Management skills: manager + director
From：
Dongguan Jieshimei shoes material Co., LTD
Post date：
2020-04-17
In daily work, we often encounter the following situations:
A boss asked me this question: he has a business department, which is headed by a business manager. There are more than ten people in this department, two of them do the best business, but they have a bad relationship with other colleagues. In the eyes of other colleagues, the reason for the bad relationship is that the two people are out of group and always rob their business, resulting in their poor performance. In the eyes of these two people, it is others who do not work as hard as they do and envy them. The head of the Department advised the boss to get rid of the two people so as to reestablish the harmony of the Department. The boss is in a dilemma: is it to accommodate the two competent people or everyone?
I asked the boss: are there any problems with these two good people? The boss said: there is no problem with character, but there is a problem with personality. I said: the real problem is your department manager. He didn't play his part.
Such things happen every day in every enterprise. When there is a conflict among colleagues, the manager makes a simple response: this person is right and that person is wrong. We tend to blame someone for the problem, thinking that if we deal with someone, everything will be OK. But as a result, when we drive out the disobedient and the unsightly, the enterprise lacks different voices and competitive power, and the company's performance follows. The right way is to make managers become real managers.
什么是真正的管理者？真正的管理者一是要“管”，二是要“理”。What is a real manager? The real managers should first "manage" and second "manage".
"Management" means that managers learn to see the overall situation. What is the big picture? It is the whole of the enterprise, the goal of the enterprise, not only the temporary "harmony" within the Department. "Management" means that the managers themselves become the role models of everyone and let everyone look at themselves. "Management" means to get along with subordinates, including those you don't like, but there is no problem with their character. "Management" means knowing people well and being able to use those who are difficult to manage like "Shunliu", rather than simply expelling those who are not. "Management" means learning to delegate, and helping subordinates solve problems. "Management" means learning to encourage, praise and criticize, especially the art of criticism. "Management" means taking the responsibility of your own department, rather than simply treating the problem as the problem of your subordinates. "Management" means result oriented and solving problems in the Department.
Applying these to the previous examples means that department managers should start to solve their own department problems by changing their own practices, rather than putting the dilemma on the boss. Generally, the principle of management is easy to understand. As time goes on, a manager will become more and more proficient in the art of managing people. What managers really can't do is "manage", because many managers don't know it's their duty at all, but simply equate management with command and command.
What is Li? "Reason" is to sort out, to sum up experience, to sum up lessons, to find ways to fundamentally change a thing. "Reason" is to redefine rules and eliminate problems completely from the perspective of rules. "Management" focuses on changing people, changing people's attitudes, changing people's abilities, "management" focuses on changing things, changing processes, changing unreasonable practices.
If the manager only "manages" but not "manages", even if your ability of "manages" is no better, the same problem will appear in the future. As the example in this article, if the manager does not solve the problem of task allocation rules in the Department sensitively, similar contradictions will appear in the future, but when there are employees with strong personalities in the Department, they will appear as open contradictions, and when there are no employees with strong personalities, the contradictions will be hidden. But there are always problems, which always affect the efficiency of the Department.
With this understanding of management, we can answer the question: what's the difference between managing 10 people and 1000 people?
I don't think there are too many differences in "management", but there are very big differences in "management". In other words, the larger the management department and the more people they manage, the more they need to learn how to "manage" and how to establish and adjust rules.
And these things to be "reasonable" are:
Determine what to do and what to do;
Determine the organizational structure, divide and rule;
Determine specific positions;
Determine performance and incentive mechanism;
Determine the system, use the system instead of relying on the manager's charm management;
Determine the process and ensure the quality of the work with the process instead of punishment;
Management is not so hard to understand.
In fact, management is very simple. Management is "management + management". Managers should have the following qualities and skills, and the management work will become easier.
1. Communication skills.
In order to understand the interaction of employees in the organization and listen to the voice of employees, a manager needs to have good communication skills, of which "good listening" is the most important. Only in this way, can managers not let their subordinates get divorced or dare not put forward constructive proposals and demands. Managers can also learn whether their communication skills are successful through their subordinates' sense of identity, understanding and resonance.
2. Coordination ability.
Managers should be able to be sensitive to subordinates' emotions, and establish channels to dredge and vent. Do not wait for the deepening of opposition and the expansion of contradictions before rush to deal with and resolve. In addition, managers should decisively resolve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, right or wrong, we should immediately take measures to cool down and cool down, and immediately resolve the conflict with proper and effective strategies after knowing the situation. As long as we grasp the initiative and initiative to eliminate contradictions, any form of opposition can be solved.
3. Planning and integration capabilities.
The planning ability of managers is not focused on short-term strategic planning, but long-term planning. In other words, an excellent manager must be farsighted and farsighted, not be dazzling, only see the present but not the future, and timely let employees understand the company's vision, so as not to let employees lose their way. Especially in decision-making and planning, we should be able to make good use of the integration ability, effectively use the wisdom and existing resources of the subordinates, and avoid human waste.
4. Decision making and executive ability.
In the democratic era, although there are many things suitable for collective decision-making, managers often have to make decisions independently, including assigning work, coordinating human resources, resolving employee disputes, etc., which often test the decision-making ability of managers.
5. Training ability.
Managers are bound to aspire to have a strong working team. Therefore, cultivating excellent talents has become an important task for managers.
6. Control ability.
There is a saying: "a leader will not build a business, but
The qualities or management skills that managers need to possess are as follows:
1. Technical skills
Technical skill refers to the understanding and proficiency of a particular activity, especially the activity including method, process, procedure or technology. It includes expertise, professional analytical skills, and the ability to use the professional tools and techniques flexibly. Technical skills are mainly related to the work of "things" (process or tangible objects).
2. Personnel skills
Personnel skills refer to the administrative ability that a person can effectively work as a group member, and can establish cooperative efforts in the group he leads, that is, the spirit of cooperation and team spirit, to create a good atmosphere, so that employees can freely express their personal views without hesitation. The personnel skills of managers refer to the ability of leadership, motivation and communication that managers should have in order to achieve organizational goals.
3. Ideological skills
Ideological skills include: "the ability to see an enterprise as a whole, including the ability to identify the interdependent functions of an organization, how changes in one part can affect all other parts, and then affect the relationship between individual enterprises and industries, communities, as well as the overall political, social and economic forces of the country." That is, the ability to grasp the whole situation, judge important factors and understand the relationship between these factors.
4. Design skills
Design skills refer to the ability to solve problems in various ways that are beneficial to the interests of the organization, especially the ability of senior managers not only to find problems, but also to find practical solutions to a problem like an excellent designer. If managers can only see the existence of problems and only "people who see problems", they are unqualified managers. Managers must also have the ability to find workable solutions based on the current situation.
The relative importance of these skills to managers at different levels of management is different. The importance of technical skills and personnel skills gradually declines from low to high according to the organizational level of managers, while the opposite is true for ideological skills and design skills. For the grass-roots managers, it is the most important to have technical skills. Having personnel skills is also very helpful in frequent communication with the lower level. When the manager develops from the basic level to the middle level and the senior level in the organization, with the decrease of the number and frequency of his direct contact with the lower level, the importance of personnel skills gradually decreases. That is to say, for middle-level managers, the demand for technical skills is decreasing, while the demand for ideological skills is increasing, and personnel skills are still very important. But for senior managers, thinking skills and design skills are particularly important, while the requirements for technical skills and personnel skills are relatively low. Of course, the relationship between management skills and organizational level is not absolute, and some factors such as the size of the organization will also have a certain impact on this.
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