What a big question!
Quality management is divided into two main categories, one is quality control; the other is quality assurance.
Detailed back to the main answer to the quality control refers to the inspection class work, including process inspection, final inspection, etc., that is, often referred to as quality control positions, or QC; quality assurance mainly refers to the requirements of the system to monitor the process and procedures to ensure that it meets the requirements of the quality management system positions, generally refers to the system of maintenance engineers, quality management engineers and so on called, or QA.
As for the quality and skills involved in the words of the surface is too large, my ability is really limited, can only briefly say, quality is mainly to be divided into two categories, for QC, mainly involves a meticulous, rigorous work style, the need to strictly in accordance with the inspection protocols to complete their work. For QA, it is necessary to have a more macroscopic sense of the big picture, the need for effective diagnosis and analysis of the system operation and process operation, and find out there may be or has been the existence of the problem and the crux, and to give the appropriate measures to solve the problem. Skills are also two aspects, QC is mainly familiar with the relevant national and industry standards and industry production and service processes, there are certain products or services of professional knowledge, familiar with the positions of the relevant work skills, for the product can quickly respond to the problem of the ability; QA, then the main thing is to have a certain degree of auditing ability and skills, has been more skillful experience in process management, and at the same time to be more perfect familiarity with the industry to which it belongs. The more perfect degree of familiarity with the industry to which it belongs.
(2) to do a quality management personnel need to have what knowledge
Need a lot of knowledge.
Quality is divided into quality control and quality control, quality control is the line of inspectors, they have to understand the knowledge is product knowledge, each company is different, quality control to do the work is to check the product pass or fail.
Do quality control are generally engineers, the need for knowledge is more, to understand the company's entire operating process, to do the TQC (Toatal), to do the work, to do the work, to do the work, to do the work, to do the work, and to do the work. Quaility Control) from the supplier management, incoming material inspection, process control, customer service several aspects of quality control, some larger companies also have a DR (Design Review) department, that is, design review, reliability testing also belongs to the category of quality control. Need for knowledge is also a little more, language skills and communication skills, not to mention the quality system is to understand, followed by some common tools for quality control: QC seven practices, FMEA, Control Plan, etc., not to mention the specifics, the need for online are there. Fishbone is also to be used, mainly from the 4M1E to consider the issue of man, machine, material, method and environment, i.e. people, material, method and environment, that is, the quality control. material, method and environment, that is, people often say that people, machine, material, method, environment.
The second is to do Continue Improvement, continuous improvement, the relevant tools are PDCA, Plan Do Check Action, there is also said Analysis, continuous cycle, the last is also to understand the product, do not understand the product that you can only be other departments to fool. Said a little messy, their own understanding, the basic essence of quality control are here. Easier said than done. There are a lot of details of things is to slowly comprehend and accumulate in the daily work. I hope you have development in this industry!
(3) quality management personnel should have what kind of ability and quality
Hello!
It varies from person to person:
Overall,
Humble sense of service,
Good interpersonal communication skills,
Rigorous logical thinking ability,
Execution ability,
Mastery of quality tools and their use,
Systematization,
Preventive management,
Continuous improvement,
The quality management system is the most important part of the quality management system.
Detailed words a lot,
The conclusion is that when your customers and potential customers agree with your quality management, then it is a success
I hope to help you, hope to adopt.
(4) How to become a quality system auditor
You can become a quality system auditor by applying and passing the audit.
Application Requirements
1. Applicants for registration at all levels should read the CCAA-QMS Auditor Registration Guidelines carefully to understand the registration requirements.
2, the applicant should provide true and complete registration information, data. Application information, information should be used in Chinese or English, such as providing information in other languages, information, should be accompanied by a Chinese translation confirmed by the certification body employing the applicant.
3, the applicant should use the CCAA unified registration application form. The application form should be filled out completely, signed by the applicant, the registered sponsor, the person in charge of the recommending organization to sign and stamp the official seal of the recommending organization, attached to all the required supporting information, together with the registration fee to be submitted to the CCAA.
4, the applicant should sign a statement indicating that it agrees to comply with the requirements of the CCAA-QMS Auditor Registration Guidelines, in particular the requirements of the Code of Conduct for Auditors.
5, the applicant submits a complete application for registration information and registration fees, CCAA can accept the application to start the evaluation of the registration process. Registration fees see "Certified Personnel Registration Fee Rules".
6, the applicant if the registration process or registration information release methods, content and other special requirements, should be applied for written instructions.
