Four golden rules that must be followed for good workshop management
In grass-roots management, it can be said that it is quite difficult to do workshop management, and the complexity of management is no less than that of any other department. Therefore, to do a good job in workshop management still requires a lot of effort, which is also subject to the following: Four golden rules.
[1] Unspoken rules are better than fair laws
The so-called unspoken rules are better than fairness, which means that if you are a grassroots manager, you are thinking about how to let everyone get fair resource allocation and fair benefits, then your management is definitely not good, you should be in the workshop Create an unspoken rule, for example, if you do a good job, you can get higher benefits, an old employee means you have a higher status than you, and you can take advantage of the privilege, etc. Otherwise, you will fall into Go inside the fair trap.
[2] The law of managing first and managing later
This is also a question that many grass-roots managers are confused about. They cannot sort out the resources in their workshops, such as characters and equipment. I once asked the workshop director if he knew how many machines were in the workshop? How many screws are on each machine? How many links are there? How many transmission and passive parts are there? There are several employees in the workshop with educational level and family difficulties, etc., but the workshop director is at a loss. Think about it, these things are not clear, what management are you talking about, if you want to manage well, first of all clarify
[3] Break the law of ignorance
The so-called breaking the top five is to hide and cover some things, for fear that the employees will find out. The result is that the more you hide, the more curious the employees, the more the employees feel cheated or bullied, the less motivated the employees, and the more difficult it is to manage. However, if you make the information that employees are interested in really public and transparent, the curiosity of employees will also disappear. Therefore, in the grass-roots management, you must break the stubborn disease of ignorance.
[4] The law of hands being bound
The so-called hands are tied, that is, if a grassroots manager often works for employees, then more and more employees will ask you to work for him, which will make your burden heavier and harder to manage. It is getting bigger and bigger, otherwise, employees will feel that you are unfair, so when there is a vacancy or an employee asks for leave, it is better to let some work to be done by other employees than the manager can do it himself.