stay enterprise Daily Administration A lot of managers often find "no matter what to do" - that is, they feel uncomfortable when they see their subordinates doing nothing. They randomly arrange jobs for their subordinates to fill the so-called workload and pursue the so-called "keep working state". Most of these "nothing to do" is irrelevant to process control, often random, and the result is often increased workload, complaints from employees, and no significant improvement in work results. The author thinks that managers should reflect on the management behavior of this kind of trouble finding. OK.

　　 " Nothing to look for "To" act carefully :

　　 1, "nothing to look for" is a manager's distrust of subordinates and themselves: 查爾斯?漢迪在《管理之神》一書中提出，在信任與控制之間存在著相對(duì)的“制衡”關(guān)系，即當(dāng)控制增加時(shí)，信任就會(huì)減少，我們也可以說(shuō)，管理者對(duì)下屬越是不信任，越是傾向于使用控制手段，“沒事找事”的管理者即是更傾向于對(duì)下屬的控制，“沒事找事”也正是這種控制的外在表現(xiàn)，這就容易使下屬產(chǎn)生相應(yīng)的抵抗性(人的自我意識(shí)是傾向于擺脫被束縛與控制的)，使下屬的熱情發(fā)揮受阻，使其創(chuàng)新能力受到損害;“沒事找事”也在一定程度上體現(xiàn)了管理者的不自信，尤其是很多中小企業(yè)的管理者，本身能力有限，對(duì)自己的影響力本就沒有多少信心，看到下屬無(wú)事可做當(dāng)然不舒服，這時(shí)候依靠權(quán)力去沒事找事就成了下意識(shí)的選擇，而結(jié)果往往是自己的影響力進(jìn)一步下降，管理變得越來(lái)越復(fù)雜，卻不能產(chǎn)生實(shí)效。

　 2, "nothing to look for" is that managers focus too much on people: Many domestic enterprises (especially small and medium-sized enterprises) are managed by people centred, which is irrelevant to people oriented. People-oriented is the combination of personal value and enterprise value and magnified through the enterprise platform, so as to stimulate people's creativity and enthusiasm, and produce a benign value for the development of enterprises.

Human centered is to make up for loopholes in the system through supervision and management of people (many times we may not have realized the existence of such loopholes). Lack of a bottom line system based on human centered makes the management function of managers lack effective support force. Instead, we have to focus more on people. As a result, management is infinitely detailed, managers are struggling to cope with, and their own development is limited, so as to suppress the effectiveness of employees' creativity and squeeze their personal growth space.

　　 3, the key point of "finding nothing" is misplaced. What is the exchange between enterprises and employees? One of the basic principles of market economy is the exchange of interests. The relationship between enterprises and employees is built on the basis of interest exchange. Behind the "nothing to do", there is a shadow of misunderstandings between managers and employees. It is difficult to guarantee the consistency of the hands and the brain if we employ a pair of hands, so that we can not guarantee the consistency of the hands and the brain. That is, we can not guarantee that employees can do something to create effective value. Secondly, the exchange between enterprises and employees is performance, not time. What employees want to obtain from employees is, of course, the commitment of employees to performance. It is through the use of the valuable behaviors produced by enterprises, rather than the commitment to work time and the maintenance of the so-called working state, that no enterprise or manager wants to get a mediocre state of work and abandon the pursuit of the final result. First, enterprises exchange with their employees on the basis of corresponding remuneration and other benefits, that is, exchanging with people, after all. Misunderstandings of these key points tend to lead to "nothing to look for", while employees who deal with managers are always looking for jobs are sometimes just doing superficial work. They are "grinding jobs". This is a passive resistance after employees' boredom, and it is a waste of resources and a potential impact on the established workflow.