Head of catering at school duties. Job description of the production manager of the school canteen. What to do for a new leader after these steps

A production manager is an employee who is responsible for the quality of food served in the company's canteen. He fills the menu with a variety of dishes, monitors the preservation of the quality of products and regulates the activities of chefs. In addition to culinary skills, the employee must have organizational skills. To find out what qualities the company wants to see in this employee, the job description of the production manager allows.

Sample job description of a production manager

General Provisions

1.1. This instruction regulates the following aspects professional activity production manager: job tasks, working conditions, rights, obligations and areas of responsibility.
1.2. The recruitment and subsequent dismissal of the production manager is carried out through the creation of an appropriate order on behalf of the management of the enterprise. The procedure is based on Russian labor legislation.
1.3. The status of the immediate supervisor of the production manager has the general director of the enterprise.
1.4. In the absence of a production manager at the workplace, his tasks are entrusted to an employee who has the appropriate level of professional training, experience and competence. Substitution takes place in accordance with the internal regulations of the organization.
1.5. The production manager must meet one of two requirements:

higher specialized education and work experience in the specialty at least three years;
secondary specialized education and work experience in the specialty from five years.

1.6. The production manager must be aware of:

organizational and technological aspects production processes;
the rules for drawing up the menu;
the procedure for accounting for food stocks and the rules for their issuance;
rules for the consumption of raw materials and semi-finished products;
calculation of menu items and the order of their pricing;
standards for the use of products, raw materials and semi-finished products;
rules for storing products, taking into account the expiration date;
technological equipment with which the kitchen of the enterprise is equipped: its varieties, methods of work, technical characteristics and application rules;
economic aspects Catering;
ways to stimulate the labor activity of subordinates;
rules of organization and remuneration;
orders and orders issued by the management of the enterprise, which affect the topic of the functioning of the enterprise;
the rules of sanitation at work.

1.7. The production manager in his professional activities is guided by:

the charter of the enterprise;
Russian labor legislation;
the production rules applicable to this company;
issued job description;
working hours of the kitchen and dining room.

Job responsibilities

2.1. Into the sphere job functions production manager includes the following tasks:

organization of production and economic activities of the reporting department within the enterprise;
stimulating the activity of employees for the rhythmic production of products own production the required quantity and quality - based on the production assignment;
creating comfortable conditions for optimizing production processes, teaching the latest technologies, effectively using equipment and deepening the professional skills of subordinates to improve the quality of the products being created;
drawing up applications for ending food products, raw materials and semi-finished products, organizing their timely acceptance from the company's warehouses, controlling the timing, assortment and quality of incoming goods;
providing a wide range of dishes based on customer demand and available ingredients, forming menu items;
control of the technologies for the preparation of dishes, the norms for the laying of raw products, the adherence of subordinate employees to sanitary standards and the basics of personal hygiene;
placement of cooks and other subordinates in production, contributing to the optimization of work processes;
scheduling of work of subordinate employees (including cooks);
marriage of cooked dishes;
organization of careful accounting, creation and timely sending of reports on the results of production activities, implementation the latest technologies and labor methods;
control over the correct operation of machinery and other equipment;
instructing on the rules for making dishes and other production tasks;
monitoring the compliance of employees with occupational safety standards, sanitary rules and regulations, observance of discipline in labor and production spheres, maintaining subordination;
creation of conditions for advanced training of subordinates.

Rights

3.1. The production manager is endowed with the following powers:

familiarization with the projects developed by the management of the organization, which relate to the functioning of the company;
taking initiative in the form of making proposals that contribute to optimization labor activity within the competence of the employee;
attracting employees of those structural divisions that are required to solve production problems (in the event that this item is provided for by the specifics of the work of the structural divisions of the company - in other situations, the permission of the general director is required);
signing and reviewing papers affecting the competence of the production manager;
submission to the director general of the organization of proposals for the appointment, transfer or dismissal of subordinate employees, the promotion of employees who deserve rewards due to high results and employees who are subject to sanctions due to violations of disciplinary norms;
the requirement from the management to create the appropriate conditions for the performance of official duties.

A responsibility

4.1. Disciplinary responsibility is imposed on the production manager in the following cases:

incorrect performance or refusal to perform their direct duties, which are concentrated in this instruction - within the framework of the current labor legislation;
systematic non-compliance with the regulations practiced in this organization, the labor regime, disciplinary norms and safety rules;
ignoring orders and orders issued on behalf of the company's management;
violation of the current Russian legislation- in the civil, criminal, labor and administrative spheres;
infliction material damage organizations by their illegal actions and negligent attitude to work duties;
disclosure of information that has a confidential status.

