领导者向下属发布指令,即指挥的方式方法是多种多样的。就其方式来说,有直接式指挥和间接式指挥、指令式指挥和指导式指挥、强制性指挥和非强制性指挥;就其方法来说,有口头指挥法、书面指挥法、会议指挥法等。这些方式方法各有其优长,也各有其弊短,分别适用于不同的指挥场合和对象。因此,不宜拘泥于一式,应根据实际需要和条件,择其善者而用之。在指挥的实践中,领导需要熟悉指挥的方式方法,也需要掌握指挥的要领,而且相对而言,后者更为重要。一、交待任务明确而不含糊。要求下属干什么,必须交待清楚。什么任务,属于什么性质,有什么意义,应达到什么样的目标和效果,什么时间内完成,向谁请示汇报,应遵循哪些原则,执行中对人财物的使用和问题的处理权限有多大,执行的方法、步骤、途径,可能遇到的困难,如此等等,都必须交待得明明白白。任务不明确,内容含糊不清,是根本无法让下属很好地执行的,正所谓“以其昏昏,使人昭昭”是不行的。当然,交待问题的详略程度,要因人因事而定,重要的事必须交待明确、详尽,简单的事则可以交待得粗略一点;对于头脑灵活、经验丰富、一点就透的下属,可以简明扼要,三言两语,而对新手和能力一般的下属,则要耳提面命,尽可能地把自己想到的问题详加告之。 Leaders to issue orders to their subordinates, that is the way the command is varied. As far as its approach is concerned, there are direct command and indirect command, command command and direct command, mandatory command and non-mandatory command. As far as its method is concerned, there are oral command methods, written command methods, conference command methods Wait. Each of these methods has its own advantages and disadvantages, and also has its own advantages and disadvantages, which are respectively applicable to different command occasions and objects. Therefore, we should not stick to one style and should use it according to actual needs and conditions and choosing the best. In command practice, the leaders need to be familiar with the methods and methods of command, but also need to master the essentials of command, and the latter is more important. First, explain the task clear and unambiguous. What subordinates do, we must make it clear. What tasks, what are their nature, what is the significance, what kind of goals and effects should be achieved, when will it be completed, who should report to it, what principles should be followed, how much power should be exercised and how to deal with the problems, The methods, steps, ways of implementation, the difficulties that may be encountered, and so on, must be clearly stated. The task is ambiguous and the content is ambiguous. It is simply impossible for the subordinates to carry out their duties well. It is impossible for the so-called “to be dazed and impressive”. Of course, the detailed level of accountability should depend on the circumstances of the individual. The important matters must be dealt with clearly and exhaustively. The simple and exquisite things can be explained roughly. For subordinates who are agile and experienced, they can be brief Briefly, a few words, but novices and capable general subordinates, we must ear to life, as much as possible to think of their own problems in detail.