Guiding Force VS Executive Power To Interpret Excellent Marketing Management

< p > < strong > executive force requires guidance force < /strong > /p >
< p > in many management books, "executive power" has been abstracted as a part of corporate culture. In actual a href= "//www.sjfzxm.com/news/index_c.asp" > Management > /a >, it has become one of the most commonly used terms in motivating subordinates. But we should not forget that executive power has never come from the strength of employees' beliefs. Instead, facing different people, marketing managers should apply different directions and different degrees of "guidance" to guide subordinates to find out the law of execution, deepen the execution method and approach the goal of execution. < /p >
< p > executive power is inseparable from the support of "guiding force". The boss always has more internal and external information than his subordinates, including information from more macro markets, from the top level of the enterprise, from other sales support departments of the company. Because of the influence of the position, the superior can find more conciliatory obstacles in the actual implementation than the subordinates, and some difficulties seem even insurmountable to the subordinates; because of the fact that the relationship between superiors and subordinates has formed a factual "transmission, assistance and belt" relationship between the superiors and their subordinates, and this relationship is the other departments, including the indirect bosses, who are unwilling to intervene. Therefore, as a supervisor, the guidance has become a guiding duty. In other words, if you do not guide, who will guide?! < /p > due to asymmetric information
< p > a manager with "guidance" is the kind of person who can not only point out mountains and rivers, but also draw marching maps. He will only stay in the command post and listen to the superior of the last war newspaper. After execution, the result will not be what he wants. At last, what he hears is often bad news. < /p >
< p > < strong > "guidance" is the manager's "a href=" //www.sjfzxm.com/news/index_c.asp > execution power < /a > < /strong > /p >
< p > in management literature, the functions of managers are summed up in eight words: planning, organization, leadership and control. The establishment of "plan" needs to be unified, and the implementation of measures needs to be unified. The establishment of "organization" requires the centralization of power while giving priority to authorization and authorization, and then requiring guidance from below and feedback from below. "Leadership" is no longer a noun. Instead, it is a verb, and leadership is a process of action. The authority of leadership can not be built on a name larger than that of subordinates through guidance and communication. "Control" is not only the formulation of ex ante regulations, but also the release of decisions afterwards. The process of control is actually the process of exertion of influence, and the process of guiding and correcting subordinates' methods and attitudes, which runs through execution. Carefully decomposing them, we know that the realization of managerial functions has never been isolated in a "manager's office". < /p >
< p > now, we will find that when managers want to truly realize their functions of "planning, organizing, leading and controlling", "guidance" has become one of the most effective methods, not only for discipline, but also for orders, not only simple authorization, but also "overlooking" without aim. From this point of view, managers' guidance consciousness and guidance ability will determine the final management performance. "Guidance" has become the executive force of the manager himself! < /p >
< p > < strong > < a > href= > //www.sjfzxm.com/news/index_c.asp > guiding force < /a > is more important than execution power < /strong > /p >.
Like P, the national sales manager in front of us, there are many bosses around us who are deeply troubled by the lack of executive power. They sit in the office and tear up the reports from below. Have we ever thought that the executive power of a team is largely due to the executive power of the manager. When we complain about a faulty plate on the barrel, do we think that maybe it's not just this piece of board, but also the other board that causes the problem. Maybe it's your own board. < /p >
< p > the growth of the bureaucracy of the company has caused many management posts to form a vacuum of performance appraisal. We can learn from Jack Welch's approach to those who like to shout to their subordinates "poor execution". < /p >
< p > Yes, all levels of executors need a "guidance" boss, and a good command of the whole process is a guarantee for your team to achieve sustained performance. It is more effective and more important than individual execution. Only in this way can we converge in different directions and eventually form an organization with "team executive power". < /p >
< p > the bosses with lofty career dreams, from now on, pay attention to the executive power of subordinates, but also play their own "guiding power"! < /p >