Top management: Should have decision-making ability. Textbooks emphasize conceptual ability.
Middle-level managers should have the ability to supervise, analyze, discover and improve. The textbook talks about the mixture of professional ability and conceptual ability.
Grassroots: basic executive ability. Business ability is mentioned in the textbook.
Second, the grassroots should manage good people and do good things. Middle management, bring a good team. High-level pipe direction, take the rudder.
Third, the Diablo faction let grass-roots pigs climb trees and change their ideas. You are not a pig. You are a monkey. You can't climb to the middle level. Eating pork as a grass-roots pig tonight has to cut down trees, take a photo on the treetops and make a ppt for the top.
Fourth, detailed
As a grass-roots manager, that is, the immediate manager of front-line employees, they should have the following qualities: 1. Be proficient in your own business. Managers such as grass-roots managers or foreman's office managers, as the "immediate superiors" of grass-roots front-line employees, first need to be very proficient in the work content and business of subordinate departments in order to make effective and efficient work arrangements. Grass-roots employees will obey their professional quality or experience when they are managed, and there will be less rebound. So many grass-roots managers are selected from grass-roots employees and tested after training. 2. Good training ability. As the direct supervisor of grass-roots employees, one of the important tasks of grass-roots managers is to guide and train grass-roots employees. Based on the first point, excellent business ability is the foundation, and then you must have good communication, counseling and guidance skills, which can enable grassroots employees to implement according to the work standards and work expectations stipulated by the company. (For the service industry, the turnover rate may be high, which is particularly important. The integration of new employees and the speed of getting started at work depend largely on the training and teaching ability of grass-roots managers. 3. As a manager, leaders should be able to get rid of "authority management" and realize planning and motivating leaders. My supervisor (one of the best people in my field) once taught me: "We want our manager to be a leader, not a policeman." Rules and regulations need to be formulated reasonably, and grass-roots managers should use them properly to avoid bureaucracy and harden power. Its subordinates should have a sense of identity with the team goals and guide and motivate team members to achieve them. 4. Sincerity, affinity and respect. Managers are the people who manage people. To win the trust, obedience and even love of others, we must first integrate into the team, respect everyone in the team and care about the team members. Respect and honesty are equally important to superiors. In fact, this is also the basic requirement of team work. Personally, I have seen that grass-roots managers can't unite grass-roots employees, which is not pleasing. Grass-roots employees specifically opposed him in order to influence his job evaluation, which caused a very bad influence, lost customers and lost brand value. The quality of grass-roots managers also determines whether they will deliberately neglect, walk slowly or even be corrupt in their work. 5. Execution, as the direct team organizer on the enterprise battlefield, grass-roots managers shoulder the heavy responsibility of realizing the decision-making instructions of middle and high-level enterprises. After receiving the instructions and decisions from the background of the company, the grass-roots manager should organize the employees of his department to implement them efficiently, implement all the policies and standardize the work links required of his subordinates. 6. communication skills. Grass-roots managers must efficiently inform grass-roots employees of enterprise standards, resolutions, work content planning and other details. Similarly, grass-roots managers must quickly and effectively feed back grass-roots information to upper management departments to ensure two-way communication, improve flexibility and feasibility of plan implementation. If the industry involves direct communication with customers, grass-roots managers should also have the skills to communicate effectively with customers. 7. Market sensitivity and information sorting ability. Grass-roots managers can't think like grass-roots employees. This is just a job. They must position themselves as "businessmen", be sensitive to market information, and effectively collect, think and sort out. On the one hand, it is used to revise the working methods and plans within the scope of authority, on the other hand, it provides information resources for the strategy and work deployment of middle and high-level enterprises. Grass-roots managers must understand the competitive environment and nature of their industry. 8. Self-discipline. Grass-roots managers directly face the bottom employees and must set an example and correct their morale. I won't explain this much. Generally speaking, the middle level of an enterprise (in fact, I generally hate it) likes to analyze specific problems. This kind of thing can often be put forward with an unconventional case, which is very unpleasant to hear. It is the "mainstay" of enterprise management and development (this is not necessarily the case, many companies make structural reforms and specifically cut the middle level, but again, there is no specific situation).