(4) quality managers have what conditions Extended reading
Applicant qualifications experience requirements
1, educational experience
The applicant should have a college (including) or more higher education (see 1.3.8 definition).
2. Work experience
Applicants should have at least 4 years of work experience in technical or management positions.
Note: business operators (eg: sales staff, medical and nursing staff, financial tellers, equipment operators, service industry personnel engaged in specific services, etc.) their experience can not be accepted as auditor registration work experience.
3, quality management work experience
4, the applicant in all work experience should have at least 2 years of work experience related to quality management.
(5) quality management personnel must have what ability
Coordination ability: often you do not really have the leadership but to coordinate the parties. The ability to communicate and understand is very important.
Learning ability: you need to understand a lot of things you do not know.
Toughness: patience, persistence is very important. To be very good psychological quality, EQ high.
Management skills: especially the ability to manage your leaders skillfully and effectively. Many people think that the project manager is always accompanied by "ideal and glory", in fact, as a project manager is interested in improving the software development process in China, they bear more is "hard and painful". Adoption of the above control of the overall Chi Tiefeng
(6) enterprises need what kind of quality management personnel
1, can adhere to the principle of clear things to the importance of the self-importance of the matter, and can be resolute in their own decisions.
2, a high level of professionalism, familiar with product requirements, quality management tools, and can be flexibly applied.
3, have a certain ability to analyze data, have a certain ability to foresee, can put forward risk warning.
4, have a certain degree of organizational ability, can organize the personnel of different departments to carry out quality management activities.
(7) how to be a qualified quality management personnel, good quality management should have what qualities and skills
First need to understand: quality, cost, delivery
Quality = "customer's heart", "customer satisfaction "
Quality policy: The purpose of quality management, which is the basic policy of management, is to satisfy the user's demand for high performance, high trust, and high safety of the product, and to realize the enrichment of social life with the most economical production method and reasonable management idea.
Quality policy:
Users first, to provide users with goods and services to meet their requirements
Quality objectives:
(1) Challenge to zero defects;
(2) Provide customers with satisfactory service.
(3) Protect the environment, conserve resources, and contribute to the survival of the world and mankind.
(4) Manufacture excellent products and create excellent talents.
Customer First Ideology:
The production activities of the whole staff are centered around the most important thing is to create value. We should stand in the position of the customer, think for the customer, set up the "customer first" idea.
High value-added commodity quality:
The production of goods to meet the needs of customers, good and careful after-sales service to get the customer's welcome at the same time, so that the added value of goods to increase, to realize the production of products with high profits.
In summary, to be an excellent quality management personnel need:
1, with sufficient professional knowledge, can reasonably use a variety of management techniques;
2, have strong communication and coordination skills. With the production department, technical department, customers can be comfortable with communication between;
3, familiar with the quality management system. Such as ISO9001, 6 sigma, TS16949 and other industry standards;
4, good quality analysis, the results of the analysis to take effective corrective measures.
(8) What are the standard requirements for quality management systems
The establishment and implementation of quality management systems
The implementation of the ISO9000 standard "five paragraphs and fifteen steps" approach, this approach can be combined with the specific circumstances of the enterprise to make the appropriate adjustments.
First, the start of training, division of labor:
Second, the preparation of documents, the pilot run:
Third, the internal audit, the formal operation:
Fourth, simulated audits, preparation for certification:
Fifth, the formal audit, the system to maintain:
First, the start of training, the division of labor: (back to top)
1. Training to start:
A. Full ISO9000 basic knowledge training.
a. Training objectives
1. Understand the content of the ISO9000 family of standards;
2. Understand the basic requirements of the ISO9000 family of standards;
3. Understand the implementation of the ISO9000 family of standards;
4. Understand the implementation of ISO9000 significance of the enterprise and plans.
b Learning content:
1. What is the ISO9000 family of standards;
2. Understanding of the standard;
3. The implementation of the company's ISO9000 significance;
4. The implementation of the company's ISO9000 plans and requirements.
c. Participants and study time:
1. Participants: all personnel
2. Study time: 3 personal days.
B. Backbone training
a. Training objectives
1. To understand the basic content of the ISO9000 family of standards;
2. The role of the leadership in the quality system;
3. To understand why the implementation of ISO9000;
4. b.Learning content
1. Overview of the structure, principles and content of the ISO9000 family of standards;
2. Important quality concepts;
3. Guiding ideology for the implementation of the standard;
4. The role of leadership in the system;
5. The process of system certification, maintenance and improvement.
c. Participants and study time
1. Participants: general manager of the company, deputy general manager, managers and supervisors of all relevant departments.