Files

Drawing up a job description

At the level of labor legislation, there are no strict requirements for the preparation of job descriptions. Its creators are guided by the specifics of the organization and, on its basis, include certain points. The standard sections included in this document include the following:

general provisions;
job responsibilities;
rights;
a responsibility.

If necessary, writers can add sections on working conditions, interactions with other departments, and so on. From the clarity of compilation of this document the coherence of work in production depends. Therefore, the compilers of the instructions are interested in a comprehensive description of the functions that are assigned to the employee.

Job description structure

Open information document CEO enterprises. Information about his position, company name, full name and signature with decryption is provided. The title of the document is placed in the center of the first sheet.

General Provisions

General Provisions contain basic information about the position of a sales representative:

the category to which the position belongs;
the order by which the applicant was appointed a sales representative;
persons to whom the sales representative is subordinate and persons who are subordinate to him;
requirements for an applicant for appointment to a position: education, work experience, additional skills, etc .;
legislative acts, orders and instructions that the employee must familiarize with before starting to perform work tasks;
rules for paperwork, keeping records and sending reports to management;
safety rules, personal hygiene and sanitary standards observed at work.

Reference! When listing the documents that the employee should rely on in the process of professional activity, it is mentioned labor Code RF.

Job responsibilities

The responsibilities section is one of the most important. When creating it, it is important to reflect all aspects of the activity that the management expects to see from the hired employee. Particular attention should be paid to the preparation of this chapter when there are several employees in one position.

If it is assumed that different production managers will be responsible for different production sectors, this is reflected in the instructions. Failure to comply with this rule will cause failures in the workflow.

Rights

The activity of a production manager provides for the manifestation of initiative in a number of important issues:

reporting to the bosses about distinguished employees and about employees who are negligent in their duties;
interaction with other structural divisions within the framework of their competence - when it is required by job tasks;
the requirement from the management to create working conditions that are necessary for well-coordinated work and the fulfillment of the plans;
taking part in meetings that affect the work of the enterprise and the area of activity of the production manager.

Reference! The Rights section gives the employee the opportunity to participate in improving work processes by making practical suggestions.

A responsibility

Responsibility implies those actions for which the employee will be punished. Punishments have different manifestations: penalties, sanctions, reprimand, suspension, and so on. The severity of the punishment is directly proportional to the damage the employee has done to the company. Therefore, some of the most serious offenses include:

material damage;
disclosure of confidential information;
providing reports with deliberately distorted data.

Reference! All penalties that the company has the right to apply to an employee are within the framework of labor law. Going beyond what is permitted by the Labor Code of the Russian Federation is also regarded as an illegal act.

Employee details

At the end of the job description, short info about the employee hired for the position. The following data of the head of the enterprise are reported:

passport data;
Company name;
signature;
date of acquaintance with the document.

Reference! The job description is not certified by a seal.

In order for the job description to become legally binding, it must have three signatures. In addition to the employee to whom the document is intended, signatures are left:

compiler of instructions;
general director of the enterprise.

Different people can act as drafters of the instructions. On large enterprises this task is assigned to the specialists of the HR department. In small companies, the boss can take over this task.

The first working day is the most important and the most difficult from a psychological point of view. How you behave on the first day will determine how your relationships with colleagues will develop in the future. It is pertinent to recall the popular proverb: "Lay softly - yes, sleep hard." In this case, it reflects well what your behavior should be in the new organization at first, and it should be extremely diplomatic.

On the first working day, the manager is obliged to introduce his new employee to the team. Next, experienced workers should bring the new colleague up to date. There is no denying the fact that there are people who take pleasure in seeing the torment of a new employee. Your task is to give them as little pleasure as possible. However, a new employee should not, in any difficulty, distract colleagues from their own affairs. Everyone has their own responsibilities, so you should not constantly jerk someone, interfering with his work. Try to be observant and take note of how others solve certain problems.

No matter how high professional you are, good relationship with people in a team play an important role. A newcomer in a team will first be looked at and may be biased. Show that you are punctual right away - don't be late for work and don't leave workplace before the end of the working day. Do not wander around the offices unnecessarily.

In the early days, a friendly greeting and short, polite and benevolent contacts are required of you. Such a start to the working day helps to forget domestic problems, overcome the painful impressions of transport inconveniences, and it is easier to enter a normal working state. You should not introduce a new employee into the intricacies of personal relationships between some team members. The form of appeal of all employees of the organization depends on the traditions and on the personal sympathies of each, however, it is not customary to address someone by their last name.

