The so-called frontline managers refer to regional or regional managers, store managers, on-site or factory managers, and frontline supervisors. Every company has front-line managers, and the role of front-line managers is especially important for industries with distributed networks, offices, and dispersed employees. The part of the work that frontline managers are responsible for usually determines the quality of the customer experience. However, most of the time, front-line managers are like some unremarkable pinions on the operating system of the enterprise. When making decisions, there is limited flexibility and there is not much room for innovation. In most companies, the work of frontline managers is only to manage a limited number of direct reports, usually acting as an organizational coordination role, communicating information from the upper levels to employees. Frontline managers focus on specific issues, implement plans and policies, report operational results, and escalate if problems or problems arise. This operational mechanism reduces the productivity, flexibility and profitability of the business. However, the situation is still likely to change. In companies that have successfully delegated authority to front-line managers, the resulting flexibility and productivity have generated strong financial returns. The key is to adjust the work of frontline managers so that they have the time and ability to solve the special circumstances of the store, factory or mine they are responsible for, anticipate problems and eliminate them before the problem occurs, and encourage employees to seek opportunities. , to improve themselves. In times of economic downturn, increasing employee productivity is more important than usual. In order to release the team's various abilities, any level of management must spend a lot of time on two tasks: one is to help the team understand the direction of the company and the significance of this direction to the team members, and the second is in performance. The team guides the team. In the current frontline management, both of these tasks are done very little. These drawbacks stemmed from the early days of the industrial revolution, when employees did not need to know every aspect of the entire work involved. Therefore, the supervisor is usually the person who is good at the job, the role is to implement the refinement of the standards and policies, in fact Act as an organizational coordinator between employees and policy makers. Many manufacturing companies still do this now, because this approach can achieve high quality in first-line production, at least in the short term. Many service industries also favor this approach to bring a consistent experience to all customers in all locations. It is important to pay attention to implementation, but if you only focus on implementation, in the long run, it may have adverse effects. The focus on execution leads to no time to cope with new demands, let alone consider the whole picture. As a result, the work environment lacks flexibility and motivation, making it difficult to make improvements, and employees and their managers are more likely to have low morale, which is a heavy price for the company. Poor first-line management can have a detrimental effect on service companies in particular. In these companies, there is a causal relationship between the attitudes and behaviors of customer-oriented employees and the quality of service perceived by customers. The three factors driving performance are the working atmosphere, the way the team works and the way things are done, as well as the employee's sense of participation, engagement and satisfaction. Leadership, especially the quality of supervisory guidance and the nature of the relationship between the supervisor and his team, is critical to the performance of each of these areas. Obviously, the typical working patterns and attitudes of frontline managers are not conducive to producing good results. Even companies that have succeeded in frontline management are likely to overlook the benefits of doing so. In those companies that do the best, front-line managers spend 60% to 70% of their time at the job site. These companies also delegate authority to managers to make decisions and act on the camera. The bottom line is important, but in order to get the bottom line, companies must fundamentally redefine their expectations for frontline managers and fundamentally redesign the work of these managers and their subordinates. Sometimes, the crisis facing companies will drive a front-line change. Frontline managers will play a crucial role in the transformation. In fact, unless a new way of working is adopted, this change will not succeed. These changes free managers to give them more time to provide on-site coaching and help teams solve urgent problems. Managers also receive on-the-job training in lean skills, coaching, team building and problem solving. As a result, managers and staff effectively identified and implemented other improvements, reducing production losses and rework requirements. Transforming the thinking and ability of frontline managers is perhaps the most difficult part. Many people see that their achievements are limited, and others are aware of the need to realign their roles, but they are afraid of change. Sometimes, before letting front-line managers conduct counseling, companies must first address some of the unfavorable ways of thinking of these managers. If a company successfully redefines the work of frontline managers, it can significantly improve performance. The key is to help front-line managers become real leaders, giving them time, ability, and willingness to help employees understand the direction of the company and the significance of this direction to employees, and to provide individual counseling to employees. These managers should have enough time to think about the future, identify and resolve long-term issues, and plan for potential new demands.
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