2. Study time: 2-4 personal days.
C, document preparation skills training
a Training Objectives
1. To master the method of document preparation;
2. Combined with the company's actual how to prepare the relevant documents.
b Learning content
1. Quality system documents in general;
2. Quality manual preparation;
3. Procedure document preparation;
4. Work document preparation;
5. Quality plan development;
6. Quality records.
c. Participants and learning time
Participants: enterprise leaders of the relevant departments, members of the ISO9000 working group, full-time quality management personnel.
Learning time: 3-5 personal days.
2. Establishment of the organization
A. Leading group - ISO9000 Committee
The implementation of ISO9000, leadership is the key, business leaders should make the right decision, and actively take the lead in this work.
. Take the lead in learning the basics of ISO9000;
. Actively promote the work of the company;
. Give human and material support;
. Setting up a leadership team in which all key leaders should participate;
. Appoint a management representative to be responsible for the duties specified in the standard;
. Deal with relevant major issues in a timely manner;
. Organize management reviews.
B. Work organization - Quality Control Department
In order to implement ISO9000, the company should set up a special work organization, responsible for the implementation of the company's ISO9000 organization and coordination, as a core of the office. Should ensure that:
. All relevant departments can participate in the working group;
. There are full-time staff;
. There is a backbone. Backbone personnel should have a more comprehensive and systematic study of ISO9000, preferably with some relevant work experience.
C. Manager's representative
The company should appoint a manager's representative according to the standard requirements.
. The manager's representative shall be appointed by the top management;
. The manager's representative shall be a member of the company's management;
. The manager's representative shall have the following responsibilities:
Ensure that the quality system requirements are established, implemented and maintained in accordance with the provisions of the standard;
Report on the implementation of the quality system to the manager for the purpose of reviewing and improving the quality system;
The responsibilities of the manager's representative may also include liaison with external organizations regarding the quality system.
?3. System survey-diagnosis
A. Purpose of diagnosis
Through the diagnosis, to achieve the following purposes:
a. Conformity of the existing quality system with the standard:
. Identify gaps with the standard;
. Identify the reasons for these gaps.
b. Identify the elements that determine modifications to the quality system:
(1). Selection of system standards and elements;
(2). Elements of institutional adjustments;
(3). List of system documents;
(4). Documents to be newly prepared (list).
B, the basis of diagnosis
Diagnostic work should generally be in accordance with a suitable quality system standards, the main contract and some of the basic regulations of the unit. According to the specific circumstances of each unit, the basis of diagnosis can be summarized in the following aspects:
a. Quality system standards:
For example, ISO9001: 2000 version of the standard, the diagnosis of the standard selected and the application for certification standards should be consistent.
b. Contracts:
The quality system should be able to basically meet the requirements of each customer, therefore, the contract should be an important basis for assertion.
c. The basic provisions of the unit, regulations:
such as standardization, measurement, safety, etc., these provisions, regulations are reasonable and reasonable whether the content of the effective operation of the diagnosis of the content to be checked.
d. Social or industry-related regulations
The quality system should not only meet the quality system standards, contracts and company regulations, but also should be consistent with national, regional, industry-related laws, regulations, rules and regulations, diagnosis should be taken into account.
(1). Relevant safety regulations;
(2). Relevant metrology regulations;
(3). Environmental regulations;
(4). Labor regulations.
C. Personnel to carry out the diagnosis
The diagnostician can be a person within the company or an external organization commissioned by the company, such as a consulting organization, so the personnel to carry out the diagnosis can be as follows:
a. Consulting personnel:
If the company employs consulting personnel, the diagnosis can be carried out by its main. To this end, the consulting organization can assign a special diagnostic and inspection working group to formulate a plan and carry out the diagnosis according to the plan on the basis of the confirmation of the company.
b. Internal Auditor:
If the company has qualified and competent personnel trained for the work, they can be authorized to carry out diagnostic work.
c. Personnel from third-party auditing organizations:
If the company has a need, it can hire an auditor from an external auditing organization to perform diagnostics for the company.
D. Diagnostic work implementation process
a. Determine the diagnostic team.
b. Determine the diagnostic basis and diagnostic objects.
c. Develop a diagnostic plan and prepare diagnostic work documents.
d. On-site diagnostic inspection
(1). Talk to site personnel to understand the situation;
(2). Check the site documents and records;
(3). Record the status of system operation truthfully.
e. Submit a diagnostic report
(1). Failure report;
(2). Diagnostic conclusions;
(3). List of system documents;
(4). Documents to be newly developed and revised (list).
