How To Write Your Work Plan And Elements

< p > < strong > 1. Why should we write a work plan < /strong > /p >

< p > < strong > 1, plan is an effective means to improve work efficiency < /strong > /p >

< p > there are two forms of work: < /p >

< p > 1. Passive work (fire fighting work: disaster and error after it has been dealt with quickly) < /p >

< p > two, positive work (fire prevention work: foresee disaster and error, plan ahead and eliminate errors) < /p >

< p > writing a work plan is actually a check on our own work.

Let yourself be clear and clear.

Planning is the starting point for our active work.

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< p > < strong > 2, planning ability is the embodiment of cadres' management level at all levels < /strong > < /p >

< p > personal development requires long-term career planning. For a company and organization that is constantly expanding and increasing, the plan is particularly urgent.

When an enterprise is young, it can not write plans.

Because there are not many problems in the enterprise, communication and coordination are relatively simple. Only a few leaders can solve the problem.

But enterprises are bigger, more personnel, more departments, more problems, more difficult communication, and leadership energy is also limited.

The importance of the plan is reflected.

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< p > remember at that time, the general manager asked everyone at the regular meeting of the senior and senior cadres: "who knows the work of the employment department", the scene was suddenly silent, and no one answered.

A few seconds later, a person in charge of the area raised his hand. Then another head of the Department held up his hand hesitantly. The general manager then asked, "who else knows about the work of the consulting department"? No reply was made this time.

The scene fell into silence. Everyone was wondering: Why are there so many problems?

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At P, the general manager said, "Why are there so many problems in our work? Why do we complain about other departments? Why do we have opinions on leaders?

"Pause for a moment", "because...

Our work is invisible. No one knows what the other person is doing. We don't know what the other side is doing. We don't know between the top and the lower levels. The leaders do not know. Can we do the work well? Is there any problem? Obviously, it is impossible.

The problem is bound to happen.

So we need to turn our work into invisible form and how to make it work plan is a good tool.

The people who attended the regular meeting were not deeply touched by what they said.

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< p > < strong > 3, through the work plan to become passive and other things to become automatic self initiated work (personal drive system driven) < /strong > < /p >

< p > with the work plan, we do not have to wait for the supervisor or the leader to give us instructions. We only need to ask the supervisor or leader in some matters that need decisions.

We can achieve the overall overall arrangement, and the efficiency of individual work will naturally increase.

It is the only way for enterprise growth to change the individual driven system driven by work plan.

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< p > < strong > two, how to write a good work plan < /strong > < /p >

< p > first, let's make it clear that the work plan is not written, but made.

The content of the plan is far more important than form.

We reject gorgeous words and welcome real content.

Simple, clear and operable is the basic requirement of work plan.

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< p > How can we make a good job? Summing up the speeches and subsequent speeches at that meeting, we should mainly write out the four elements of the work plan.

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< p > < strong > the four major elements of the work plan: < /strong > < /p >

< p > (1) work content (what to do: WHAT) < /p >

< p > (2) work method (how to do: HOW) < /p >

< p > (3) division of work (who will do: WHO) < /p >

< p > (4) work progress (what is done: WHEN) < /p >

< p > lack of any one element, then the work plan is incomplete, inoperable, and cannot be checked.

In the end, it will enter formalism and fall into "writing plans for writing plans and losing the purpose of writing plans".

In enterprises, it is inevitable that there will be no need to write plans. We will fail to change our efforts.

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< p > < strong > three, how to ensure the implementation of the work plan < /strong > < /p >

< p > work plan is written, the purpose is to carry out.

Execution is not what people usually think, "my plan has already been taken out, and execution is the executor's job.

The problem is also the level of the executive personnel themselves.

If we do not perform well or fail to carry out, we will have much to do with the plan. If we do not understand the reality at the beginning, we will not do enough investigation and understanding.

So this scheme will innate hidden trouble for subsequent execution.

In the same way, whether our plan can really be implemented is not only a problem of executive personnel, but also a problem for people who write plans.

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< p > first, we must investigate the actual situation and make plans according to the actual situation of our department.

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< p > secondly, every department's monthly work plan should be held public discussion at regular meetings.

There are two purposes: one is to check the feasibility of the scheme through everyone's intelligence; secondly, the work of each department will inevitably involve other departments, and win the support of superiors and the cooperation of other departments at the same level through discussion.

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< p > besides, the work plan should be adjustable.

When the implementation of the work plan deviates from or violates our purpose, we need to make adjustments to it and not plan it for the plan.

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< p > in addition, during the execution of the work plan, the department heads should constantly track the implementation and progress.

When problems are discovered, resolve them and move on.

Because middle-level cadres are both managers and executives.

It should not be merely the management of the so-called direction and principle, but not the depth of the problem and the scene.

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< p > finally, the revised work plan should be examined and signed by the enterprise leaders, and responsible for tracking and checking.

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