Head of catering at school duties. The work plan and the first steps of the manager in the new place. Sequence of actions for planning

View job description

Duties:

At a predetermined time, you will be responsible for the correct quantity of products available for shipment that meet the quality standards requested by the purchaser. Work according to standards Work according to plan Operational management Human resource management Customer service Product quality and documentary control Health and safety Main horizontal interaction Sales and orders department, Beginning. warehouse and purchasing department, technical department, accounting department, quality engineer.

Subordinates: Shift supervisor, shift foreman, technologists, production shops, warehouse for finished products and containers, bakery, hot shop, material warehouse, purchases.

Job responsibilities

1. To manage the production and economic activities of the enterprise. To ensure the fulfillment of production targets, the rhythmic release of high quality products.

2. Carry out work to improve production, its technology, mechanization and automation of production processes, prevent rejects and improve the quality of finished products, save all types of resources, use the reserve for increasing labor productivity and reduce production costs.

3. Organize current production planning, take into account, draw up and timely submit reports on production activities, improve labor rationing and material incentives, generalize and disseminate advanced techniques and methods of labor.

4. Ensure the technically correct operation of equipment and other fixed assets, monitor the implementation of the repair schedule for equipment and other fixed assets.

5. Coordinate the work of the shops and the warehouse.

6. To detect and eliminate deficiencies and take preventive measures within the framework of their responsibility.

7. Carry out the selection of personnel for production, their placement and appropriate use.

8. Monitor compliance by employees with the rules and regulations of labor protection and safety, production and labor discipline, internal labor regulations.

9. Submit proposals on the promotion of distinguished employees, the imposition of disciplinary penalties on violators of production and labor discipline. Apply, if necessary, measures of material impact.

10. Organize work to improve the qualifications of production employees, conduct educational work in a team.

11. Ensure full compliance of the enterprise with the requirements of the Risk Analysis Critical Control Points (HACCP) system.

12. Control over the observance of measures for the safety of material values, maintenance of reporting documentation and preparation of daily reports on production and warehouses by technologists and warehouse managers.

13. Ensure the availability of appropriate permits (certificates, veterinary certificates, sanitary and epidemiological conclusions) and specifications existing for raw materials, materials and finished products. Control over the technological and sanitary - hygienic quality of products. Fulfill and comply with all technological requirements in the production of finished products.

14. To independently analyze the loss of products and materials and control in accordance with the norms.

15. To investigate the causes of non-compliance with standards, norms, specifications, recipes and requirements in cases of defects and other production violations. To impose penalties depending on the damage caused to the enterprise.

16. Control the entire technological process, starting from the reception and storage temperature of raw materials and materials through the production process to sending the finished product to the buyer in accordance with the requirements of SanPiN, HACCP, NTD.

13. Control the timeliness of passing medical examinations by all employees of the enterprise. Monitor the health of production employees and prevent unhealthy persons from working, according to the requirements of SanPiN, for one reason or another.

14. Monitor the standards of production, hygiene and housekeeping (ensure that the requirements established at the enterprise for the release of a quality product are met).

15. Control the timely delivery of products for the rhythmic work of production, the implementation of the timely shipment of the finished product, taking into account its shelf life, prevent the entry into production of raw materials that are inappropriate for sanitary and epidemiological indications.

16. Monitor the employees' compliance with sanitary and hygienic rules and requirements of SanPiN and HACCP.

17. Follow the procedure stipulated by the Production Control Program. Ensure compliance with the requirements of SanPiN for microbiological indicators of finished products and production equipment.

Full time work.

Terms:

Schedule 5/2 from 8.00 to 17.00. When on duty, emergency call 24 hours a day from Monday to Sunday. Biryulyovo West

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 differentiates successful and prosperous enterprises from those in decline and stagnation.

A characteristic feature of a good leader is the ability to use working time efficiently. This approach allows you to free up time not only for rest and leisure, but most importantly - for a creative approach to the execution 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 deficit

The shortage 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 show"
Fatigue	Constant work in the crunch mode leads to quick 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 characteristic of overly emotional and impulsive leadersnot prone to rational planning
Demotivation	A trait of low-paid appointed directors
Lack of plan	An unorganized and undisciplined person becomes a leader who does not represent the company's development prospects
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 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 future tasks 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 compare the resource of the available time to him. The amount of time in a day cannot be increased, so tasks for which there is clearly not 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 is not “eaten up” by the task itself, but by 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.