4. Division of Functions - System Design
A. Formulation of the quality policy;
B. Appointment of the manager's representative of the main responsibilities:
a. To assist managers to ensure that the quality system is established in accordance with the requirements of the standard.
b. Responsible for the implementation and maintenance of the quality system.
c. Responsible for organizing internal quality system audits and reporting system implementation to the top management for review and improvement.
d. Liaise externally on quality system issues.
C. Design and adjust the organization
a. The responsibilities of each department should cover the standard requirements.
b. Each department has clear responsibilities.
c. There is a reasonable interface between the work of each department.
d. Functional division of labor is documented and fully discussed.
e. Planning, controlling, coordinating, checking, and improving work related to quality should be reflected.
D. Deletion of quality system standards
a. According to ISO9001: 2000 version of the provisions of this standard when any of the requirements of this standard due to the characteristics of the organization and its products are not applicable, may
be considered for deletion. Compliance with this standard cannot be claimed unless the deletion is limited to those requirements in Chapter 7 of this standard that do not affect the organization's ability or responsibility to provide a product that meets the requirements of customers and
applicable laws and regulations.
b.. Specify additional requirements to the quality system as required by the contract, e.g., statistical process control requirements, safety requirements, etc.
E. Determine the structure of documents in the new system
a. Typical document hierarchy
II. Preparation of documents, pilot run: (back to top)
1. Preparation of documents
A. Make a list of the documents:
Quality manual: Composition of the manual
Assignment of functions
Inter-organizational interfaces<
Description of the elements in the manual
Relevant supporting documents
Procedural documents: what need to prepare procedural documents
Each procedural document corresponds to that element of the standard
Repetition between the procedural documents, there is no omission
Records formed by the procedural documents
Relevant supporting documents
Working documents: work instructions
Technical documents such as process documents
Management documents
Reports and forms
B. Clarify which old documents are to be scrapped and which ones are to be retained:
C. Assign the task of document preparation:
Participation of all departments
Centralization of the quality control department
D. Drafting of documents:
Workflow
Brief description
Language standards
Document delivery
E, document discussion:
Internal discussion-applicability
External inspection-completeness
F, document approval validation
Review, approval
Copying, binding
Controlled, registration
Validation, signing
2. Pilot run
A, the system delivery:
Manual: characteristics, use, storage requirements;
Procedures: characteristics, precautions, the formation of the record, the interface between the procedures;
Work documents: the need to master the key issues;
B, training, publicity:
Training: job training;
Special job training and assessment;
Managers program document training;
All staff quality policy, goal training.
Publicity: quality policy;
Trial run plan;
ISO9000 certification program;
Introduction to the contents of the system documents.
C, other supporting work:
Measurement;
Qualified subcontractor licensing;
The production of signs.
D. Trial run:
Supplementary improvement of the basic work: run while improving the third level of documentation;
Modification of the system documentation: run while modifying inappropriate documents;
As a matter of record and keep a good record to push for evidence.
Third, internal audit, formal operation: (Back to top)
1. Department audit, management review:
A. At least one internal audit, the organization should develop an audit plan, audit lists, audit reports, non-conformity tracking and monitoring and other related activities should be well preserved records and documents in order to certify the inspection.
B, at least one management review is arranged to evaluate the effectiveness and applicability of the new system, and at the same time accumulate a record of management review activities, the review is carried out in accordance with the requirements of the program documents.
2. Formal operation:
Through internal audits, management reviews, the system documents are not practical or the provisions of the inappropriate place to make timely revisions in a series of modifications, the release of the second version of the quality manual, program documents for the formal operation.
Fourth, simulation audit, prepare for certification: (back to the top)
1. In order to reduce the certification of a certain risk that may exist, in the third party audit before the formal audit, can be composed of internal audits similar to the external agencies to conduct a simulation of the audit or to ask for a pre-audit has been confirmed by the certification body.
2. Enterprises should be in line with their own favorable view of the choice of certification bodies, generally should be considered from the following aspects:
A., customer requirements;
B.. The region where the enterprise; in the selection of certification bodies should be in principle close to the convenience;
C. . Certification body's certification scope and effectiveness;
D. . Costs; normal certification fees and other costs such as transportation, accommodation and food.
V. Formal audit, system maintenance: (back to top)
1. Accept the formal audit of the certification body selected.
2. System maintenance and improvement
A, check the site in the problem, and constantly improve and consolidate;
B, further improve the system documentation, and strengthen the coordination and supervision of the work;
C, regularly carry out internal quality audits and management reviews.