Middle managers can already be called tactical managers. Their main responsibilities are to effectively combine the internal resources of the organization, rationally plan, coordinate the organization, make progress, allocate power and responsibility, control the process, and manage at the grassroots level in order to finally achieve the goals of the top management. Generally speaking (again ...-",remove the special words of accountability, but the concept of middle level is really vague and it is really difficult to template), the quality it should have is: 1. The correct role positioning, regarding the middle level, I think it is difficult to generalize for a long time. The different middle-level management of different functional departments in the front, middle and back office is different, so I think we should first rationalize and combine the enterprise structure to clearly understand the significance of our rights and responsibilities to the enterprise, so as to carry out targeted management and operation. 2. The ability of internal innovation (because I was recently appointed as the internal process reform of a project of our group, I thought a lot about this and put it in the second place). This ability requires middle managers to think conceptually, judge logically and plan rationally, and rely on their own ability and judgment to carry out product innovation, service innovation and process innovation. Realize the change of enterprise competitiveness within the enterprise. If middle managers only exist as an "information channel" between the top and the grassroots, then with the development of modern science and technology, middle-level functions will be automatically or partially replaced, just around the corner. The British Prime Minister can even use the iPad to browse the economic and administrative data of various departments and cities in Britain, and officials can be dismissed through procedures. In the near future, the information control, communication and execution of government orders by the top management of grass-roots enterprises may be replaced by a model that we can't imagine today, so the new survival significance of middle managers is very important. Middle-level managers should make use of their industry knowledge and the new tools and processes that enterprises have learned from their thinking to achieve effective internal innovation, which is conducive to improving their competitiveness within their functions. 3. Decision-making and planning ability. After the top management puts forward the vision of enterprise development, middle managers often have to work out feasible planning schemes. Therefore, planning ability is very important. If possible, the top management can let the middle management participate in some directional decision-making planning, which can improve the effectiveness of intentional communication. 4. Execution, strategic intention and effective implementation of planning. (Crucially, just think about why the boss of the enterprise is in charge now. 5. Judgment, the middle level often faces direct market competition, customer communication and other internal and external scenarios, and needs to decide the judgment by itself, so the judgment ability often affects the overall situation. 6. Leaders can compare the above contents. 7. Communication skills, with top management, with customers, with other functional departments within the company, with the grassroots, etc. 8. Teaching ability and training ability, it is better to teach people to fish than to teach people to fish. Middle managers should be good at cultivating employees and realizing their growth. They can also get rid of the inefficient mode of hands-on and improve the tacit understanding and efficiency of the team. 9. Control the details, I was taught a sentence: retail is the details. I don't think this sentence was originally written by my boss, but I can see that Forbes is one of the most powerful people on the continent, but I still grasp every detail I care about, which is admirable. Actually, in today's highly developed commercial economy, many companies' pursuit of details is the cornerstone of their success. The simplest example is Jobs, and there are countless stories. Middle managers and planning leaders of grass-roots departments must be pragmatic, control details and achieve qualitative change. Please forgive me, I am just ignorant and have never been a real high-level person. My assessment was too hasty ... Just to say one thing, I personally think that it is very important to give the enterprise a soul whether it is Jobs the tyrant, Guo Shina the amateur, Ding Lei the pig farmer, Shi Yuzhu the soldier or the gamer. The ability and quality that top managers should possess.
According to the similarities and differences of their own organizational structure and related situations, senior managers include different objects. Generally speaking, senior management includes all members of the enterprise decision-making circle, headed by the general manager, and other members include deputy general managers, directors and assistant general managers. Another explanation is that managers who are directly responsible for the work of more than one department belong to top managers. Enterprises that implement the "chief system" can also include "Chief Operating Officer", "Chief Financial Officer" and "Chief Technology Officer" under the direct leadership of "Chief Executive Officer" in the top management team, although these chief officers in many enterprises only enjoy the treatment of department managers, because these titles are only alternative fashionable substitutes for managers of production department, finance department and technology department.
Now, let's introduce some important abilities and skills that senior managers should have to help them further improve their abilities and fulfill the responsibilities entrusted by the company. At the same time, these abilities and skills can also be used as a useful reference for middle managers to cultivate and tap their potential.