Well-mannered people are always interested in the affairs of their colleagues. Their successes should sincerely please, and their failures should grieve. Personal grievances, likes and dislikes should not affect business relationship with colleagues. You should not bore colleagues with stories about their worries and personal troubles.

An employee's workplace can also tell a lot about him. A well-mannered person will never make others admire the mess on his desk. Women should not do makeup in the workplace, especially if there are several people in the office. Do not look at papers on someone else's desk, do not look for anything there. Do not conduct long personal conversations on your office phone, it is unacceptable to listen to other people's telephone conversations.

If someone approaches you, immediately pay attention to that person. Try to remember his name by quietly repeating it to yourself. If you are unsure of a name, ask the person to name it right away. Listen to everything that is said to you, highlighting the most interesting to continue the conversation. If there is nothing interesting in the conversation, try to cling to at least something. If someone introduces you, look first at the person to whom you are being introduced, and then at the person who is representing you. The only legal physical contact in the business world is a handshake. Little attention is paid to the handshake, although in practice it is universal and also very important for perception.

A benevolent handshake is firm but painless; accompanied by a look in the eyes and a smile; carried out right hand; lasts no more than two to three seconds. You don't need to shake hands all the time while you are being introduced, and use the handshake to pull the person towards you.

A handshake should be performed in the following situations:

if the other person holds out a hand to you;
if you meet someone;
if you are welcoming guests or the hostess of the house;
if you are renewing;
if you say goodbye.

During a conversation, it is necessary not only to listen carefully, but also to look attentively listening. This is accomplished through body language. Look at the speaker while leaning forward slightly.

During the conversation:

do not slouch, but do not stand still;
do not fold your arms over your chest;
do not tell long boring jokes;
do not watch other people move around the room while someone is talking to you;
do not overwhelm your conversation with incomprehensible and cryptic words.

In a highly competitive business world, being polite is not enough. You need to be ready to manage crisis situations, personal conflicts, criticism and other problems when people gather in one place to do some kind of work.

If you are a manager and, according to your position, must coordinate the work of subordinates, it may happen that someone does their job inappropriately. In this case, criticism cannot be avoided. However, here you should pay attention to several rules:

criticize only in private and in no case in front of witnesses;
criticize the problem, not the person;
be specific;
the purpose of criticism is to improve performance, not destroy trust.

When perceiving criticism, do not dodge or hide. If the criticism is unfounded, you have the right to say so, but only calmly. If criticism turns into personal insult, don't reciprocate.

A well-mannered person will always note that a colleague looks good today. Again, before you compliment, remember the rules:

be sincere;
be specific;
compliments need to be said on time;
don't make comparisons.

Accepting compliments:

just say thank you;
do not be shy and do not say something like: "What nonsense!";
don't say you could have done better with more time;
do not modernize the compliment on your part.

Be considerate of your colleagues. If someone has been sick for a long time, call or visit. Try to integrate into the team. If at work it is customary to drink tea or coffee, congratulate you on your birthday, participate in all events, help in organizing them. Those who collect money for a birthday present should not insist if a colleague refuses to donate money. In response to congratulations, a treat is usually offered, but it is undesirable to arrange too lavish celebrations in the workplace. Don't try to impress others with your generosity and culinary talents.

To the head

As a rule, a newcomer to an organization faces a large number of difficulties, the bulk of which is generated precisely by the lack of information about the procedure for work, location, and characteristics of colleagues. A special procedure for introducing a new employee into an organization can help to remove a large number of problems that arise at the beginning of work, which ultimately will give positive results in the form of increasing the productivity of a new employee, improving the psycho-emotional state of the team as a whole. Since, as practice shows, 90% of those who quit their jobs during the year made this decision on the first day of their work.

The adaptation process is a two-way process. On the one hand, behind the fact that a person started working in a company, there is a conscious choice based on a certain motivation. the decision, and responsibility for this decision. On the other hand, an organization assumes certain obligations by hiring an employee to perform a specific job.

Four stages of adaptation

First step - assessment of the level of preparedness of a beginner... It is necessary to develop an adaptation program. If the employee has experience in relevant structural units, the period of its adaptation will be minimal. However, since organizational structure depends on a number of parameters, a beginner inevitably finds himself in a situation unfamiliar to him. Adaptation should include familiarity with the staff, communication features, rules of conduct.

