Management common sense skills

1. How to understand the three skills of management?

Management is a science (1). Scientific regularity management science is a summary of the laws of management activities in long-term social production practice.

As a science, management requires systematic theoretical knowledge. Management science is to prompt the regularity of management, form principles, procedures and methods, give general guidance to managers' management activities, and make management a standardized rational behavior under the guidance of theory.

Recognizing the scientific nature of management requires people to constantly discover and explore the regularity of management in management activities, act according to the regularity of management, do a good job in management under the guidance of scientific management theories and principles, and improve management efficiency. Management is a discipline that studies the management activities and laws of various organizations in human society from the objective reality. These laws exist objectively, and anyone who violates them will be punished.

For example, there is an eternal truth in enterprise management: enterprises must use their own products and services to meet the needs of customers to the maximum extent in order to make profits. This law should be said to be the only law that Chinese and foreign enterprises must follow at all times. This is the law of management, and whoever violates it will suffer.

(2) Strict programmed scientific logic is a strict programmed operation in management activities, and programming is an important feature of management activities. This proceduralization is first embodied in the design of management process, and then in the specific operation process.

(3) Advanced technical management is a highly applied subject, and management theory can only play a role if it is transformed into specific management techniques and skills. In modern management science, these management technologies are transformed into various management software and specific operation skills to complete specific management tasks.

1.2.2 management is an art and a random creative work. Unlike some sciences, the best answer can be obtained simply by mathematical calculation, and it is impossible to provide managers with specific models to solve problems. It can only make people implement creative management according to the requirements of objective laws. In this sense, we say that management is an art, at the same time, there are many unknown, vivid and vague factors in management.

The so-called unknown, living and vague factors, which people's experience, feelings, courage and authority can't measure or even describe, are called "art", and this part is also the virgin land that management should develop. With the development of science and technology and management science, there will be fewer and fewer unknown, vague and vivid fields (but there will not be any), but the requirements for people to engage in management art are getting higher and higher.

The requirements of management artistry in specific management activities are as follows: (1) Smart and adaptable managers will encounter all kinds of emergencies in their management career, so it is very important to have adaptability. Especially when the organization encounters sudden major changes, the resilience of managers often plays a decisive role.

(For example, a mango called "White Ivory" planted by farmers in Hainan is "stunted" because it is not fully fertilized and pollinated when it blooms and its fruit is only the size of an egg. The scientific name of this fruit is "abortive fruit". A few years ago, this fruit could only be treated as obsolete.

However, the little things that were originally thrown away have become "pearl fruit" after reasonable transformation. This kind of fruit is very popular because it tastes good, there is almost no fiber in the pulp, and the core is small or even seedless.

Normal-sized high-quality ivory mangoes cost two or three yuan per catty, but four or five yuan. The highest price can be 8 yuan a catty, which is in short supply. In Haikou, Guangzhou, Shenzhen and other places, this small ivory mango has become a gift for local people.

The climate is still that climate, mango is still that mango, but the result is very different. This is the flexibility of management, and different situations and different objects are encountered, and different treatments are carried out. )

(2) Flexible strategy manager not only needs to think and operate with wisdom at the strategic level, but also needs flexible operation at the strategic level. Only by achieving strategic success can we finally achieve strategic success. (3) The important task of a perfect coordination manager is to successfully coordinate various relationships, such as conducting a band and playing a piano concerto.

Coordination brings motivation and benefits, and the successful coordination of interpersonal relationships will be a big test for managers. 1.2.3 management is the unity of science and art: the unity of objective laws and subjective initiative. Management science is a knowledge system that reflects the objective laws in the field of management relations, while management art is a synthesis of creative management skills based on management knowledge and experience.

Management science is the reflection of the objective law of the dynamic process of management, while management art is the reflection of its subjective creativity. Managers not only know the management science, but also know the skillful management art, so as to make their management activities perfect.

In scientific management, people often make the following mistakes: blindly copying foreign management theories; Take the management principles in books as dogma; Think that management depends only on practice, and never trust management experts. Especially the third view is very common among managers.

Regarding the artistry of management, people often make the mistake that the artistry of management means that management depends on personality charm, inspiration and innovation, while management itself has no rules to follow, and there is no way to master management skills through learning (especially book learning). Too much emphasis on the artistry of management, thus denying the scientific nature of management; It is believed that the art of management is born to a few people, so that most people can only be born in the position of being managed and led; There is a lack of scientific management system in management practice, and decisions are often based on managers' moods and likes and dislikes.

