To get the efficiency of management, managers must be familiar with and skilled with the following tools:
Tool A: STAR principle for recruitment interview
Recruitment interview is an important part of manager work. Each successful manager must have superb recruitment interview skills, recruiting a suitable person to the work team, making the right people in the right position, create a post Employee's high performance.
The so-called STAR principle, names, Task (tasks), Action, and result, four English words.
When you interview with a staff member, you may wish to try the STAR principle.
STAR principle is a conversation procedure involving substantive content during interviews, and any effective interview must follow this program.
When talking to the candidate, first understand the working background of the applicant, as much as possible to understand the management status of his previously serving company, the industry's characteristics, market conditions of the industry, the so-called background investigation, then It is highly known for the specific task of work (task), and how every task is made, how Action is taken, and the results taken (Result).
Through this four steps, you can basically control the process of the entire interview, and judge the work experience and skills held by strategic conversations, and recruit more suitable talents.
SATR principle is a good tool for manager recruitment interviews, which contain a lot of detail skills, and managers should continue to explore and improve their use capabilities in recruitment.
Tools B: Clear duty 6W1H principle
Clear responsibilities is the basic guidelines for management work. Any management begins with management positions. The basic requirements are clear, and they are clear.
However, in the actual management, the responsibilities are unclear, and the phenomenon that is unclear is still existed. As an efficient manager, you must make more in-depth thinking, effectively solve it, so that employees have clear their responsibilities, in their position, learn to be self-responsible, self-management, so that managers are busy The transaction work is freed out.
To make the employee's job manual more accurate, the responsibilities are clearer, the manager must once again review the important principles of 6W1H.
The so-called 6W1h, ie:
1. Who is the responsible responsible for WHO?
2. Who is the service of WHOM-Work and report objects?
3. Why - Why do you want to do this?
4. What is WHAT?
5. Where-where is WHERE?
6. WHEN-work time limit?
7. How - Complete the method and procedure used by work?
Only by one of the above questions will be answered one by one, and the employees can be more clear and more willing to be responsible. They are more responsible, and they will continue to exercise and improve their work. Further, you can also take more time to make more thinking about planning and development, occupying the work, making future work more forward-looking.
Tool C: SMART principles for target management
Target management is a good means of passiveness of the manager's work, not only good to employees, but also develop goals and assessment standards for future performance appraisal, making assessment more scientific Chemical, standardized, and ensure the disclosure, fairness and justice of the assessment. After all, there is no target you can't assess employees.
Developing a goal seeming to have a simple matter, everyone has the experienger experience, but if the manager rises to the technology level, the manager must learn and master the SMART principle. The so-called Smart principle, ie:
1. The goal must be specific (SPECICI);
2. The goal must be measured by measurable;
3. The goal must be achieved (attainable);
4. The goal must be related to other goals (Relevant);
5. The goal must have a clear deadline (Time-based);
Whether it is the development of the team's work objectives or employees, the performance goals must meet the above principles, and five principles are not possible.
Tool D: PDCA principle effectively managed
This is a principle of product quality control, but it can not only control the process of product quality management, but it can also effectively control work quality and management quality.
The so-called PDCA is a plan (DO), a check (CHECK), adjunctment's initial combination.
No matter which work is inseparable from the PDCA cycle, each job needs to be planned, implemented, and checks the plan, adjusting the plan, and continuously improving the four stages.
For manager, this is a tool for controlling management processes and quality of work. PDCA can make your management to the direction of benign circulation, through implementation and proficiency, manager must constantly improve efficiency, more effectively driving, and get a bigger success.
Tools E: Manager Professional Mkash Principles
Modern management requirements managers must be careful, people will not trust you only because of a paper appointment, but is more willing to maintain your authority for your career level, accept your leadership. Only for your own performance, you can constantly improve management efficiency, create an excellent management team, create a team culture of high performance.
Modern manager must be a professional, high-performance manager.
The so-called mkash principle, ie:
1. Motivation: The motivation is like a axial center of a car wheel, the position of the core, the size and strength of the motivation determines the speed and operation of the wheel.
The motivation of the active mentality will accelerate the operation of the wheel, thus accelerating the success of the manager; in turn, the motivation under negative mentality is not only unfavorable to the manager, but may play a lot of damage.
So you have to correctly understand the active motivation to successful incentive effects, constantly adjust your mentality, facing work and challenges in positive motives, constantly motivating and surpassing themselves, leading to the leading objectives and prospects
2. Knowledge: The manager of the Knowledge Economic Age must first have the professional knowledge of the work, and should be more professional and professional, professional, must be specialized as a specialized basis and background.
Doing any job, you must first have the professional knowledge of the work, you have to have other knowledge related to it to form a complete knowledge system, support work, and expand.
Only those who have been continuously acquired, the manager can make professionalization, in order to get a constant recognition in fierce competition, get more development opportunities for greater development space.
3. Skill: Skill is a manager to carry out the necessary means.
Only knowledge, no skill, is also difficult. Imagine that if a manager does not have communication skills, how to communicate with people, how to carry out, no interpersonal skills, how to cooperate with colleagues, how to establish a harmonious interpersonal relationship with oneself? Skill's exercise should be improved to the same height, highly attach great importance, and constantly transform knowledge into skills, transformation into capabilities.
4. Action: Have a good motivation, professional knowledge, skilled skill level is it? Obviously it is not enough.
High-performance managers must also have the ability to quickly act and have strong execution. Some people have excellent aspects, high knowledge level, strong ability, can do not do outstanding work performance, the reason for the lack of action.
Tom Peters said, "It should be a cultivation of" rapid development plans and take action. " If you want to be a professional talent, you must change it. He is hesitant. After looking forward, dragging the work style of the pull, and tricks in your own considerable things, it is truthful to take action, use action to prove everything, constantly improve your own Execute.
5. Habit: The habit determines the fate, this sentence is not exaggerated. Good habits give people good impression and feelings, can help you succeed.
Professional talents must have good habits, whether they are still working, they must always pay attention to their habits, change their habits, develop their homologous habits, so that you have an action of you. The style of occupation.
Regarding the habit of success, Mr. Ke Wei is very exciting in "seven habits of high-performance people", very deep discussion, the manager may wish to take a reading, I believe that the harvest must not be.
The above is simple to describe some common work guidelines, not deep enough, and we need to continue to strengthen in the work, making it more skilled, making it a valid tool that helps us get high performance.
