你的员工会有这样的
表
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现吗如何对待(Will your employees behave like this How do you treat them)
你的员工会有这样的表现吗如何对待(Will your employees behave
like this How do you treat them)
Seven or eight years of university graduation work, if it is successful, should be able to sit in a position of department managers. Then stay in the Department Manager for five or six years, if there is no promotion, can not see the development of the forty year old, the coordinate point of life is no longer rising, will have confusion, facing the choice. Before the enterprise a director told me: "I can mix mixed, a meteoric rise, hard work, and track position!" Today, many of the survivors of the layoffs have just taken a breath, and have to face the day after day workplace training, forced to join in neither left behind and can not step up a "mixed" family.
The more interesting things, the longer the time, but also tired of knowing. The teacher taught the same year after year the first grade children, the doctor for the patient day in and day out, accounting books all day long treatment, all tired. The stagnation of satisfaction is caused by a long period of work that has been very skilled, so everyone is likely to encounter it. The deeper you know about your job, the more likely you are to fall into a stagnation of satisfaction.
When you do the same job for a long time, you often complain about the fact that you find other people's attitude towards you, and they think that you can do all the work you can do. The company is indifferent to you and will never bother to cultivate you, because it is not important for the company to exist. Most of the staff in the company are very conscientious and reliable, they do not rise above the common herd nor
meddlesome. But only when the employee and the lack of innovation in the conservative impulse, it is easy to overlook. Being neglected makes you feel insignificant, and then feels like you don't exist. Psychologically, this feeling can be said to be the most painful experience.
People in organizations can be divided into three categories: prominent people, ordinary people and unnecessary people. Prominent people are being reused, with great potential for promotion, and are expected to accept the leadership of the company. Their promotion and transfer and training are subject to the attention of others. Most of them, ordinary people, are ordinary, they do their jobs, they rarely make mistakes, they are not easy to get promoted, but they can still work efficiently. As for those redundant people, they can't do the job. New employees have training programs, people with reuse have training programs, and the rest of them have plans to rectify, and only ordinary people ignore them. It's because they've done most of the work in obscurity, and they're still producing output, so organizations are not aware of their stagnation. When they gradually become unnecessary people, problems emerge.
Enterprise organization is the collection of the majority of ordinary employees, all the operations, production are indispensable to them, ignore them, long time is bound to lead to consequences. Although they have no special value, the value of their collection is not measurable. Especially when they do the same job for a long time, they feel that companies don't need them, appreciate them, or even respect them. Some people don't run away from risks, but unfortunately they suffer from
structural stagnation and stagnation at the same time because they are stuck in the same kind of work for too long.
It should be clear that stagnation has nothing to do with your workload. Regardless of the heavy workload or leisure, as long as there is no new things to deal with, feel that every day's duties and problems are only mechanical repetition, you will fall into the stagnation of satisfaction. For most of us, year after year, doing the same job or being stuck in a job seems inevitable to produce stagnation of work, but it can actually be curbed. Stagnation of work type can be prevented beforehand or remedied afterwards. We should not limit ourselves to the ability to meet change and challenge unless it is due to personal timidity or organizational rigidity.
The work is complicated and can be familiar with for three years. Even if each situation is different, we can see that the same piece of work from home: how long does it take to become boring. Office workers who have years of experience have been unable to gain self-worth from those who are familiar with routine, repetitive homework processes.
In all industries and organizations,
You can find people who are stuck in stasis for a long time. In middle age, the promotion is hopeless, the level shift is also very few, stayed in the same position has also many years, the age gradually grows, causes them to any change naturally the resistance feeling. Studies show that people aged twenty to thirty expect change, because it's a challenge and an opportunity. However, nearly 40 years, many people become
unhappy with change, not new training and experience, just want to maintain the status quo.
In fact, age and performance are not necessarily related. It's not the age, but the sense of failure that makes people refuse to change. Many people are nearly forty years old, not rising, not falling, motionless. They feel desperate, losing confidence. They don't want to see change, because they have the ability to deal with the situation. People adapt to the real environment and stay in the same position for too long, and they feel that they can't deal with other affairs.
