As a team leader, how to manage subordinates effectively
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We are in the laboratory testing department, and there is an employee in our team who: 1) slacks off at work, 2) provides false data, and 3) according to a senior colleague, is \"irresponsible\"—based on his daily performance. We are a state-owned enterprise, and as a team leader, it is my responsibility to manage the team properly; I cannot allow him to affect the entire team. How should such an employee be managed? The team leader has no authority to assess
If you don’t have the authority to impose penalties, then you can only rely on personal charisma to influence and persuade others. Generally speaking, you can only exert some influence when calculating bonuses or selecting outstanding performers. It really depends on the crew member
Talk to him; if that doesn’t work, there’s only the option of reporting it for evaluation. I’ll continue answering questions downstairs
Management is an art; in basic management, punishment is used, while in advanced management, just a glance is enough. Of course, no matter how good management is, it’s impossible to make pigs listen to orders. It also depends on the employees’ basic qualities.
Management is an art; in basic management, punishment is used, while in advanced management, just a glance is enough. Of course, no matter how good management is, it’s impossible to make pigs listen to orders. It also depends on the employees’ basic qualities.
The management style for team leaders in state-owned enterprises is an utterly ridiculous approach! ! No rights at all (that is, no distribution of power and interests), yet still expected to manage! Hehe! I think it’s really funny! To put it simply, your role is somewhat similar to that of a supervisor, but you’re not actually a supervisor, because you don’t dare to offend people casually; and even if you do offend them, you gain no benefits from it! So you’re hesitating again, wondering whether to offend or not! Hehe!
This post was last edited by wxt120 on 2012-1-31 at 18:57. It’s also an art form:), the art of getting along with people
That’s absolutely true – people turn to the class leader for anything, but no powers are given to that class leader. . . . . . . . .
It’s a problem with your system – if the team leader doesn’t have the authority to assess performance, then what’s the point? The team leader should be given appropriate authority, including the power to make secondary allocations.
Hehe! State-owned enterprises have terrible management! All administrative staff are managers of the enterprise, that is, they belong to the enterprise’s management team! Hehe! Nonsense!
Hehe, that’s called a system, hehe. In a small workshop, managers account for one-fifth of the total workforce. But those who actually possess the skills needed for production, maintenance, and management are barely one or two people. To list them: 1. The director and ** – usually a college graduate who graduated in the 1970s; if he isn’t competent enough, he eventually becomes the director due to his seniority ； 2. One deputy**, who can’t even type on a computer ； 3. Deputy production director, in charge of processes; seems to have a lot of documents at hand, but can they understand them? Hehe ； 4. Deputy equipment manager: As per point 3, can the equipment assembly drawings be prepared? Do you understand if you can read it? Hehe ； 5. Safety supervision; well, safety – you know what I mean ； 6. Technicians, training supervisors – depending on mood ； 7. Equipment Technician, 8. Equipment Engineer, 9. Process Engineer, 10. Electrical and Instrumentation Engineer ； 11. Accountant 12. Process Technician 13. Hardworking odd-job worker, executive ； 14. Several full-time workers for pregnant women, mainly to serve as assistant secretaries ； 15. When there is a task that requires urgent handling, several people are assigned from the team for tasks such as on-site modifications, maintenance, inspections, drawing diagrams, and writing technical papers; these are mainly hardworking individuals who are dedicated to their work. . . 16. Task force. . . 17. Singing and dancing ； 18. Union leader 19. Youth league branch secretary 20. Several skilled workers from five-type teams ； 21. Team leaders and operation engineers. 22. Is it all there? ? ?