Seven Compulsory Courses For "Grass Bag" Cadres In The Workplace

What qualities does a good cadre need? Hatakeyama Yoshio, a leading contemporary Japanese management guru, put forward seven requirements for a cadre in his work such a cadre's resignation, and at least seven basic abilities, no matter what his character and qualifications should be. On the other hand, if these seven abilities are lacking, no matter what position he holds, he can not be qualified as a cadre, that is, they are almost a cadre of grass bag type.

Hatakeyama Yoshio pointed out that what we call "cadres" here is in a broad sense, that people with more than one subordinate are equivalent to Manager in English. Cadres play a leading role in all kinds of organizations in society. The managers, ministers, directors, directors and squad leaders in enterprises are self-evident. Cadres still exist in all organizations such as government agencies, public institutions, local self-governing bodies, hospitals, schools, trade unions and various organizations. Therefore, the fate of each organization lies in the hands of these cadres.

One cadre The first ability must be target directed.

2. modern cadres are not servants. As long as it is with oneself. Be responsible for The matter is concerned, no matter how big the company is, no one knows the matter better than himself. This awareness is very important. We must find out the problems spontaneously and make up our minds to reach "what state" before "before".

3., the problem is not to "seize" but to "create". Ideal target Low cadres will soon be satisfied with the status quo and can not see problems.

4. all the problems that cadres should solve can be divided into current problems and future problems, as well as personnel and performance issues. Generally speaking, the problem of personnel should be a priority problem. It is a critic's practice to discuss the future problems before he has a firm foothold.

5. cadres must have the ability to grasp the environmental conditions of the organization as a whole and decide what role they should play in the Department.

6., we should start from the problem and take the initiative to undertake the goal that is not easy to achieve. Because this is not only to improve performance, but also to improve their ability and expand the scope of self-confidence the most effective way.

7. cadres should be bold enough to face rather than avoid problems that have never been experienced before and to solve them. In order to get confidence in the final solution, and then go to the problems that have not been experienced before, this has entered the "growth cycle".

8., there must be a definite deadline in the goal. We must have the determination to achieve it and not be passive by our superiors.

9., the standard of goal is: it must be a goal which is hard to achieve by itself, seemingly reluctantly. At the same time, it must be carefully analyzed and judged after the strength of the company and its subordinates, or the strength of the whole company.

10. once we have achieved our goals, we must set new goals and start new ones. Only by putting themselves in the "process" can cadres understand the meaning of life.