Read also:

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", i.e. allocate priority goals and cut off secondary ones. This separation of goals will not only help 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 to 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 to clearly adhere to 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 things left 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 consistent with their importance and priority;
Highlight key areas of activity for the day and week;
Practice efficient use of your time.

Sequence of actions for planning

A planner, a time schedule, 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 tasks, meetings, conferences, etc., which are outlined in the plans for the month, quarter, half year and year.
Grouping all tasks by execution time and ordering them in order of priority;
Prioritization of importance to each case;
Controlling 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 reserve;
Remember to schedule time for rest and lunch breaks.

Examples of planning a working day

First, consider an example of planning a manager's work week:

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 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 moments 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, one must reasonably take into account the available material resources, as well as personal and time resources.

The tasks that you set for 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.

Job description of the production manager.

Position:production director.

Company:

Job profile (recruitment requirements):Woman or man 25-55 years old. Higher education. Competent specialist (work experience). Communicable. Resistant to stress. Possesses good organizational and leadership skills (At least two years of experience in a managerial position).

General purpose of the position:

Organization of the production process for the production of high-quality products: drawing up a production program, adhering to technological processes and cooking technology in general for production, organizing workplaces, training workers in cooking technology, providing raw materials for production of the required quality and in the required quantity, providing sufficient inventory.

Functional responsibilities	Output product	Product quality indicators
1. To manage the production and economic activities of the shop	Organized production	Efficiency
2. To direct the activities of the labor collective to ensure the release of products in accordance with the production task	Completed production task	Products of the required range and quality in the required quantity; Timeliness of the production task
3. Carry out work to improve the production process (optimization of production processes, the organization of the workplace, the introduction of new technologies, the effective use of technology and improving the professional skills of workers)	Study of new technologies and equipment, training of personnel in the workplace, holding production meetings and master classes, safety and health	Improving the quality of products; acceleration of production processes, reduction of production costs
4. To know the availability of raw materials, its assortment, draw up applications for the necessary raw materials and ingredients based on the production program as a whole for the entrusted area and transfer them to the head of the warehouse.	Drawn up applications and by the end of the working day.	Timeliness of submission; Completeness of data
5. Control the timing of receipt and sale, assortment, quantity and quality of food products, semi-finished products and raw materials received from the warehouse	Upon receipt of goods from the warehouse, check its assortment, quantity, shelf life.	Lack of surplus and / or shortage of some types of raw materials; Use only high quality raw materials
6. Exercise control over the technology of preparation of products, standards for laying raw materials and compliance by employees with sanitary requirements and rules of personal hygiene	Compliance with the recipe and production technology, Sanitation of workplaces, personal hygiene of employees.	Products of the required quality, its availability in the required volume, cleanliness of workplaces and personnel. Filling out health logs
7. At the beginning / at the end of the shift (depending on the mode of operation) to acquaint the foremen of the sections with the production task	Distribution of work by workshop and site	Maximum efficiency
8. Draw up a work schedule for employees and monitor compliance with it (if necessary, make changes to it).	Full work shift, full workload of the employee during working hours.	On time, every month
9. Maintain timesheet	Filling out the timesheet regularly and on time	Timeliness; Data reliability
10. Organize production accounting, preparation and timely submission of reports on production activities	Keeping records of production activities (can be delegated), its control.	Ease of processing Timeliness; Completeness of data
11. Controls the correct operation and sanitary condition of equipment and other fixed assets	Training of employees in the correct operation of equipment, filling out a safety log	No breakdowns caused by employees; no accidents. Compliance with the requirements of sanitation and hygiene for processing products.
12. Conduct training on cooking technology and other production issues	Conducting operational operations, training and monitoring on the spot, master classes	Improving the quality of products, stability of product quality.
13. Monitor the observance by employees of the rules and norms of labor protection and safety measures, production and labor discipline, internal labor regulations	Familiarization of employees with signatures with safety requirements, internal regulations and appropriate measures	Lack of accidents at work, observance of labor discipline
14. Carry out work to improve the qualifications of employees	Conducting certifications, internships.	100% employee involvement, product quality improvement.
15. Organization of the workplace of each employee	Provision of the necessary equipment, inventory and utensils. Convenience of work, minimal time spent on moving.	Increasing labor productivity
16. Constantly carry out rejection of finished products, control the release of each batch, enter data in the rejection log.	Only high quality products.	Absence of cases of release of defective products
17. To control the keeping by the foremen of the accounting of receipts from the warehouse and accounting for the dispatch of finished products from the shop.	Filling out the accounting journal.	Timeliness and reliability of data. No surplus of raw materials in production.
18. After 6 months of work, undergo a medical examination and supervise the passage of a medical examination by subordinates.	Passed medical examination	On time, every six months

Must know:

1. Resolutions, orders, orders, other guiding and normative documents of higher and other bodies concerning the work of public catering enterprises.

