中层管理者角色错位的四种表现（Four manifestations of middle managers role dislocation）.docVIP

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2017-07-24 发布于河南
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中层管理者角色错位的四种表现（Four manifestations of middle managers role dislocation）.doc

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中层管理者角色错位的四种表现（Four manifestations of middle managers role dislocation）

中层管理者角色错位的四种表现（Four manifestations of middle managers role dislocation） Four manifestations of middle managers role dislocation Wang Xingshan, vice president of the wave group: first, from the companys operating mechanism to solve. From the mechanism, emphasis on face-to-face communication and exchanges. Adding time to a meeting doesnt have to be a formal meeting; an informal meeting can be. Increase face-to-face communication and avoid relying solely on email, because one of the biggest problems is reducing the chances of meeting people. Communication is the only way to understand, and this communication is the most effective face-to-face. Face to face is not only the exchange of language, but a full range of communication, and sometimes met, not talking, but also an exchange. Second, make efforts in building culture. I saw some Japanese companies in Japan which inspired me a great deal. In Japan, some enterprises, even local people, have to live together, called accommodation, and concentrate on studying life. This has a great impact on the future Department Managers cooperation. These people, after 35 years, may be managers in different departments, and they will have a sense of closeness. We do not have such a system now, but we pay more attention to establishing informal organizations artificially and creating some human relations artificially. Good cooperation and communication, in addition to relying on organizational mechanisms, but also rely on the construction of culture, the relationship between the building. Third, proper rotation, makes it easier to think. Once you have empathy, its easier to understand each other, and thats why you have good cooperation. A real estate development boss: the middle management role dislocation of the four performance, first, public opinion representative. Some middle managers, especially some middle managers of state-owned enterprises, often consider themselves as representatives of public opinion, reflect the voice of gr