Second phase - orientation... The stage involves the practical acquaintance of a new employee with their responsibilities and the requirements that are presented to him by the organization. As a rule, the orientation program includes a series of short lectures and excursions, during which questions about the organization's policy, remuneration, additional benefits, safety measures, economic factors, procedures, rules, regulations, reporting forms, work duties and responsibilities.

The third stage is effective adaptation... Consists in the adaptation of a newcomer to his status and is largely determined by his inclusion in interpersonal relationships with colleagues. As part of this stage, it is necessary to give the newcomer the opportunity to actively act in various fields, testing on himself the acquired knowledge about the organization.

Fourth stage - functioning... This stage completes the adaptation process, it is characterized by the gradual overcoming of production and interpersonal problems and the transition to stable work. With the spontaneous development of the adaptation process, this stage begins after 1-1.5 years of work. If the process is regulated, then the stage can come in a few months.

Reducing the adaptation period can bring significant financial benefits, especially if the organization involves a large number of staff.

Three main directions of adaptation

1. Introduction to the organization. This is a rather lengthy process that takes 1-2 first months of work.

An organization is an identifiable social community whose members pursue multiple long-term goals shared by all, relying on conscious and coordinated action and interpersonal relationships. When deciding to join an organization, a person determines what he can contribute - skills, actions, abilities, potential. If there is an alternative, an organization is selected that has values and beliefs that are close to the person. The employer attracts the employee to perform certain tasks and at the same time bribes him as a person. The expectations of the employee and the employer from the date of joining the organization will represent a compromise. Any organization is based on compromise.

Even before deciding to accept the proposed job, a person tries to imagine what it will be like. Reducing painful uncertainty in the first days of work can only be achieved by quickly assimilating all relevant information. If you are on your own, it can take months to collect and analyze. Therefore, there can be only one way out - to adapt, adapt and adapt again.

Researchers divide the process of an employee's entry into an organization into four stages.

Stage 1. Waiting. The phase precedes the actual entry into the organization. The less you learn at this stage, the higher the likelihood that you will not have to stay long in the organization. The employer is interested in telling the truth during the job interview.

Stage 2. Formal introduction. The more important social security, a system of structured relations and a strong position are for an individual, the more readily formal signals about the expected behavior of him are assimilated. Within a few hours, the hired employee explicitly or implicitly accepts common goals organization, agrees with the tasks that he will have to solve, etc.

Stage 3. Assimilating the expectations of colleagues. Informal values, norms and expectations are just as important as formal ones. Through verbal and non-verbal signals, informal or friendly relationships are acquired social support and the support of your individuality. Soon, group norms about work performance, pace of work, dress, etc., are added to the understanding of the role to be played in the organization.

Stage 4. Completion of the process of joining the organization. By this time, the employee should feel comfortable enough. The stress of joining is gone; formal and informal expectations are known; we contribute to the common cause. In turn, we receive, as agreed upon when hiring, regular wages. We can use verbal and non-verbal cues to convince others to align formal requirements more in line with our expectations. Successful getting used to social role should be about job satisfaction. Role includes both formal, technical, informal and personal expectations about the job. Some people think that an organization is a collective of actors who play roles for the sake of achieving a specific goal... It is easy for some employees to enter the role, for others it is difficult. For this reason, playing roles can never be completely satisfying. Here you should take into account the likelihood of some situations related to role adaptation.

The introduction procedure into the organization should facilitate the assimilation of accepted norms and rules and provide employees with the information they need and which they strive to have. The process of introducing into the organization largely determines whether employees will internalize the values and attitudes approved by the organization, whether they will feel a sense of commitment to it, or they will develop a negative image of the company. The planned work of introducing an employee into the organization involves providing him with complete information. The employee is informed about the history of the organization, its prospects, policies and rules, the structure of the organization, the organization of the work of units and their interaction, the order of work, the number and location of units.

In the process of introduction to the organization, not only a positive attitude of employees to a new place of work is ensured, but also an understanding of the principles of the organization's functioning, clarification of the requirements and expectations from the company.

3. Introduction to the post. An induction is the process by which a newcomer is transformed into a full member of the organization. With the help of effective procedures, it should go as smoothly and painlessly as possible. New employee the organization is transformed in two respects - its behavior changes, the feelings of loyalty and devotion are switched to a new object (the employer's organization). The individual begins to resemble and behave like other co-workers.

