As a supervisor, what do you do when you go on an inspection and find that your subordinates have made mistakes?
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As an employee in a chemical company, if you go down to the site and find that some people there are violating rules or regulations – such as sleeping on duty, failing to carry out inspections on time, or engaging in other such behaviors – what actions would you take, depending on whether you are the manager of the facility, an engineer there, or a team leader? 1. Would you give them a stern reprimand right away? 2. Or would you ignore it? 3. Or would you investigate the situation first and then provide guidance? Everyone is welcome to join the discussion.
Find out the situation and provide education. Now, humanized management is practiced; leaders can no longer do things in a harsh or arbitrary manner! But one still has to follow the rules; otherwise, there will be no principles. Our approach is to understand the situation and provide education. Report the situation to their superiors, and the leaders in charge shall assume corresponding responsibilities under the principle of accountability. It is still the management systems of various departments that are responsible for handling issues.
After understanding the situation, education is provided, and different measures are taken depending on the severity of the violation. Issues such as improper use of protective equipment or failure to hang inspection signs in a timely manner are corrected through on-site education. However, in cases of serious disciplinary violations such as sleeping on duty, the matter is reported directly to the superior department leaders, who then handle it in accordance with the relevant rules and regulations.
Please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges, please smooth out your edges..... Repeat this sentence 1000 times. As an employee of a chemical company, one is an employee, not a leader. This is the premise. It has no legitimate basis. Run away secretly, without taking a stance, without participating, without taking responsibility. Team leader: If you go by yourself, be tolerant and speak things properly. If accompanying the leader. Obey the leader’s instructions and follow orders. The manager reminded him to, for example, call his post if he was sleeping on duty. If the company wants you to go specifically to arrest people, then steal it first. Then sneak away. In normal cases, a reminder is given. The approach mentioned above assumes that there is no danger, and that no safety issues will arise immediately from the violation. If it involves safety, resolve the issue yourself first, and then find another time to explain the seriousness to him. Make sure the tone is gentle. There is no education, only reminders. Remember, remember.
To have authority, one also needs to consider the nature of the mistake. If it is a principle-related error, it must be pointed out immediately; if it is a minor error, approach the matter indirectly.
Management has now evolved into an “art”; as for LZ’s issue, I think it should be judged based on the actual circumstances. For violations committed by regular employees, the third approach is adopted, managing them from a humanistic perspective. Those who persist in their misbehavior shall be dealt with without mercy, and relevant regulations must be strictly enforced. In short: you need to figure out the balance between the two aspects of management on your own!
I used to think the same when I was young, and then I found out. Being young has its disadvantages. It’s a principle-based mistake, and one has to approach it indirectly. Respecting others’ face is the most important principle; besides, no accidents mean safety. You can handle it on your own at that time. Or you could give more reminders, to remember about deception and fraud. Companies don’t need prestige; they need to be convincing, not intimidating.
It’s a very complex issue; one needs to learn more as a young person. Managing at the grassroots level isn’t easy
Give a straight, harsh reprimand? Absolutely not; it’s necessary to consider the actual situation first!
Critical education is necessary. In chemical manufacturing enterprises, the dangers involved are obvious; if you fall asleep at your post, an accident could result, and it wouldn’t just be a problem for you alone – many lives could be at stake. However, criticism also needs to be delivered in the right way – firm when it’s necessary, and gentle when that’s appropriate. It might not be a bad thing to deliver criticism head-on, but it’s best to use it sparingly, and only when it can make the other person accept it.