This is the course "How to Be an Effective Manager" taught by Professor Chen Chunhua of South China University of Technology. Before we mentioned management, we basically stayed at the basic level of the enterprise, that is, the management of people and things, but Professor Chen Chunhua proposed why enterprises should be managed, mainly for the following reasons:
1. Market demand, customer demand and employee training.
Why do you say that? That's because in the process of market economy development, the collective economy of pot rice has not adapted to the development and needs of the times, calling for a new economic system. Under this new structure, facing the needs of customers and the growth of enterprise employees, they must be effectively managed to maximize economic benefits.
2. Maintain passion and entrepreneurial ability.
Because Fiona Fang cannot be created without rules, so can the operation of enterprises. In the business development of an enterprise, effective management can not only maintain the passion for the cause, but also enhance the entrepreneurial ability.
3. Innovation in cost, distribution, service, product quality, technology and business model.
In the process of enterprise operation, management runs through. If an enterprise does not have scientific management, its operation will be chaotic. There will be shortcomings in cost, distribution, service, product quality, and innovation of technology and business model, which will also hinder the healthy and orderly development of enterprises.
4. Don't know enough about the enterprise and management?
Because management is one of the productive forces, it should contribute to the continuous improvement of efficiency. Enterprises must release the effectiveness of management if they want to improve their competitiveness and ensure stable and sustainable development.
In the course, Professor Chen put forward a concept, that is, what is entrepreneurial economy, and she also explained it to us from the following aspects so that we can understand it more clearly.
First, management:
1, in terms of performance: managers are only responsible for performance.
There are several phenomena in society now, one of which is credit and hard work. In some enterprises, employees may have stayed here for a long time, so they have an inexplicable sense of superiority. You talk to him about performance, he talks to you about hard work, and always regards his qualifications in the company as capital. The second is the relationship between ability and attitude. Because in some enterprises, some people have ability but bad attitude, and some people have good attitude but insufficient ability. What shall we do? Professor Chen's suggestion is that only by turning attitude into ability can enterprises develop healthily. The third is talent and morality. We emphasize that talents should have both ability and political integrity, but when we recruit people, we can see it through our previous performance, but we can't see moral character. This is an intangible ability. Therefore, in the enterprise personnel training, we strive to make them have both ability and political integrity. If they can't do it, we must turn virtue into talent.
2. Equilateral distribution law: management is a kind of distribution.
Authorization? Benefits? responsible
The most important thing in management is to allocate responsibilities, not rights.
3. Management is greater than management: management will always serve management.
First, what the management does must be decided by the management.
Second, the management level cannot go beyond the management level.
Management is to choose things right, and management is to do things right. Small profits but quick turnover, we should surpass our competitors in scale and cost.
At the same time, Professor Chen also pointed out that there are four driving forces for enterprise development: opportunities, talents, technology and products, which are the driving forces for her to learn from Huawei. Pull each other and push the company forward, among which employees are the most important.
Second, the purpose of management:
1, labor efficiency is output.
The output here refers to the operating income of the enterprise, that is, the profit rate of the enterprise. Earning profits is the core essence of enterprise management. Therefore, in the process of enterprise management, how to maximize the profit of enterprise management is a problem that every manager should consider.
2. Management should solve organizational efficiency, personal efficiency and labor efficiency.
It is also pointed out in the course that the role of management is to solve the relationship among organizational efficiency, personal efficiency and labor efficiency. As an individual, everything should be efficient and effective, because if it is not efficient, it will increase labor costs.
3. Human efficiency
In enterprise management, performance is the only assessment standard. If a person can't produce achievements in production and operation, then we can say that he is useless. Take the last elimination mechanism, he should be eliminated.
Third, the most important skills of managers:
Professor Chen talked about the skills of managers in the course. In the past, he took management in business operation for granted. He always thought that management was to manage people and straighten things out, and everything else seemed irrelevant. But after listening to the class today, I refreshed my cognition. She told us four skills of management.
1, time management
Professor Chen emphasized that time management is a particularly important skill in enterprise management. Only by strictly controlling time can we be proficient in enterprise management.
2. Communication skills
As an enterprise manager, communication should be everyone's most basic skill. In the past, our communication with employees was more about making things clear and letting the communication objects understand their intentions. But Professor Chen said that the purpose of communication should be to reach a consensus and produce actions. The most important thing is to make the communication object take action. If the other party does not take action after communication, then such communication is a failure.
3, the skills of the meeting host
In business operations, I used to hate meetings, because sometimes an hour or two of meetings can't solve any problems, but will increase many problems, so we try to have fewer meetings or hold short meetings in the future. However, Professor Chen said here that one of the skills that managers have is the ability to hold meetings, but what she said is the ability to preside over meetings, which makes sense. Why are the results of previous meetings always unclear? That's because my ability to preside over the meeting is insufficient, and I suddenly felt an epiphany when I thought of it here. Meeting is a form of solving problems, and supporting meetings is also an ability.
4. Conceptual ability
Conceptual ability, this is the first time I have heard someone apply it to management. Before, I always thought it was a forward-looking vocabulary, and it was all about putting forward some far-sighted and planned concepts. To be more practical, it is to pretend to be empty. But today, Professor Chen gave a good comment in simple and clear language, that is, the simple handling of complex problems, which made me understand. In fact, the same is true of what we often say about making things easy.
At the end of the course, Professor Chen also warned everyone that management is actually to solve problems, and management is not to find shortcomings, but to find problems. The most important thing in management is to produce performance, that is, efficiency and effectiveness. Management without performance is useless. Management must make managers effective. So for me, knowing the essence of management and learning the methods of management, I finally want to apply these to practice, which is the truth from practice. Practice is the only criterion for testing all truth!