Information that needs to be communicated to a beginner:

who is the immediate superior and supervisor;
what are the requirements for the length of the working day, which is considered late and early leaving work;
who is on the team, where the newcomer is enrolled, and what are the responsibilities of each of them;
how should a new member of the organization communicate with them;
what is the contribution of the team to the work of the firm as a whole;
what career opportunities open up in the firm;
how it is planned to improve qualifications and professional growth;
how the remuneration system works, including salaries, bonuses, vacation pay, and the pension program.

The second challenge of the induction process is to get the new employee to be loyal and committed to the firm. This aspect of the program determines, to a certain extent, the length of his stay in the company. The manager's tactics should captivate and interest the newbie.

The immediate supervisor of the new employee begins his communication with the newcomers after being interviewed by the head of the department. He is responsible for his familiarization with the work and the main functional responsibilities... The immediate supervisor reveals the main content of the professional activity and how the work of the new employee contributes to the overall success of the organization. The leader should consider what measures could help the newcomer to gain the necessary confidence.

When inaugurating a position, it is important to pay attention to the following issues:

Colleagues of the new employee and their tasks. Is everything done for effective cooperation?
The general type of tasks that he will perform during the first few days. Is ready new employee to their successful implementation?
Requirements for his work, the degree of his responsibility for the results of his work. Does the new employee have a good enough understanding of them?
Who is responsible for his training in the unit. Does the new employee see this connection clearly enough?
Start and end time of work, lunch break time. How knowledgeable is the new employee of the basic requirements internal regulations?
Where should his personal belongings be kept?

A warm welcome, a properly planned and well-organized adaptation program for a new employee allows him to quickly reach the required level of professional performance, direct his work with full dedication to the good of the organization.

In practice, two adaptation models are most often used.

The first model is recruitment adaptation. Immediately after hiring, it is necessary to form a stable positive attitude towards corporate standards and processes among new employees, as well as to activate and maintain personal skills in applying standards in standard and non-standard working situations.

Achievement of this goal is ensured by solving the following tasks:

to familiarize employees with the corporate standards of the company;
to form a stable active-positive attitude towards the corporate standards of the company;
develop personal skills in applying corporate standards in work situations.

The second model is adaptation in the changing conditions of professional activity.

An employee often has to adapt, working in the same company, in a situation of changing professional conditions. The company must constantly monitor the level and dynamics of employee satisfaction in order to be able to influence motivation through the use of special technologies.

Galina Georgievna Panichkina,
Candidate economic sciences, Associate Professor of the Department of Marketing
Volga Region Academy of Public Administration
named after P.A. Stolypin under the President of the Russian Federation
The article is provided by the site Elitarium.ru

The meaning of competent planning of the manager's working day is to determine the priority areas of activity for several days in advance, which will free up time for solving creative problems.

From the article you will learn:

Competent and effective leadership is the factor that distinguishes successful and prosperous enterprises from those in decline and stagnation.

A characteristic feature of a good leader is the ability to rationally use work time... This approach allows you to free up time not only for rest and leisure, but most importantly - for a creative approach to the performance of managerial duties.

A modern successful leader must be able to manage not only his working time, but the time of his team and the entire enterprise as a whole.

Working time shortage

Lack of working time, its constant shortage to solve all the planned tasks is a problem that many managers face. The table below will help to analyze in detail the causes of this situation:

Deficiency reason	Description of the problem
Unjustified haste	The leader is constantly in a hurry himself and rushes subordinates. As a result, important tasks are performed superficially, "for the sake of appearance"
Fatigue	Permanent job in emergency mode leads to rapid fatigue
A large accumulation of unfinished business	Lack of a clear plan and the habit of taking on several tasks at once leads to a heap of work
	This trait is inherent in overly emotional and impulsive leaders not prone to rational planning
Demotivation	A trait common to appointed directors with low wages
Lack of plan	An unorganized and undisciplined person becomes a leader who does not represent the prospects for the development of the company
Finishing work at home	This is a symptom of a serious problem. If the manager takes work home, then there is an urgent need to optimize the work schedule.

Organization of the manager's working day

Planning and organization of working time the head- the process is complex, taking into account many parameters and factors at once. The result of a correctly completed process will not only save time, but also the appearance in the work schedule - empty cells, that is, periods that are not busy with anything and which can be devoted to solving problems that are postponed "for later", or you can think about the upcoming affairs and planning.

The first thing a manager needs to do when starting to fulfill his managerial responsibilities is to define a list of tasks and match him with the resource of the available time. The amount of time in a day cannot be increased, so tasks for which there will obviously not be enough time need to be delegated to subordinates.