The structure type is stagnation of facts, if you admit it is a reality, means of promotion and salary only exists in the organization of a certain period of time. No hope of promotion must mycomplaint organization and morale, for those who are full of envy and hostility and be promoted step by step to a false promise to balance their frustrations. Therefore, a large number of management personnel will be sent once aware of the time in the future in the present position, they show some common characteristics is tired of the job, depressed, lost power, disappointment and so on. Stagnation brings unnecessary pain to enterprises, hinders the pace of enterprise progress, and hinders the development of enterprise capability.
Even if the leaders of the company are unwilling to admit that the company has stagnated, there are many phenomena that have caused the low morale of employees. Compared with the past, your market manager seems to be estranged from you, becoming unapproachable, short, quick, seemingly less tolerant of minor setbacks, and indifferent to the business of the company. In
the meeting, his speech is no longer the point, sometimes even deviate from the theme. He used to be passionate about his job, a star in the company, but he's getting depressed.
These are the behavioral characteristics of persons who have been arrested. The same is true for very talented managers. I'm sure you can see that the whole company lacks vitality, and the people who are receiving you look sleepy and listless. There was no rush or laughter in the middle of the work. You'll feel like everyone's killing time.
If a manager has felt that he has no hope of promotion, he will no longer be able to do his job actively. He does whatever he wants him to do, and passively manages his work.
Psychologists pointed out: "if employees in professional work in stagnation, when they recognize more powers do not have in the company, aware of your life will not be able to achieve all the lofty ideals and high aspirations, personal psychological will have great sense of frustration."
Stagnation makes people feel isolated and desperate, and begins to think that their performance is no longer appreciated, nor can they regain the respect of their colleagues. A sense of futility will take advantage of a weak point. No matter how hard you work, your talent will not be recognized. There is no hope of becoming a top decision maker, so it can't make a creative contribution to the company's development.
In addition to the feeling of isolation, there are many other symptoms. Once they get excited about, could not rise to come.
They become inaccessible or difficult to communicate with each other. If they are in the senior management, they may be depressed, suspicious and frustrated. Most of the senior managers in the stagnation phase are men aged 35 to 45. Women managers tend to be less susceptible to blocks because their views on life, values and rewards are not as narrow as male managers. Their self-esteem and self-consciousness are not as dependent on their careers as men do.
For a long time, men usually just judge whether they can be promoted or not to judge whether they are successful or unsuccessful. Male managers have set up a set of reward systems based on their work performance.
The system defines a unique connotation of their lives. This connotation, in both jobs and jobs, repels intimate relationships. The traditional male manager very feisty, this also impedes them to colleagues for advice, contacts and interfere with their colleagues outside the company. Women managers generally have a broader network of friendships, where they get satisfaction that has nothing to do with their job goals.
Two, stagnation mentality
Promotion and salary raise is each in the workplace for many people expected, but when the structure type of stagnation let them dreams, different people show different attitudes and behavior, according to our interviews and surveys, stagnant people usually have the following state of mind:
The cause of 1..
They are smart and competent, but they feel that they are not good enough. Once they are promoted, they have no confidence and feel that they are not trusted. They often say, "these jobs are boring," but the real feeling is "I may not do any work."".
2. each other.
It's common in officialdom, so it looks very normal. Especially in the mutual friction between competitors, so that they can not care about things besides the promotion. "I can't you also don't want" is the most common mentality, they often take others in order to get their results to Baogong, honor, position and salary, and is no longer the work based enterprise staff, and more like a politician in the enterprise.
3. self-expression
These people are quick to stand, if no notice of him, they will become aggravated, until the people pay attention to. Usually, people think they like grandstanding".
4. peace first
Smile at any request. Others ask him to help, he always put down his work to support, his work at hand has to add [FS:PAGE] class. They rarely get a real appreciation, in front of the leadership did not dare to express his opinion, but was wronged, but home to vent. This kind of person avoids conflict at all costs, in order to avoid conflict, suppress feelings. In the end, the
inability to resolve conflicts spread to marriage, parenthood, and brotherhood.
5. black or white
The world in their eyes is neither black nor white. They believe that everything should have a standard answer. They always feel that they are defending their beliefs and sticking to their principles. The tolerance of this kind of person is decreasing, because it is difficult for someone to get along with them.
