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How To Solve The Difficult Problem Of Implementation When The New Official Takes Office?

2008/11/29 11:27:00 41932

Perhaps you are complacent and ready to take office in a new company; perhaps you have just been promoted to a new management post, and are eager to work hard.

You know, when you start off, you find that there are no flowers and applause to greet you, but your men are rather cold with you.

Not only can your "three fires" fail to burn, even normal execution is a problem.

为执行难把把脉

The problem of executive difficulty is very much related to psychology.

The "Jiang Tian" of Beijing Multimedia Education Limited believes that employees generally have psychological advantages, because they are skilled in every detail of their business, and most of the new managers need to adapt to a certain period of time before they can enter the role. Many people believe that the new supervisor is not stronger than himself, but has a higher status than himself. This psychological advantage and the real gap will trigger the employee's resistance.

In this case, "cyanbird" of Shihezi qingbird advertising company points out that new officials always want to make outstanding achievements in order to prove their abilities and superiors' choices.

This is easy to get into a vicious circle that is pushing hard but reversing circulation.

The stronger the desire to change, the greater the force will be exerted, and the greater the reaction force will be.

Say so.

More users think that the problem lies in the new executive himself: some new managers lack their own management experience; others use the new working style that conflicts with the new Department, which makes it difficult for employees to accept; some new executives have not yet clearly grasped the overall situation and start issuing orders.

Yuan Xinye, a Wuhan high tech thermoelectric Limited by Share Ltd, thinks that from the early stage of compulsory management to self-discipline management, many decision makers have not yet completed the role pformation, but just strive for their own strong management ability. They always think they are the superior and the unconditional obedience is right. This will inevitably lead to the rebellious psychology of their subordinates, so as to lay the foreshadowing for implementation.

诊断之后，世界经理人网站用户为你开出以下药方：

磨刀不误砍柴功

Users' "foreign trade coffee" believes that the new executives should first do not talk about goals and plans, but break the ice in the minds of their employees. It's like driving in winter, not getting on the train and opening fire, and letting the car "warm up".

The "houha" of Shenzhen Zhong Yi Fu Industrial Development Co., Ltd. believes that we should do warm-up work in the following aspects: quickly understand and integrate into the corporate culture; understand the executive characteristics of our department under the previous leadership; understand the company and its department's execution process, job responsibilities and work distribution; whether management is institutionalized or human centered; and communicate with personnel departments to understand the personnel status, salary status, social background and even nepotism.

Shanghai Huaxing international freight company's "little grey rabbit"'s view is: first, give yourself a period of research, do some research on the work to be arranged, including what conditions are needed, what difficulties will be encountered, what consequences will it produce, and whether it can achieve the goal, so that we can do well in our work.

The Shanghai mobile Mdt InfoTech Ltd "Gino" also suggests that new executives spend a certain amount of time to understand each subordinate's character, strengths and weaknesses, and even hobbies.

Zhangzhou orient Intelligent Instrument Co., Ltd.'s "19751213" proposal first takes time to classify people in the organization from the work intention and work ability. They are four types of high willingness, high ability, high willingness, low ability, low willingness, high ability, low willingness and low ability, and then work hard.

For those who are willing to have high abilities, they should always consult them; for those with high ability and low will, they should communicate regularly; for those who are willing to have low abilities, they should be trained; for those with low willingness and low ability, they can take the form of dismissal.

The "SteveC96" of Shenji computer added: after the overall situation is clear, we should first plan to write a plan to be informed by superiors, and communicate with the heads of departments in advance. After six months, we will promulgate the new rules and regulations, put forward some improvement plans and supervise the implementation of some unqualified employees. If we still fail to reach the conclusion, we can dismiss them and formulate regulations for rewards and punishments. We must deliberate and deliberate. We should not avoid making an example. At the same time, we should introduce the key performance indicators (KPI) as the basis for the inspection of achievements.

Metersbonwe Clothing Co., Ltd., "old potato", reminds you that companies are using new people because they are tired of the status quo and want to change at once, so the buffer period should not be too long and the longest should not exceed a week. New managers should find out all kinds of relationships in the shortest time and enter the working status as soon as possible.