In general, the entire set of time available to the manager can be segmented as follows:

Ideally, you need to keep track of, that is, record how much time was spent on various tasks. This will take discipline at first, but the results will exceed your expectations. You will see that the execution of really important tasks does not take much time, and most of the time it is not the task itself that "eats up" the time, but the transition from one task to another: you finished one task, decided to take a break - to walk, drink coffee, talk with subordinates and prepare for the next job. This break can stretch for an hour, while the case itself took half an hour.

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Diversification of goals

Creating a balanced and harmonious time management system will require the manager to be able to "separate the wheat from the chaff", ie. allocate priority goals and cut off secondary ones. This separation of goals will help not only to correctly plan the sequence of actions, but also serve as an additional motivating factor: all efforts will be devoted to really important tasks.

The S.M.A.R.T. method will help you diversify your goals. According to this technique, any goal should be:

Specific;
Measurable;
Achievable;
Realistic and
Limited in time

Of course, setting goals and prioritizing them is only the first step in the beginning of a long journey. The second step is to transform the list of goals into an action plan.

Work plan development technology

The basic rule for developing plans for the day, week and month is the strict observance of the uniform principles of their preparation.

The leader should pay attention to the following points:

Each working day and each working week must be completed by drawing up a plan for the day or week;
If there are still things that you did not complete in a day, and they have not lost their relevance, reschedule them to the next day;
To complete any work, you need to set measurable deadlines;
The order of doing things should be in accordance with their importance and priority;
Highlight key areas of activity for the day and week;
Practice efficient use working time.

Planning sequence

A planner, a work time map, and a standard daily routine are three things a manager needs to start planning their time.

Further, his actions should have the following sequence:

Development of a standard daily routine;
Entering into it all the tasks, meetings, meetings, etc., which are outlined in the plans for the month, quarter, half year and year.
Grouping of all tasks by execution time and ordering them in order of priority;
Assigning priority importance to each case;
Controlling so that the execution time of one task does not overlap with another;
Instruct the secretary to remind you of upcoming events;
Leave some of the cells in the schedule empty - for a reserve;
Remember to schedule time for rest and lunch breaks.

Examples of planning a working day

Let's look at a planning example first working week head:

Now let's look at an example of planning a manager's working day:

9.00-9.30 - morning meeting, approval of the work plan;
9.30-10.00 - work with mail;
10.00-11.00 - work with documents;
11.00-12.00 - development and setting of tasks, communication with employees;
12.00-13.00 - personal time;
13.00-14.00 - lunch break;
14.00-15.00 - control over the execution of orders and assigned tasks;
15.00-18.00 - meetings with business partners;
8.00-19.00 - work with business papers.

For regular monitoring of the efficiency of spending working time, it is necessary to carry out a set of analytical procedures.

Such an analysis, carried out in a timely manner, will provide useful information about the potential of the leader and those points that need to be further improved. It is necessary to objectively compare the real state of affairs and the ideal image that exists in the project. At the same time, it is necessary to reasonably take into account the available material resources, as well as personal and time resources.

The tasks that you set yourself should be as specific as possible;
Study the to-do list carefully;
The due date for each task should be clearly defined;
Cases with a specific due date are done first.

Why women should be praised more often than men; what tone to give orders and other subtleties that will not be taught in any business school.

Effective leadership of people requires specific skills that, unfortunately, are not developed in everyday life. The formula is simple: lack of managerial skills = lack of effective leadership. And if you do not adhere to this axiom, your work in leadership position will be torture for both subordinates and for you personally. Using these tips, you will learn how to do it quickly, clearly, effectively.

