginning of the year, the general manager of the company and the heads of various departments of the company signed the "Responsibility Letter for the Management of Safe Production Objectives", which clarified the safety objectives of this year and decomposed the safety indicators, key projects, key parts and various work responsibilities to people at all levels.

IV. Inspection in place: Safety management personnel at all levels of the company earnestly implement the inspection system, implement three-level inspection, and adhere to the inspection system of leaders on duty on weekends and holidays. The company pays special attention to the safety quality training of managers at all levels. Through learning, training, encouragement and restraint, the company has continuously improved its professional skills and developed remarkable safety management, gradually reaching a critical point, seeing the whole leopard from a glimpse and seeing the essential skills through the phenomenon. Find hidden dangers in subtleties and nip accidents in the bud.

Fifth, the rectification is in place: we make records, sort out and analyze the problems found in the inspection, formulate measures, issue rectification notices, and rectify within a time limit. For those who can't or temporarily can't be rectified, we have implemented practical preventive measures.

Sixth, education is in place: the company adheres to the system of regular safety meetings to keep the alarm bells ringing, holds regular meetings of safety committees every quarter, summarizes the safety work in the previous quarter, arranges the safety work in the next stage, learns to convey and implement the management spirit of safety in production at all levels, such as government and industry, and actively organizes relevant personnel to study, formulate, implement and solve safety problems in the production process to ensure safety in production; All departments insist on holding regular safety production meetings and production operation meetings. , insist on arranging safety work at the same time as production, increase the predictability of safety work, do a good job in homework, measures and psychological preparation, and ensure prevention first. Whether it is the notification and punishment of violations or advanced safety management experience, we are trying to create a safe atmosphere by means of columns, slogans, warning signs, safety videos and emergency drills.

Seventh, the training of special operators is in place: special operators are dangerous positions, but also the top priority of safety management. We are clearly aware of this, actively organize training, evidence collection and replacement, insist on holding certificates for special operations personnel, and resolutely transfer those who are not suitable for this position.

Eight, rewards and punishments in place: according to the actual production work of the company, constantly improve the company's safety reward and punishment system. Make the system first, sit in the right place, treat it differently, and reward and punishment are clear.

How to do well the financial management of enterprises. Love song master is the chief financial officer!

How to do a good job in the management of agricultural machinery at the grass-roots level Recently, a friend and I discussed the topic of technical management at the grass-roots level of software, so as to talk about my views from two aspects: motivation and methods. Motivation To do a good job in technical management at the grass-roots level, we must first ensure that we have a good motivation, that is, to understand why we should take up technical management posts. The fundamental purpose of management is to obtain power, but the motives for obtaining power are quite different. The first is purely for personal gain. A considerable number of people "squeeze" into technical management positions in order to gain the right to work less or choose work content in the future; Some people also want to get more information about the company's trends faster and more quickly to reflect the uniqueness of "leadership"; Others are for higher salaries. The second is to achieve self-interest through altruism, which is a win-win idea. Such people have a clear view of technical work, and believe that they can lead the team to go better, and gain strength in order to better allocate team resources and implement their own technical ideas. Obviously, the process of realizing ideas is also a process of improving yourself. If the first motive is the first, it will be in trouble. In the final analysis, such people simply don't believe in or are afraid of the abstruse technology, and are easy to mistakenly think that "relationship is everything" and even play the trick of "bullying the lower and deceiving the upper". It is difficult to gain the recognition and respect of team members, and there is no possibility of success in leading a good team (what is success? )。 In contrast, people with the second motivation always show positive behavior in their work and are perceived by team members, so they are more likely to be recognized and supported when carrying out team work. I have pointed out in many articles that technical managers are very sensitive to technical requirements, otherwise it is difficult to do technical management well and it is easy to turn "technical management" into "management".