(9) Conditions for applying for the quality management system auditor
External auditors must have college education, including college, see the guidelines for the registration of auditors of various disciplines, QMS as an example:
2.2 Qualifications and experience requirements of the applicant
2.2.1 Educational experience
The applicant should have a college (including) or higher education (see). 1.3.8 Definitions).
2.2.2 Work experience
Applicants should have at least 4 years of work experience in technical or management positions.
Note: The experience of business operators (e.g., salespersons, healthcare workers, financial tellers, equipment operators, service industry personnel engaged in specific services, etc.) is not acceptable work experience for auditor registration.
2.2.3 Quality Management Experience
2.2.3.1 The applicant shall have at least 2 years of work experience related to quality management in all work experience.
2.2.3.2 Appropriate quality management experience includes QMS implementation, operation, consulting, auditing, research and teaching.
Note: "QMS implementation" experience refers to the experience of personnel in the business management department and the person in charge of the QMS implementation department in the organization
to implement the management system. The experience of "QMS operation" refers to the experience of the top management and the personnel in the quality department of the organization in planning and operating the QMS.
2.2.4 Auditor training experience
The applicant shall complete the GB/T19011-2003 standard 7.4 provisions of the corresponding provisions of the QMS
not less than 40 hours of auditor training;
Auditor training organizations should be approved by the CNCA, and to provide training in line with GB/T19011 standard 7.4 provisions of the corresponding
Proof that the training meets the corresponding
provisions or through the CCAA's course confirmation.
CCAA confirmation requirements and procedures are detailed in "CCAA Auditor Training Course Confirmation Rules".
Note: Applicants participating in the training of overseas training institutions shall be handled in accordance with the mutual recognition agreement between CCAA and the relevant institutions
1.3.8 Academic qualifications
The complete education and learning experience after secondary education recognized by the education department, personnel department, and the organization department, including
the college, bachelor degree or above, or the corresponding degree.
(10) do quality management should have what conditions
managers must have personal characteristics and management talent
1, the desire to manage: a qualified manager must have a strong desire to engage in managerial work, to influence others, and through the *** with the subordinate efforts to achieve. Higher status and generous salaries may be an important factor in promoting effective management, but a strong desire to manage is the driving force of managers to achieve efficient management.
2, the ability to interact with people and the exchange of feelings: a qualified manager must have the ability to interact with people through written reports, letters, conversations and discussions. To have the ability to understand the feelings of others, and can cope with the various situations that arise in the interaction.
3, integrity and forthrightness: this is a qualified manager must have the highest moral character. Only in the work of money and get along with others to be honest and forthright, and strive to make my supervisor to understand my situation, and insist on being completely truthful, in order to become a qualified manager in the true sense of the word.
4, past performance as a manager: any industry, it is impossible to select the top managers from ordinary workers, because they do not have experience in management, and past performance as a manager may be the most reliable forecast of the manager's future performance. In a sense, the experience gained in the company is the key to a manager's career success.
5, technical talent: it is a qualified manager must have the ability to use tools and special techniques. For any management work it contains specific areas of special knowledge and skills required, only with these basic capabilities to achieve efficient management.
6, the ability to work with people: this talent reflects the power of a cooperative, only with the ability to work with other people *** with the ability to create an environment in which people feel at ease and feel free to express their views.
7. Conceptual ability: only with this ability can we see the "big picture", recognize the key elements of a situation and understand the relationship between the elements.
8, design talent: to become a higher level of effective managers, must not only be able to see the problem, but also must have a good design engineer's ability to find pragmatic solutions to the problem. Only with such a design talent, in order to design a feasible solution to the problem according to the various realities faced.
9, the ability to analyze and solve problems: a qualified manager must be able to see the problem, analyze the complexity of the situation, and by solving the problems encountered to take advantage of the opportunities that arise. They must look at the surrounding environment and go through a rational process to see those factors that affect the opportunity.
Second, how to do a qualified manager
People who have studied management, will as a matter of course, say the names of some management gurus and the schools of thought they advocate or create, such as Theory X ("goodness" theory), Theory Y ("evil") Theory X ("Sexual Goodness" theory), Theory Y ("Sexual Evil" theory), Theory Z ("Japanese Management" theory). When I first came into contact with management, I simply thought that I could become a qualified manager by copying the management practices of a certain school of thought, but my actual work proved that I was wrong. In fact, different theories have their own backgrounds, their own focuses, and their own specific scopes of application.