People do not work on their own, they have to be put into work. It is difficult for a person to start in the morning, and later - when he has already “entered the rut” - to stop. Therefore, in the morning and in the afternoon, teach yourself to bypass workplaces, and by your presence to stimulate subordinates to start work. Make sure that subordinates go out to lunch and leave the workplace no later than indicated in their schedule (provided there are no emergencies). Thus, you save employees from overwork, which is a kind of error prevention.
Observe this algorithm: first, assignments were given or confirmed and only then you start to perform own tasks... Do not make subordinates wait for your assignments, it annoys them!
Instructions regarding tasks should be voiced as clearly, loudly, and directively as possible. They should be completely different from the usual conversational manner. The repaired should not ponder and discuss what "it was" - a task, a wish, a joke of humor.
Plan your work for tomorrow. Allocate a specific time to solve this problem, for example, from 14:00 to 15:00. And then at 15:00 you should already know exactly who and what will be doing tomorrow.
Separate the working from the non-working, as one idly staggering person can distract up to six others from work. Non-workers must be taught to hide. Make a rule: when you meet a slacker, organize the most unpleasant, dirtiest and stupid task for him.
Keep track of the organization of the work rhythm. Drive the too slow and hold on to the too rushed. It is your responsibility to create balance. If you do not urge the team on, then people will realize their unspent energy on the side: drinking, walking, re-educating their wife, gambling personal and other people's property. But if you drive the team too hard, then expensive and difficult to correct mistakes will arise in front of you.
Apply the carrot and stick rule. Demonstrate publicly that you keep a record of all the mistakes and merits of your subordinates. Be able to praise, if necessary: this motivates the employee, shows him that his work is appreciated. And use the whip when the behavior is inappropriate. This technique develops discipline. Academician Ivan Pavlov, experimenting on dogs, found that the ideal proportion between reward and punishment is 7 to 1.
Do not meddle with subordinates with your help if the situation does not require it. Remember that your main task is to organize the work in such a way that it can be done without your direct participation. After all, as he said Karl Marx: "If you want to influence other people, then you have to be a person who really stimulates and moves other people forward."
Women should be praised especially often. The body of women is arranged in a very successful way for leadership: the more you praise and defiantly appreciate, the better they work. Always use this technique. The method of gifts and treats is fine too. Don't be greedy: give each woman one tangerine a month or one candy - and the results will exceed your wildest expectations.
Feel free to remind people that they have come to work to work. A person, unfortunately, forgets about it, if not reminded at least once a week. Do this as correctly and politely as possible.
On Friday, write down what you need to start working Monday with: save at least an hour of working time. For two days off, operational tasks go somewhere in the backyard of memory and do not emerge immediately.
Learn to scold and scold people without emotion. Remember that you have agreed with a subordinate (within employment contract) that you are older than him in position, but no one gave you absolute rights to his upbringing.
Remember that the one who organized the optimal work rhythm, and not the one who demanded the most, achieves the maximum result at the end of the month. Your task is to load people so that they would be slightly tired for lunch, and after lunch they would have enough energy until the end of the working day. During the night, they must have time to recuperate in order to work the next day. By squeezing all the strength out of people, you will receive the desired results for a very short time. If your business process doesn't involve regular staff changes, don't do it. By the way, it is interesting that in Russian business culture it is not customary to sleep at work during lunchtime: apparently, in the value base, the willingness to do work is still on a higher priority than labor productivity.
In order to control something, you need to know the control object. You should know basic information about your subordinates: married, children, main hobbies, interests. When talking to a person, take him not as "Vasya Pupkin", but as "Vasya + wife + two children + a volume of your own poems in your hands." I assure you: the quality of communication, understanding and effectiveness of your communication will be much better.
Accept two things: money and responsibility are unfairly distributed. If you are a leader, you will be required to be held accountable for what you cannot influence, to demand the impossible financial results... If you prove directly and rationally that this is impossible, you will be written down as opponents. If you agree, you will be perceived as "terpily". We need to find our own strategy for conveying doubts about the reality of plans.
Listen to the comments of your superiors. From a higher level, your erroneous actions are visible, which in principle are invisible from your level.
Devote Special attention transfer of information to related departments of the organization, specialists. The necessary information should be transmitted at the right time and place in the required form. The transmitted information should be sufficient, but not redundant. If information is passed on too early, it is likely to be forgotten. If it is too late, it will not be properly responded to. The form of transferring information should provide the receiving party with the convenience of working with it.

Thank you for attention! I sincerely hope that this material will be useful for you, and most importantly - used in your work. Constructive criticism and significant additions in the comments are welcome!

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Being a leader is most likely your conscious choice. This is when, instead of “getting money,” a person chooses to “earn”. About making difficult decisions and responsibility. And also about how to create a coherent, continuously functioning system of processes that affect the world.

Only when you sit high are there hundreds of times more tasks and problems. In this article, we deal with one of the first - how can a new leader write an adequate work plan and what first steps to take in a new place.

We will build on the experience of our clients from different business areas. We will present the most illustrative situations in the form of cases (problem / solution).

The first steps of a leader in a new place

The period of adaptation of the chief has been described many times in articles on many management portals. Among them are examples of recommendations from:

HR-s
psychologists and
on the part of existing entrepreneurs and managers

Which ones to take into account? Each side preaches its own approach. Customer experience shows that everyone has a place to be. However, there are a few things you need to consider.