2. Organization and technology of production.

3. Assortment and requirements for the quality of dishes and culinary products.

4. Basics of rational and dietary nutrition.

5. Accounting rules and norms for the issuance of products.

7. Rates of consumption of raw materials and semi-finished products.

8. Standards and specifications for products, raw materials and semi-finished products.

9. Rules and terms of storage of products, raw materials and semi-finished products.

10. Types of technological equipment, principle of operation, technical characteristics and conditions of its operation.

11. Fundamentals of the economics of public catering.

12. Fundamentals of the organization of payment and labor incentives.

13. Fundamentals of labor organization.

14. Fundamentals of labor legislation.

15. Internal labor regulations.

16. Rules and regulations for labor protection, safety, industrial sanitation and personal hygiene, fire protection.

Qualification requirements:

1. Special knowledge and skills:

- Higher professional education and work experience in the specialty for at least a year, or secondary vocational education and work experience in the specialty for at least two years;
- Knowledge of the schedule and requirements for document flow;
- Knowledge of the range of products, as well as the terms and conditions of storage;

2. General knowledge and skills:

- Knowledge of the ethics of business communication and possession of negotiation skills;
- Self-management
- Ability to manage personnel

SUBORDINATION:

Direct: to the director.

IN SUBMISSION:

Directly: foremen of the sections, cooks.

Indirectly: all employees.

Rights:

In relation to the immediate supervisor

1. Make proposals to improve the efficiency of their work and the work of the organization.

2. Contact the Deputy Director for Production in the event of a conflict in the course of activities, if it is impossible to resolve independently.

3. To get acquainted with the draft decisions of the management concerning its activities and make proposals for changing these projects.

4. Require the management of the enterprise to assist in the performance of their official rights and responsibilities.

In relation to employees of other departments

1. Request the information and documents necessary for the organization's activities and appropriate to its level of access from representatives of other departments and seek the implementation of reasonable requests.

To make decisions

1. Within the framework of their functions listed in the job description

Responsibility:

Financial

For losses incurred through his own fault, the head. production or as a result of his actions, or inaction;

For malfunction or inconsistency of the state and / or complete set of the reporting equipment through the own fault of the shop manager

Functional

For unreliable information about the implementation of work plans

For failure to fulfill their official duties

For non-compliance with laws and regulations concerning the activities of the head of the shop

Organizational

For failure to comply with the provisions of guidance documents (rules, orders, instructions, regulations and other regulatory documents)

For non-compliance with labor and performance discipline, including labor regulations

For non-observance of commercial and official secrets

wORK STANDARDS:

Comes to work at 7-00, puts on a uniform, attaches a badge. Shoes should be with a closed toe, comfortable heels and fit.
On guard determines the availability of personnel in accordance with the distribution of the workshops and the schedule for going to work. Makes adjustments in the placement of people in accordance with production needs.
Quickly conducts a tour:
Controls technological processes
Checks the quality of finished products, p / f: checks the output of dishes, carries out rejection of ready-made dishes, makes marks in rejection magazines ..
Checks compliance with sanitary and technological standards.
Supervises the execution of applications and compliance with their deadlines.
Supervises the work of the production as a whole.
Resolves conflict situations arising in the process of work between employees.
At the end of the working day, checks the completion of the shift task by the employee
Conducts operational intelligence based on the results of the shift

Working conditions:

Irregular working hours.

The possibility of business trips.

NOTES:

In case of emergency situations, the head. production decides on the priority and priority of the performance of functions within the framework of its powers. In especially critical emergency situations, head. production makes a decision, coordinating with the head.

