The Best Distance Between Managers And Ordinary Employees

This story can not help but remind us of the distance between managers and managers in management practice. Undoubtedly, hedgehog theory gives us the most appropriate answer.

But at the same time

Problem solving team

Such teams usually do not have to work together, but they may take several hours a week to discuss organizational issues such as how to improve product quality and how to increase sales performance, such as the project team or the quality circle that prevailed in Europe and the United States in 80s.

Managers who work in such a group usually do not need more management. Usually, they are more concerned about leaders' authority, coordination and determination, and do not care about the relationship between leaders and members in organizations. They are more willing to regard leaders' friendly relations with members as purely personal contacts.

Therefore, the leadership and membership of such a team can be very close.

Self management team

This team is a popular team nowadays.

General motors, Xerox Co and Pepsi are typical representatives of the self management team model.

Such an organization usually has a strong team spirit, but it also has its imperfections.

Relatively speaking, the management of internal members of the organization is rather confusing. Everyone feels that they have no right to interfere in the other side, or that they are not responsible for themselves.

But if you are a manager on the top floor of the team, you have to be very careful about the monitoring of this team, and of course, empowerment.

Because every move you make may feel your preference for someone in the organization.

But at the same time, you have to maintain good communication with some of the members of the organization so that you can better understand some decisions of the organization and your views on some issues, and use these information materials as reference for future management and decision making.

So in such a group, managers usually maintain an approximate distance from employees on the surface, but in private, they have to make further contacts.

This team mode is a mode commonly adopted by small and medium-sized enterprises in China.

A manager is in charge of several supervisors (usually not more than 4), and each group has 510 employees.

Such a management framework is more in line with the traditional management mode and management thinking.

It can also be said that most management textbooks are designed for this type of organization.

At the same time, this kind of organization has relatively strong controllability, so in our country, especially those with relatively backward management ability, they prefer this mode, because it has a strong sense of security for the owners.

In addition, psychologists have shown that leaders who work in traditional teams need to maintain close relationships with subordinates if they want to do well in their work. This is easy to win the respect of their subordinates. Subordinates are willing to consider the leadership from the perspective of leadership and do the best they can.

But at the same time, we should keep an appropriate distance, especially in psychological distance, which can maintain the sense of mystery of leadership and reduce the suspicion of subordinates or subordinates and subordinates, so as to avoid unnecessary fighting.

Of course, the following situations should be treated differently.

1, when you have only one subordinate.

Many small and medium-sized enterprises, such as human resources department, enterprise department, customer service department and so on, are usually very few. Most of them are a manager with a "soldier" or two soldiers.

At this time, the distance between the two is very close, and there is a sense of symbiosis or dependence.

Management at this time is usually very simple and does not need to use too complex management techniques and means. Most of the time, as long as the manager orders, the subordinates will follow.

But the effect of performance is usually not very good, because the distance between employees and managers is very close. Managers usually feel embarrassed to urge or supervise their subordinates after they have arranged their work, even if they sometimes say a few words, they are also ignored because of intimacy.

Therefore, the most important thing to do is to keep psychological distance under such conditions, and do not exchange too much personal privacy in work. Although this is good for enhancing feelings, too close and no competitive pressure, if coupled with improper management, will lead to delays, slack and low performance.

2, when you have several subordinates.

The situation is usually very complicated. If your subordinates are in an office with you, that is to say, when you work with you, your subordinates will usually be divided into small groups of different forces.

The center of the circle is the red man in front of you.

Of course, there are probably the few people who manage the worst to form a small camp.

At this time, the most important task for a leader is to balance the relationship and distance between himself and all camps, rather than just the relationship with everyone.

Usually, we should pay attention to whether the arrangement of daily work is reasonable, whether the performance appraisal is fair, fair and the distance from each red man.

Without special circumstances, leaders should try their best to maintain the balance of forces in all camps and avoid excessive forces in some camps, thus ignoring the authority of managers and causing difficulties and inconvenience in management.

3, when your subordinates have dozens of people above

Most of the managers at this time are playing the role that your position should play, rather than being yourself.

Under such circumstances, leaders should pay attention to their image and status maintenance in many jobs, and the distance between them should be appropriate or even far away, which is more conducive to their own authority.

But after work, we can go closer to our employees and be as approachable as possible, so that our employees will show more respect and fear in their work.

But not too close to each other, it is easy to expose personal shortcomings, affect subordinates' admiration for the leadership, or even cause disappointment.

Management is inconclusive. The relationship between leaders and employees is also as close as the flowers in the mirror and the moon in the water. Because of the gender and other factors of the manager, the hedgehog theory actually gives us a very meaningful hint, no matter how far or near, comfort and warmth are good.