For those who study management science, management science cannot be studied as a general knowledge subject, nor can it be simply studied as an operational skill to complete professional tasks. Instead, we should learn from management science and management art to cultivate ourselves into an excellent manager.

2. What skills should managers have?

Basic skills of managers

I. Technical skills

Generally speaking, it is "knowledgeable", "skilled", "only paying attention to one skill", "interlacing like a mountain" and "unfamiliar". Refers to the ability to use relevant working procedures, technologies and knowledge in a professional field to complete organizational tasks (generally, grass-roots managers have higher requirements).

Second, interpersonal skills.

Interpersonal communication ability, the so-called "understanding people", refers to the skills related to dealing with human relations, that is, the ability to understand others, inspire others and work with others.

"Everything is clear and knowledgeable, and the cultivation of human feelings is an article." To be a leader, you must have good relations with people around you, including superiors, subordinates, peers, outsiders and so on. This is the art of adjusting interpersonal relationships in leadership activities, including coordinating with superiors, coordinating with peers, and coordinating with subordinates.

Coordinate the relationship with superiors

To coordinate the relationship with superiors, we should pay attention to the following two points:

First of all, we should correctly understand our role, and strive to be offside and make contributions. Just don't make a decision when you shouldn't, don't make a statement when you shouldn't, don't insist on doing things you shouldn't do, don't answer questions you shouldn't answer casually, and don't "grab the camera" in situations where you shouldn't stand out.

Secondly, we should properly adjust expectations, control desires, and learn limited control. However, this is not enough to show that we have to obey the orders of superiors and leaders. The key lies in whether the policies of superior leaders are correct and reasonable. If there are improper or serious mistakes, we should also learn to fight rationally and stick to principles. To do this, the premise is to strengthen information communication and feedback with superiors, know the truth as much as possible, and avoid misjudgment.

Coordinate the relationship with subordinates

The lower class is the main target for leaders to exercise power. Therefore, it is of great significance to handle the relationship with subordinates in a fair, democratic, equal and trusting way. In order to realize this requirement, the headmaster must attach importance to the art of controlling the balance, gravity and elasticity of his subordinates.

The art of balance is to establish a harmonious and balanced relationship with subordinates on the basis of fairness and equality, to achieve psychological acceptability and interest compatibility, and to achieve behavioral consistency.

Gravitational art is a process in which leaders draw the distance between themselves and their subordinates and make them closely unite around them to work together. In short, leaders should be attractive. Only when the superiors and subordinates are consistent in goals, emotions, psychology, attitudes and interests can such leaders have prestige.

The art of elastic control. It is a process in which leaders control their behavior through a standard test with a certain elastic space or range. Realizing flexible control can not only give subordinates a full sense of freedom, but also give them the necessary legal constraints. This is an important art for leaders to exercise power.

Coordinate the relationship with colleagues

As a leader, coordinating the relationship with peers is an important aspect affecting personal development and an important factor for the positive and healthy development of the whole team. Correctly handling the feelings with peers can start from the following two aspects;

First of all, enhance the feelings with peers. Emotion is the "coordinator" of interpersonal relationship, and the relationship between peers should be harmonious and be each other's "psychological defense line", so that they will be comfortable and happy when doing their work.

Secondly, competition and cooperation coexist. Dealing with the relationship with leaders at the same level requires leaders to keep their eyes open, recognize the world clearly and not be a frog in the well. We should think that the competition between our peers and ourselves is a good environment to hone ourselves and correctly grasp the peer relationship that is both competitive and cooperative.

Third, conceptual skills.

Conceptual skills refer to the ability to look at the overall situation and realize why something should be done, that is, the ability to gain insight into the complexity of the interaction between enterprises and the environment. Specifically including; The ability to understand the relationship between things and find out the key influencing factors. Be able to determine and coordinate all aspects of the relationship. The ability to weigh the advantages and disadvantages of different schemes and the inherent risks, and so on.

Lower-level managers mainly need technical ability and interpersonal skills; Higher-level managers need more interpersonal skills and conceptual skills; High-level quantity managers especially need strong conceptual skills.

3. What are the basic knowledge of management?

1, concept definition

Management refers to the activity process in which managers integrate all the resources of an organization and realize the established goals of the organization by implementing the functions of planning, organizing, leading and controlling in a specific environment.

2. Race occurrence

Factory management-classical management stage; Organizational management-contemporary management stage; Inter-organizational management-modern management stage.