I have read the instructions:

Full name Date Signature

___________________ _______ ______

Full name Date Signature

___________________ _______ ______

Full name Date Signature

___________________ _______ ______

Full name Date Signature

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 of the professional activity of a production manager: job tasks, working conditions, rights, duties and responsibilities.
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 enterprise management. 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 of production processes;
the rules for making 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;
storage rules for products, taking into account the shelf life;
technological equipment with which the kitchen of the enterprise is equipped: its varieties, methods of work, technical characteristics and rules of application;
economic aspects of catering;
ways to stimulate the labor activity of subordinates;
rules of organization and remuneration;
orders and instructions issued by the management of the enterprise, which affect the topic of the functioning of the enterprise;
industrial sanitation rules.

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

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

Job responsibilities

2.1. The scope of the production manager's job functions 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 of their own production of the required quantity and quality - while relying on the production task;
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 level of products;
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 laying 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, the introduction of the latest technologies and labor methods;
control over the correct operation of machinery and other equipment;
briefing 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 areas, maintaining subordination;
creation of conditions for advanced training of subordinates.

Rights

3.1. The production manager has the following powers:

familiarization with projects developed by the management of the organization that relate to the functioning of the company;
manifestation of initiative in the form of making proposals that contribute to the optimization of work activities 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 company's structural divisions - 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 subject to sanctions due to violations of disciplinary norms;
the requirement from the authorities to create the appropriate conditions for the performance of official duties.

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;
causing material damage to the organization by their unlawful actions and negligent attitude to labor 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 that are included in this document include the following:

general provisions;
job responsibilities;
rights;
responsibility.

If necessary, writers can add sections on working conditions, interactions with other departments, etc. The consistency of work in production depends on the clarity of the preparation of this document. 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 the document with information about the general director of the enterprise. Information is provided about his position, company name, full name and signature with a decryption. The title of the document is placed in the center of the first sheet.

General Provisions

The General Provisions provide 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 the applicant for appointment to the position: education, work experience, additional skills, etc .;
legislative acts, orders and orders, which 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 an employee should rely on in the process of professional activity, the labor code of the Russian Federation is mentioned.

Job responsibilities

The duties 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. If this rule is not followed, the workflow will fail.

Rights

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

reporting to the management about outstanding employees and about employees who are negligent in their duties;
interaction with other structural divisions within their competence - when it is required by job tasks;
demand from the management to create working conditions that are necessary for well-coordinated work and the implementation of the plans;
taking part in meetings that affect the work of the enterprise and the field 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.

Responsibility

Responsibility implies those actions for which the employee will be punished. Punishments have different manifestations: penalties, sanctions, reprimands, 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 knowingly 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, a summary of the employee hired for the position is provided. The following data of the head of the enterprise are reported:

passport data;
business 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 gain legal force, it must have three signatures. In addition to the employee to whom the document is intended, signatures are left:

compiler of instructions;
cEO of the enterprise.

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

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.

Leading people effectively requires specific skills that, unfortunately, are not developed in everyday life. The formula is simple: Lack of management skills \u003d Lack of effective leadership. And if you do not adhere to this axiom, your work in a 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 a 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 for 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.
Follow this algorithm: first, assignments were distributed or confirmed, and only then do you begin to perform your own tasks. Don't make subordinates wait for your assignments, it annoys them!
Instructions concerning 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 bum, organize the most unpleasant, dirtiest and stupid task for him.
Keep track of the organization of the work rhythm. Drive too slow and hold back too rushed. Your responsibility is to create balance. If you do not rush the team, then people will realize the 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 merit of your subordinates. Be able to praise, if necessary: \u200b\u200bthis 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 demonstratively value, 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 mandarin a month or one candy - and the results will exceed your wildest expectations.
Feel free to remind people that they came 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 agreed with a subordinate (as part of an employment contract) that you are older than him in position, but no one gave you absolute rights to his upbringing.
Remember that the person 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 by lunchtime, 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 the lunch break: apparently, in the value base, the willingness to perform 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 Pupkina", but as "Vasya + wife + two children + a volume of your own poetry 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 manager, you will be held accountable for what you cannot influence, demanding impossible financial results. If you directly and rationally prove 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.
Pay special attention to the 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 information transmitted should be sufficient, but not redundant. If information is passed on too early, it is likely to be forgotten. If it’s too late, it’s not going to be properly responded to. The form of information transfer 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!

Comments

5 1 1 2

It might be helpful to read: