根(gen)據國(guo)外一項(xiang)管(guan)理(li)研究(jiu)報告顯示：員工實(shi)際的工作(zuo)效(xiao)率只有他們(men)能達到(dao)的40%至(zhi)50%。提(ti)高(gao)員工工作(zuo)效(xiao)率，除了(le)要有明確的工作(zuo)崗位和良好的激勵政策(ce)之外，管(guan)理(li)方法也很重(zhong)要，下(xia)面(mian)就是六個非常實(shi)用的管(guan)理(li)方法：
1、選擇合適的人進(jin)行工作決策
在對(dui)工作進行(xing)決(jue)策時，應該選擇有相當(dang)技術能力或(huo)業(ye)務能力的員工進行(xing)決(jue)策。一些員工由于技術或(huo)經驗的欠(qian)缺，在進行(xing)決(jue)策時，會對(dui)工作造成錯誤(wu)的指導(dao)。如(ru)果方向錯了(le)，做再(zai)多的工作也(ye)沒(mei)有意義(yi)。
2、充(chong)分發揮辦公設備的(de)作用
許多工作(zuo)，可能是因為電話，傳真(zhen)機等辦公(gong)設備出現(xian)故(gu)障(zhang)而耽誤下來。有的公(gong)司沒有傳真(zhen)機，收發一份(fen)傳真(zhen)需(xu)要走(zou)很長時間的路，這樣自然(ran)無法提高工作(zuo)效率。
3、工(gong)作成(cheng)果共(gong)享
有(you)時我(wo)們會發(fa)現(xian)，自己做的(de)(de)工作(zuo)(zuo)可能是其他員工已經(jing)(jing)做過的(de)(de)。有(you)時查找(zhao)(zhao)一(yi)些(xie)(xie)資(zi)料，辛(xin)辛(xin)苦苦查找(zhao)(zhao)到了(le)，結果發(fa)現(xian)另(ling)(ling)一(yi)位(wei)員工以(yi)(yi)前(qian)已經(jing)(jing)查找(zhao)(zhao)過了(le)，如果當初向他咨(zi)詢，就不必(bi)費(fei)這么(me)大(da)的(de)(de)勁(jing)了(le)。將(jiang)員工的(de)(de)工作(zuo)(zuo)成果共(gong)享，是一(yi)個很重(zhong)(zhong)要(yao)的(de)(de)問題。特別是對于員工較(jiao)多(duo)的(de)(de)公司(si)，這一(yi)點尤其顯得重(zhong)(zhong)要(yao)。管(guan)理(li)者可以(yi)(yi)利用部門(men)內部的(de)(de)辦公例會讓大(da)家(jia)介紹各自的(de)(de)工作(zuo)(zuo)情況；另(ling)(ling)外，對一(yi)些(xie)(xie)工作(zuo)(zuo)成果資(zi)料要(yao)妥善的(de)(de)分類和保(bao)管(guan)，這些(xie)(xie)都能達到工作(zuo)(zuo)成果共(gong)享的(de)(de)目的(de)(de)。
4、讓員工了解(jie)工作(zuo)的(de)全(quan)部
讓(rang)員工(gong)(gong)(gong)(gong)(gong)了(le)解工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)的(de)(de)全(quan)部有助于員工(gong)(gong)(gong)(gong)(gong)對工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)的(de)(de)整體把握。員工(gong)(gong)(gong)(gong)(gong)可以更好(hao)的(de)(de)將(jiang)自己的(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)與同事的(de)(de)工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)協調一(yi)致。如(ru)果在工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)中出(chu)現意外情況，員工(gong)(gong)(gong)(gong)(gong)還(huan)可以根據全(quan)局情況，做一(yi)些機動處理，從而提高工(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)的(de)(de)效率。
5、鼓勵工(gong)作成(cheng)果而不是工(gong)作過(guo)程
管理者在對(dui)員工(gong)(gong)(gong)進行鼓(gu)勵時，應(ying)該鼓(gu)勵其(qi)工(gong)(gong)(gong)作(zuo)結果，而(er)不是工(gong)(gong)(gong)作(zuo)過程。有(you)些(xie)員工(gong)(gong)(gong)工(gong)(gong)(gong)作(zuo)很(hen)辛(xin)苦，管理者可以表揚(yang)他(ta)的(de)(de)這種精神，但并不能(neng)(neng)作(zuo)為其(qi)他(ta)員工(gong)(gong)(gong)學習的(de)(de)榜樣。否則，其(qi)他(ta)員工(gong)(gong)(gong)就可能(neng)(neng)會將原本簡單的(de)(de)工(gong)(gong)(gong)作(zuo)復雜化，甚(shen)至做一些(xie)表面文章，來(lai)(lai)顯示自(zi)己的(de)(de)辛(xin)苦，獲取(qu)表揚(yang)。從(cong)公(gong)(gong)司角度而(er)言，公(gong)(gong)司更需要那些(xie)在工(gong)(gong)(gong)作(zuo)中肯(ken)動腦子的(de)(de)員工(gong)(gong)(gong)。所以，公(gong)(gong)司應(ying)該鼓(gu)勵員工(gong)(gong)(gong)用最簡單的(de)(de)方法來(lai)(lai)達到自(zi)己的(de)(de)工(gong)(gong)(gong)作(zuo)目標。總(zong)之，工(gong)(gong)(gong)作(zuo)結果對(dui)公(gong)(gong)司才(cai)是真正有(you)用的(de)(de)。
6、給員工(gong)思(si)考(kao)的時間(jian)
公司在(zai)做(zuo)一(yi)件事情之前，如果(guo)決(jue)策層沒有認真(zhen)地進行思考，這件事情就不(bu)會干得非常出(chu)色(se)。員工(gong)(gong)(gong)工(gong)(gong)(gong)作也是如此(ci)，如果(guo)管理者不(bu)給員工(gong)(gong)(gong)一(yi)些思考的(de)(de)時間(jian)，也很難讓他們作好自己的(de)(de)工(gong)(gong)(gong)作。管理者要鼓(gu)勵(li)員工(gong)(gong)(gong)在(zai)工(gong)(gong)(gong)作時多動腦(nao)子，勤于思考。用大腦(nao)工(gong)(gong)(gong)作的(de)(de)員工(gong)(gong)(gong)肯(ken)定要比用四肢(zhi)工(gong)(gong)(gong)作的(de)(de)員工(gong)(gong)(gong)更(geng)有工(gong)(gong)(gong)作成(cheng)績。
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