Today’s Analysis Edition discussion topic – If you were to become the head of the analysis lab, how would you manage it?
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A soldier who doesn’t want to be a general is not a good soldier; similarly, there are few who are unwilling to take on the role of supervisor in an analysis room. Especially those friends who often come to Haichuan are very motivated to improve themselves. Perhaps you are now a director, so you can share your management experience – what is the management approach? Especially those who are preparing to take on leadership roles: once you assume the position of director, how should you proceed with your work? How can one be a good director? Opportunities are meant for those who are prepared!
Evaluate in groups after giving a certain preparation time, both in terms of practical skills and theory. Identify the best analysts of the quarter and share their experiences. Explore some of the difficulties and doubts in the analysis. Select outstanding analysts to lead everyone in studying organizational theory*.
First: possess high-level management skills. Second: have an understanding of technology. Third: be aware of people’s personality traits, technical capabilities, and interpersonal relationships
I think 1: it’s necessary to clarify all the laboratory instruments, equipment, and related items, and to be prepared to handle any issues that may arise. 2. Organize the contact information of instrument and equipment engineers as well as experts in related fields, so as to be prepared to seek timely and accurate advice when facing difficult problems. Take over all laboratory-related documents in an organized manner and gradually build up networks of relationships. 3. It is most important to establish authority first; by doing so, people will gradually come to accept this leader, which will make the work much easier! 4. One must know how to assess people and make use of them, motivate them to work harder, trust one’s subordinates, and make good use of them – this makes things much easier at work! 5. Always remember: “For major matters, stick to principles; for minor matters, show consideration.” One must not be lenient when it’s time to be strict. Although I’m easy to get along with, a leader is still a leader
1. First, improve one’s own capabilities; believing that one can become a director is essential for this； 2. Establish clear rules and regulations; without rules, nothing can be organized properly. There should be clear rewards and punishments – those who perform well should be rewarded, while those who perform poorly should be criticized and given assistance to help them improve ； 3. Hold competitions to improve together! ! ! ! ! 1
1. First, clarify the responsibilities of the analysis laboratory and its director, as well as the tasks and duties to be undertaken； 2. Understand the basic information of the laboratory staff and the status of the instruments and equipment, so as to have a clear idea of how to allocate tasks among the staff going forward, and also make plans for the maintenance and upgrading of these instruments ； 3. Analyze and study the management system of the analysis laboratory, and improve and supplement it ； 4. Be strict with oneself, handle affairs fairly and openly, be honest and dedicated to duty, avoid seeking personal gain, and be willing to contribute ； 5. Be humble in learning to improve one’s professional skills.
You need to consider the circumstances in which you become the director: First, if you are going to a new organization as director and don’t know anything about the situation there, your first task should be to maintain the status quo, identify problems over time, and build your own authority by solving those problems. Second, if you become director in your current organization, you should be well aware of your surroundings; in that case, you need to systematically change any unreasonable or non-standard practices. You should seek the opinions of your former colleagues and avoid acting in an arrogant manner. Another crucial point is that you must have an understanding of the situation below you – in other words, you need to have trusted people working under you. Fourth, since there are often many female colleagues in the team, you need to pay attention to details, especially ensuring a balanced distribution of tasks. Fifth, professional competence is essential; otherwise, if problems arise and you’re unable to solve them, it will bring shame to you
It’s difficult in laboratories, especially in some state-owned enterprises, where it’s all about the wives of leaders and various relationships; moreover, there are many women there, around 30 years old, which always leads to conflicts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Regarding the poster’s question, the prerequisite for effective management is that the current management is inadequate or there are certain issues. I believe that as a middle-level manager, the head of the analysis laboratory needs the support of senior management in order to manage the laboratory properly. This is especially true in large state-owned enterprises; as mentioned earlier, many people working in these laboratories have influential connections, and this is undoubtedly the biggest obstacle to reform. Only by addressing this issue can anything be achieved
As a leader, one must possess solid technical skills; otherwise, how can one lead others? Without the necessary competence, it will be difficult to keep subordinates in check. Secondly, it acts as a lubricant to improve the relationship between employees and the company, by fostering appropriate interpersonal relationships. It has to be hard when it needs to be hard, and soft when it needs to be soft!