I have been engaged in the management of the company for two years, the distance from a good manager is still far, but I think to become a qualified manager, should start from the following aspects:
1, *** with the construction of a high degree of recognition of the corporate culture: a high degree of recognition of the corporate culture is the cornerstone of scientific and effective management. Good management depends on the acceptance of certain basic values, management work must be managed with the help of a platform, that is, an environment, this environment includes the material environment and humanistic environment. Modern high-tech enterprises is not the most important advanced technology, not a strong economic base, but the "people" - well-trained staff, and any employee, especially new employees to accept the basic values of the enterprise, is a very difficult process, must be instilled with the basic values of the enterprise. process, it is necessary to instill the basic values, so the initial training and follow-up education is a very important link.
2. Understand the proclivities that human beings **** have, such as suspicion, jealousy, status, prejudice, perception, temperament, motivation and talent: the most valuable qualities that managers have to cultivate are - patience, amiability and consideration for others. Machines and chemicals don't mind whether you are gentle or rough with them, but humans do. Your people are not just engineers, accountants, administrators, salespeople, they are human beings - and that's paramount. They have families, friends, likes and dislikes. Humans have feelings. Respect them as human beings and you will gain their respect and loyalty. Conversely, they will lose the motivation to work for you. "Do unto others as you would have them do unto you" is also a golden rule in management. When you will criticize a subordinate or express dissatisfaction, ask yourself first, "Do I like it when people speak to me in this way?" Think about the kind of amiability and consideration you would expect if you were in their position. Then apply the same attitude to your subordinates.
3, wide open: a truly productive department is everyone is actively thinking of better, more efficient way of working, with less time and lower costs, produce higher quality products. To achieve this kind of innovation, it is necessary to embrace new ideas and also to encourage subordinates to innovate. There are many incentives, such as bonuses, vacations or gifts. But the most effective incentive is to let employees know that management is actually listening or putting their suggestions and ideas to work.
4, give subordinates a space to rise. If the employee does not expect to get the space to rise, then his work is at an end. Work to the end of the staff usually performance troubles, unhappy, low productivity. Organize your department so that everyone has a chance to move up, forming a logical ladder of advancement in title, duties, status, and pay. If your department is too small to do this, promotion opportunities may inevitably move toward positions outside the department. If this is the case, don't hold back the development of your subordinates, instead encourage them to reach their goals, then they will exert maximum energy during their years with you.
5, the formation of a successful team: a successful manager should become a diligent pursuit of the team's overall contribution to the example of a part of the energy on the talent echelon of the training and management of the standardization, do not compete for the credit, do not grab the profit. Individual strength will always be limited, and the construction of an indestructible, indomitable, talented team is essential, the collective power to grow, the individual's superficial achievements hidden, but his contribution to the organizational goals, but any one who only highlights the individual performance of the supervisor can not be compared.
6, critical and self-critical at the same time constantly learning new management knowledge and methods, and properly combined with the actual work into practice; learning the professional knowledge of the field to which it belongs to improve technical skills.
7, good at authorization: managers do not have to do anything personally, the famous British Dr. William Barclay in his writing "flowers full of flowers" article pointed out that: "We should not be all the things are grasped in their own hands, that only they can do well." This statement speaks to the importance of authorizing subordinates to managers. We often see many supervisors busy all day to deal with all kinds of routine or exceptional events, they themselves are always complaining that the work is too busy, are almost out of breath, at first glance, but also quite let people admire their dedication. In fact, when you think about it, it only shows that they are not good at authorization, not good at transferring the work to the competent subordinates to do, perhaps not trust the subordinates, perhaps a selfishness at work, do not give subordinates in practice to hone so as to improve the ability to improve all aspects of the opportunity. Some managers will even have some valuable information, a good method of clutching in their own hands, forming a kind of this is not his, no one else can replace the situation, which is really managers at all levels must overcome. A seemingly not see much performance of the director, but he led the team performance, he trained cadres outstanding, he played a catalyst and adhesive role, but also played a kind of organization to the function of blood, such talent is an excellent manager.
Finally, to give all managers a Jining (Horold Green - the creator of the G-theory) of the classic quote and this as the conclusion of this article: management of enterprises is like cooking food, generally you will follow the recipe to do the dishes, but really do it when you have to use all the senses, at any time to observe, randomly adjusted, in the "attempt to try". Adaptation, in the "trial and error", you will gradually accumulate experience; this is the art of successful management, there is no secret, there is no formula, there is no theory.