Over 6.
They are typical pessimists, unfounded. Before taking action, he would imagine all the negative consequences and feel anxious. This served as a director, because of fear of risk and failing to delay, dilemma.
7. not competent
Diligent in work, but also technical and talent, but because of a long time trapped in a certain work, after the promotion of knowledge learned completely with the new work is not on the number. For example, when a person with superb skills is promoted to a technical supervisor, he will not rise to a higher position unless he has learned management skills or received training in this field. They have long been dissatisfied with this situation, but they dare not make bold statements, but just speak in a roundabout way, the information can not be conveyed, or ignored by the boss.
8. confused and uncertain
They felt like they had lost their way. "Did I go the right way?"" They doubt it. They feel empty, their roles are dispensable, they can't keep up with them, they don't have a sense of belonging.
Muddle along 9.
The problem of this person is not to do bad work, but to give full play to their potential. Their work was top-notch when they were careful, but they thought that no matter how hard they tried, they couldn't change the status quo. Their attitude began to change as the bridesmaid does not want to dominate, but also do not want to take the initiative, muddle along.
10. hate bosses
This kind of person is very capable and good at work, and they have enough confidence, even self-confidence.
They look down on their colleagues and doubt their abilities. From jealousy or other reasons, they always get along with people in a hostile attitude, deliberately make trouble for their superiors, and have a little conflict with everyone.
11. full of complaints
One side of the work, while the work is not satisfied; while completing the task, while a sad face. People always feel that they are passive. People who complain tend to think that they
are confusing and interfering with their work, and that they never get a chance to upgrade or get a raise. They can't deal with the relationship between themselves and others, lack self-confidence, so that the subjective initiative is hurt.
All these bad working attitudes will cause great damage to the productivity of the organization, resulting in the low morale of employees. Although many people in the company recognize this problem, no one below the president is willing to deal directly with the troubled employees. They have made great contributions to the development of the company, but now their brilliant achievements have lost their luster. In the worst case, they will be seen as the burden of the enterprise; in the best case, they are also considered to be filled with empty spare tires.
Three, how to manage stagnant employees
What decision makers should do
Once the enterprise stagnates, it must start with the decision maker. Because they determine organizational policies and basic concepts that affect employee behavior.
Management psychologists often suggest: reduce the scope of the manager's responsibility, so that they have the opportunity to gather energy in their ability to work. They can also increase their work pressure appropriately. The important thing is to let the managers know that, despite their frustrations and setbacks, the company still needs to achieve its goals. It's especially important to let them know how to accomplish their
goals by working hard.
The experienced middle managers are regarded as dinosaurs in the enterprise and always put forward the reasons why things can not be done.
Decision makers generally believe this view, and are reluctant to use middle managers as trustworthy and insightful consultants. Because they understand that the middle managers are inherently refusing to change, they just pretend to listen. Even the top managers who claim that middle managers should be included in strategic considerations are less likely to take such turns of action Conversely, the middle managers, who know that their opinions are not heard, have chosen the role of "complaining about children". They hide all the efforts to create reform, because they know that if they fail, they will be punished. They don't want to attract the attention of top managers.
If the managers who have been promoted to the top have taught their young people the values, the culture and the skills in their minds, they can make the young generation more profitable and grow up quickly. It's good for the company and for the individual. Hope that organizations can value their contribution, and the company's spiritual wealth is usually pinned on them.
When organizations are no longer giving rewards to people in the form of the past, they should design updated, more diverse and rewarding rewards. And when employees no longer pursue those old rewards, organizations should give them new
opportunities. It is crucial that the arrested person have to be respected. When they are respected, they can create innovative prospects, find opportunities that can contribute, and get other forms of satisfaction from their current lives.
Stagnation is a painful topic. It's always stressful to start a conversation, but it's often a relief. But if you refuse to discuss this topic, it will only make the facts unclear, and make the staff confused. Managers must be aware of the fact, present the facts, and create a relaxed discussion atmosphere to help employees face this problem and establish realistic expectations for opportunities for promotion.
Corporate decision makers should have a clear attitude towards stagnation. Ignoring it can only expand the problem, cause employees' frustration and fear, and reduce efficiency and output.