1, the ability to guide the direction
Because the company's resources are limited, it can't stand the random toss. In investment decision-making, if misjudgment leads to the wrong direction of resources, enterprises will suffer setbacks, and sometimes they will be devastated, thus facing the crisis of bankruptcy. Therefore, standing at the height of strategic development and guiding the company to develop in the right direction will always be the primary task and basic responsibility of the company's top managers.
So, how do top managers cultivate their ability to guide the direction?
-Grasp the external environment of the company.
The survival, development and growth of the company depend on whether the external environment is favorable or not. The external environment mainly includes macroeconomic trends, government policies, market demand, competitors and suppliers. Top managers should always grasp the changes of these external factors and all kinds of background information of company decision-making.
-Understand the internal situation of the company.
Sun Tzu said: Know yourself and yourself, and you will never be defeated. Mao Zedong said: The decisive factor for the change of things lies in the interior. No matter whether the external environment is conducive to the operation of enterprises, it is difficult for enterprises to win in the market if their own conditions are limited or very lacking. Therefore, top managers should know their family background very well, constantly improve and strengthen the supply of resources within the enterprise, create relevant conditions in hardware and software, and cultivate or maintain the competitiveness of the enterprise in the market.
-Understand what the company is best suited to do and how the company is performing.
After understanding the external and internal situations, senior managers should also analyze and judge various facts, and draw the conclusion of what enterprises can do under these conditions and to what extent, that is, find the best entry point for enterprises to enter the market and enter the market competition at the most favorable opportunity.
2. Comprehensive judgment
Comprehensive judgment ability refers to the ability to make the most favorable decision for the company's long-term development and formulate practical action plans from the overall perspective of the company's internal and external environmental conditions. How should top managers cultivate their comprehensive judgment ability?
First of all, senior managers need to obtain as comprehensive information as possible through continuous learning and communication, listen to the opinions and suggestions of all parties concerned, including employees, maintain the overall concept and cultivate a wide-angle vision. At the same time, we need to learn and recharge constantly, not only to understand the principles of enterprise operation and management, but also to understand the latest trends of enterprise management, from which we can learn all kinds of beneficial nutrition.
3. Cultivate the ability to discover and grasp key factors.
Enterprises are facing various opportunities and challenges, and they will encounter many problems every day. But these problems are not all important. There are not many factors that can really have a significant impact on the business performance and future development of enterprises, and it is not easy to be recognized. The difference between top managers and others should be that they can find out the key factors, overcome the most threatening difficulties and seize the opportunities that are most beneficial to the development of enterprises.
4. Exert leadership influence.
The most effective leadership is not work power or administrative orders, but the influence formed by managers through personal personality, character, ability and charm, which plays an encouraging, demonstrating, promoting and condensing role among enterprise members. Therefore, top managers should constantly improve themselves, establish prestige within the enterprise, improve the management level, and improve the business performance of the enterprise through their own influence.
5. Cultivate innovation and adaptability.
Innovation is the source of vitality of an organization. Because the objective things remain unchanged, the management mode and business model of enterprises should also change constantly to adapt to the changed environment. This requires top managers to have innovative and contingency ideas and explore various ways to adapt to the better development of enterprises in practice.
6. Be good at making rules of the game
An enterprise is a team composed of many members. Everyone has different thoughts, personalities, levels, abilities and pursuits, so it is impossible to act in unison. One of the important tasks of senior managers is to formulate various rules and regulations, so that enterprises have laws to follow and rules to follow, so that every member can work according to the rules and work in harmony to achieve the company's business objectives.
7. Activate the whole team with expectation method.
If making the rules of the game is the minimum requirement and norm for the actions of enterprise members, then putting forward various expectations for everyone is a kind of leadership art that inspires employees to go up. Top managers should be good at understanding their own teams, telling employees the goals of the enterprise, allowing employees to participate in the formulation of goals, expressing trust in employees and putting forward expectations for achieving goals, so as to urge everyone to give full play to their potential and consciously contribute to the realization of enterprise goals.
8. Abide by professional ethics
The power of example is infinite. In order to lead a team well, senior managers must be strict with themselves, set an example for employees in their thoughts and styles, take the lead in observing professional ethics, love their posts and work hard, love their people, abide by various rules and regulations, and advocate a healthy and progressive culture in the enterprise. Only in this atmosphere can the cultivated team have combat effectiveness.