Not long ago, I was promoted to Xiao Wu, but I feel quite depressed. As a business executive of a small and medium-sized fast-moving consumer goods company, the sales pressure can be imagined, but the key is that Xiao Wu has always felt awkward since he took office. The idea is not recognized and applied, but it has to face the regional manager's fingertips every day. Sometimes the boss even calls him to remotely control. When these interventions are objected to by the subordinates, Xiao Wu has to constantly use the subordinates. Mandatory means, this made Xiao Wu's prestige that was difficult to establish, and began to shake. Under such a state of being overwhelmed by pressure, Xiao Wu even began to consider whether to change jobs, and thought that he had already grown up. Years of business, there are all kinds of disappointments.
Xiao Wu’s situation is not a case. The abuse of compulsory phenomenon is very common in business operations. As a manager, we are often able to hear complaints like this, and many of these complaints are related to the abuse of compulsory, although mandatory is the organization. Innate management tools are inevitable derivatives of power, but if they are abused, they will have very serious consequences. Today, when the market environment and human resources characteristics have changed dramatically, cautious use can be used. Become an important factor in promoting management improvement.
1. Is your compulsory use the wrong place?
In the operation of the company, the mandatory use is often used in the wrong place. The approximate types and situations are as follows:
1. Randomness: Managers often issue orders randomly for a certain thing (no matter how big or small). These commands are often left without thinking, and afterwards, it is likely that the manager himself has forgotten. The situation is Anytime, anywhere, such coercion is that managers are overconfident in their own experience and judgment, regardless of whether such random mandatory instructions are consistent with the current work direction of employees, which is easy to cause confusion and to a certain extent contain Employees are able to play;
2. Enforcement of decision-making: The difference between small and medium-sized enterprises and large enterprises in decision-making is that their decisions are often made in a head-to-head manner. In many cases, they are neither irrational nor imposed, and the situation is usually a meeting. At this time, the so-called meeting has completely become the boss's personal speech meeting or the notice meeting for the employees. First, the necessary communication links are omitted, and then the enforcement is guaranteed by compulsory means, which makes the implementation effect difficult to guarantee and makes Managers have lost the opportunity to use and explore the wisdom of the community to achieve management improvement.
3. Detail compulsory: Many managers must enforce the details of all aspects of the subordinate's work, arbitrarily intervene, pay too much attention to details and be vague about the results, and even blame the responsibility when they can't achieve good results. In the subordinates, its occurrence situation is often on the "tracking execution" of the already scheduled tasks. "Do not worry" is that many such managers often hang on their lips. This kind of coercion makes the manager's time a lot. Occupation, there is a shadow of misunderstanding of power behind.
Second, the abuse of mandatory consequences:
Abuse of compulsory will lead to many evil consequences, which will cause harm to the current operation and future development of the company. Managers must know that living people are the basic elements in the management system, and coercion means taking people's initiative, participation and self-realization. When demand is deprived, it is easy for managers to fall into misunderstandings and destructive to the company's system and process construction. First, even if a subordinate is forced to do it under reluctance, it will produce intentional or unintentional resistance, which will greatly reduce the quality of the work place, and once the forced result is bad, it will challenge the authority of the manager and make the manager In the eyes of subordinates, "the incompetent generation can only refer to the hand"; second, the regular coercion is easy to form a ethos of shirking responsibility, that is, employees are not flexible, and the unreasonable part of the decision is implemented as much as possible through improvement. It is believed that the expression of communication and self-consultation has no effect, and there is no hope of change. Anyway, the leader asks to do so. Of course, what problems may arise cannot blame me. Third, the abuse of compulsory is often the manager’s right. Excessive attention is also a manifestation of weak leadership with managers who only use the rights granted by the organization and do not exert influence at a higher level. For managers who have more voices than other employees, With this kind of discourse right, we can't find a more effective and smooth management state, and it will hinder the growth of individuals. Fourth, it is abused. Mandatory means often rise to the level of system and process, which will destabilize the system and process construction. It will also cause employees to question the effectiveness of the system, negatively eliminate the effect on talents or make employees in the "rule of law" and There is no way to adapt to the "man rule", and this will lead to greater harm such as corporate management confusion.
3. Where is the mandatory use?
Managers must use the right place to produce good results. Today, when knowledge-based talents become the main focus of human resources management, we should consider the management of knowledge-based talents and skills in the case of reducing mandatory abuse. The distinction between talents is that appropriate mandatory is more suitable for immediate supervision and training of skilled talents, while for knowledge-based talents, mandatory should be used more for institutional strengthening and processes. In management, we will do a good job in demarcating the scope and setting standards, and give more play to the initiative of knowledge-based employees, build a benign talent management and training platform, and create a corporate culture atmosphere. In addition, the improvement of the manager's own quality is also a necessary prerequisite for mandatory application. We must move from power to power to influence the team to achieve high performance and listen to different opinions (employees may not be as comprehensive as managers). Far-reaching, but everyone is not omnipotent, not to mention the fact that many SME managers have limited capabilities. They need to communicate and learn from each other (of course, avoid the misunderstanding of excessive communication) and use self-improvement to drive management. The degree of scientific and humanization has increased.
In the present and future of knowledge-based talents, the application of mandatory management methods in organizations should be more and more cautious. This is a manager (especially the manager of small and medium-sized enterprises that are accustomed to abuse of mandatory means). Challenge, but we need to keep a clear understanding of this issue, starting from the improvement of self-quality, not abusing the power given by the organization, focusing management on system construction, implementation and process management, realizing real management upgrade for enterprises. be prepared.
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