企业管理者十大典型错误用人观念探讨（Discussion on the ten typical mistakes of employing managers in enterprise management）.docVIP

企业管理者十大典型错误用人观念探讨（Discussion on the ten typical mistakes of employing managers in enterprise management） Employing concept, executive ability A talented R D Engineer may be the least able manager, a best salesman can be the worst manager, and a bad boss can be a good manager...... As the saying goes, with people such as the knife, the knife can kill can also hurt yourself. The same applies to people. At present, there are a lot of specious notions of employing people in society. I call it the trap of employing ideas. Although I dare not say countless people, but I have seen a lot of wonderful death method. Ill look at some of the typical mistakes Ive noticed. Typical mistakes employ the concept of one does not doubt the use of ones servant. If an entrepreneur really puts the idea of no doubt, no use of people, as an actor, then the entrepreneur may be a step away from death! We explain this problem in two aspects. The first aspect is the supervision mechanism. The employer must have a supervision mechanism, no one can be exception, absolute power corrupts absolutely. Only when supervised can the system be stable for a long time. Employing people to suspect is actually a love for employees and can prevent employees from making big mistakes. The second aspect, the perfect trap. The enterprise cannot ask the staff to be perfect, is the human has the flaw. The enterprise is to use defective employees (as long as this is not a fatal flaw), otherwise, enterprises will be faced with no one can use strange circle. And entrepreneurs will be exhausted. Therefore, the suspect is still to use, the key is to effectively limit its shortcomings, to maximize its strengths. In typical error two: hands-on concept Contrary to the first idea, this kind of business leader often believes in himself and does everything. But how much energy does one have? Zhu Geliang personally fell perishing before victory, who can do much better than Zhu Geliang? The hands-on, difficult for newcomers to