First, any information is useful in context. If you have been managing one enterprise for the last 20 years and have moved to another, or if this is your first time in a position, the strategy will be radically different.

Secondly, in order for you as a leader to have a truly effective plan, you need to clearly understand the goals that you set (or the owners set for you). We have seen some rather strange cases where new leader I really liked the subordinates, brilliantly presented the company's action plan for a year, but at the same time after 3 months it became clear that the real indicators and even discipline had deteriorated. That is, a person beautifully "sold himself and his plan" to everyone, and there was no sense of meaning behind him.

How to start writing a new manager's work plan

If you have clearly defined your goals for new position, you understand that there is serious work ahead, and, at the same time, we intend to write a plan useful for the company, we suggest starting with the following:

Document analysis management accounting predecessor
, plus a personal interview with everyone)
SWOT analysis of the company
Description of the first 10 steps that seem logical to you

Then, with these sketches, you go to the owners, discuss, and get feedback. Sometimes the owners are attracted, who help to look at the developments from the outside and draw the right conclusions for each of the parties.

Only after such a meeting will you begin to "enter" current position affairs, and you will be ready to write a basic, real work plan.

Before drawing up a plan, you need to understand the business processes.

In one of the private clinics in Kiev, he was hired new director... They took a person with no experience in the medical field, in order to introduce methods of promotion that were unusual for her. Before that, the clinic was run by the owner, and we were invited to help the new director take the case and develop a plan for the year.

After analyzing the job descriptions, possible communication bottlenecks between these two people, as well as based on the results of the questionnaire, the personal concerns of each, we organized a weekly supervision plan. The new manager worked for a month in the clinic in various administrative positions under the supervision of a staff member.

After 3 weeks, the manager showed a good understanding of the clinic's processes. And after 4 weeks, the plan was ready, approved by the owner.

What is planned does not have to be local

An enterprise for the production of mineral fertilizers... After the outbreak of hostilities in the eastern regions of Ukraine (and a corresponding decrease in demand in these regions), the owners decided to hire a new head of sales.

We participated in the process. The difficulty was that the candidates proposed all sorts of plans for the development of the sales department, lobbied for the hiring of acquaintances, etc. Most of them were quite logical, but according to the experience of our consultants, most likely such innovations would cause a sharp rejection among ordinary employees of the department. That is, we would additionally have to fight them, as often happens.

We have developed a questionnaire consisting of blocks for owners, employees, as well as 2 key clients(with whom a personal relationship has been established). As a result, using bare statistics, they were able to choose a leader according to a plan that was moderately ambitious, aggressive, and moderately taking into account visions from within.

The bottom line is that your plan is to maneuver between the interests of all parties. Then the chances of successful implementation will increase significantly.

First 100 days and plan

In one of retail chains just before the New Year, a new leader had to be hired. Recruitment agencies more than 15 applicants were invited, and the owner personally approved the final candidacy. But during a corporate party new boss proved to be a fanatic of implementations and changes. Warmed up with alcohol, he read out from his diary a list of items that would change and when. He entered into polemics with whom he would have to, argued, shouted "you think small and do not understand anything." Naturally, the employees began to be friends against him and his changes, although for the most part they were quite literate.

There is a common truth - a new leader in the first 100 days of his work must be very careful not to harm (even if not intentionally), not to make it worse. You must pause, give your subordinates an opportunity to get used to your way of managing.

Plan structure

Technically, the manager's work plan contains the following sections:

Goals to be achieved
Stages (periods) with measurable intermediate result
Tasks for each stage, with deadlines, necessary costs and performance metrics
Executors and responsible persons for each task
Incentives / penalties for completing or not completing each task

Very similar in essence to a business plan. Also, the task is to show the liquidity of each action, to describe the processes, justifying each of them, predicting the possible benefits.

You can move away from it, but the listed points must be touched upon.

Outcomes

The first steps of a manager in a new place should be verified. We saw this from the given examples from the lives of our clients.

Don't rush to suggest change. This can discredit you as a leader. Start by adapting to a new location. Let your colleagues adapt to you. Get the support of the owner. And then all the planned actions in the eyes of both employees and owners will be in place and correctly implemented.

If we can be useful for you in the planning process - ask questions by contacting in a way convenient for you. We will gladly and free of charge answer them, because we want new leaders in Ukraine to take office effectively and understand which steps should be taken first and which ones to avoid.

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