Efficiency And Effectiveness Of Managers

Drucker said: "for physical work, what we value is efficiency." He said, "we can't get knowledge. work We must supervise them closely and carefully, and we can only help them. Knowledge workers themselves must manage themselves, fulfill their tasks consciously, make conscious contributions, and consciously pursue work efficiency. His conclusion is: "the work of measuring knowledge depends mainly on the outcome, not on the size of the institution, or Administration The simpleness of the work. "

In terms of efficiency and effectiveness, Drucker has many remarks. Generally speaking, Drucker's view is that manual labor is mainly managed by efficiency management, and the process of managing it to his work is well done and the result is naturally good. For knowledge workers, it is necessary to give priority to the management effect and let him play freely in accordance with his profession.

In fact, consultants and managers represented by Taylor decompose the process of work, use large-scale pipelines, decompose the work into fragments, and then do research through action so that operators can master these movements skillfully, and then achieve the results and produce performance. So we see that in Chaplin's movie, the worker's work is always using that action to skillfully twist that screw cap. For a knowledge-based employee, it should be a result oriented one, to measure his value by his contribution to the company, the contribution of his superiors, the contribution of his clients, the contribution of his subordinates, and the contribution of his colleagues. Instead of managing too much, he does things. For knowledge workers, according to Drucker's point of view, they should be empowered, respected, and given freedom.

But can we turn a lot of knowledge into manual labor? Turn knowledge workers into knowledge workers?

For example, the sale of IBM is like this. It seems that sales are a highly skilled job. Customer The transaction is facilitated by customers, lowering the price. IBM's project management does not depend on one person, from beginning to end, in charge and implementation of the whole project, but rather decomposes the project into different professional modules. Someone specially collects customer information, someone specializes in analyzing customer needs, someone is specially responsible for interviews with clients, and some are responsible for the formulation of project plans. Under such a professional division of labor, everyone is concentrating on their own tasks, and the success rate of projects is naturally high. This mode of work, known as team help, can be replaced by everyone, unlike pipelining.

Of course, the first time to do, for example, the work of collecting customer information, of course, requires a lot of skills, it is a gradual process of exploration, but for a long time, for example, after 5 years, it has become manual labor. In fact, no matter how professional work is done, it will become manual labor after a long time. Even a lot of companies do not necessarily make mistakes in collecting data, modularized, tabular, and manipulate according to a set of routines. This is to transform knowledge workers into physical forces.

But IBM's approach sounds reasonable and difficult to do. How can you define and assess the performance of various sales divisions? How do you monitor the professionalism of sales throughout the process? Many enterprises can not control the process and have to look at the results. Throw the customer to a salesperson, let him lead the team, be fully responsible, tell him, if it is uncertain, don't come back, do anything by any means. From the results to assess, as a management layer, of course, much easier.

In sales, the work of grassroots sales representatives is obviously very similar to manual work. They visit similar customers every day and speak similar words to deal with similar problems. If the company's management is in place, it can be standardized, streamlined and tabular. Then the sales representatives were trained and drills, until the sales representatives developed the habit of the company's prescribed procedures and methods.

Hao Zhiqiang said: "from the perspective of enterprise management, the pursuit of efficiency or effectiveness is a cost problem."