3. Development trend

The rapid development of modern science and technology has led to profound changes in management science, which has caused fundamental changes in management functions, organizations, methods and concepts, thus making management research present six development trends.

4. Basic functions

Planning is the process of setting goals and determining the necessary steps to achieve them; Organizational work is a process of division of labor, distribution of rights and coordination of work in order to effectively achieve the goals set in the plan; Leadership is a process in which managers use their authority and prestige to influence, guide and motivate all kinds of people to achieve their goals; Control work includes establishing control objectives, measuring actual performance, analyzing differences and taking corrective measures.

5. Research content

Starting from the duality of management, this paper focuses on three aspects of management:

1) from the aspect of productivity, study how to rationally allocate people, money and things in an organization, so as to give full play to each factor; This paper studies how to make rational use of various resources according to the requirements of organizational goals and the needs of society in order to obtain the best economic and social benefits.

2) From the aspect of production relations, study how to correctly handle the relationship between people in the organization; To study how to establish and improve the organizational structure and various management systems; Study how to motivate the members of the organization, so as to mobilize the enthusiasm and creativity of all parties to the maximum extent and serve the realization of organizational goals.

3) From the aspect of superstructure, study how to adapt the internal environment of the organization to its external environment; Study how to make the rules and regulations of the organization consistent with the political, economic, legal and moral superstructure of the society, so as to maintain normal production relations and promote the development of productive forces.

4. What necessary skills do managers need?

The management skills that managers need mainly include:

1, technical skills

Technical skill refers to the understanding and proficiency of a specific activity, especially the skills related to methods, processes, procedures or technologies. Including professional knowledge, analytical ability within the professional scope and the ability to flexibly use the professional tools and skills. Technical skills mainly involve the work of "things" (processes or tangible objects).

2. Personnel skills

Personnel skills refer to a person's administrative ability to work effectively as a team member, and the ability to establish cooperative efforts in the team he leads, that is, cooperation and team spirit, and create a good atmosphere so that employees can freely express their personal views without scruple. Managers' personnel skills refer to the leadership, motivation and communication skills that managers should have to accomplish organizational goals.

3. Ideological skills

Ideological skills include: "the ability to regard the enterprise as a whole, including identifying various interdependent functions in the organization, how the change of one part affects all other parts, and then affects the relationship between individual enterprises and industries, associations and the overall political, social and economic power of the country." That is, the ability to take the overall situation into account, 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. Top managers, in particular, should not only find problems, but also have the ability to find a practical solution to a problem like excellent designers. If managers can only see the existence of problems, but only "people who see problems", they are unqualified managers. Managers must also have the ability to find feasible solutions according to the current situation.

The relative importance of these skills to managers at different management levels is different. The importance of technical skills and personnel skills gradually decreases from low to high according to the organizational level of managers, while ideological skills and design skills are the opposite. For grass-roots managers, having technical skills is the most important, and having personnel skills is also very helpful in frequent communication with subordinates. When the manager's organizational level in the organization develops from the grassroots to the middle and high level, with the decrease of the number and frequency of his direct contact with subordinates, the importance of personnel skills gradually decreases. In other words, for middle managers, the requirements for technical skills have dropped, while the requirements for ideological skills have risen, and personnel skills are still very important. But for top managers, ideological 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 it.

Six abilities that managers should possess:

1, communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.

2. Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.

3. Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.

4, decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.

5. Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.

6. Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition.

5. What knowledge must managers have?

Technical skills, interpersonal skills, conceptual skills

Managers need three basic skills or qualities, namely technical skills, interpersonal skills and conceptual skills.

Technical skills refer to being familiar with and proficient in a specific professional field, such as engineering, computer science, finance, accounting or manufacturing. These skills are very important for grass-roots managers, because they deal directly with employees' work.

Human skills are also important. Managers with good interpersonal skills can make employees full of enthusiasm and self-confidence, which are necessary for managers at all levels.

Conceptual skills are the skills that managers abstract and conceptualize complex situations. Using this skill, managers must be able to regard the organization as a whole, understand the relationship between the parts, and imagine how the organization adapts to its extensive environment. Especially for top managers, this skill is very important.

I am a bachelor of management in this field, and the skills of managers can usually be understood as that knowledge.

These three aspects are the answers of textbooks and the foundation of western management. People who study management must know this.

I hope the landlord can give points ~

6. What are the basic knowledge of management?

The basic theoretical management of management has a long history. Since human social activities, there have been human management activities. No matter from a series of grand projects in ancient times (such as the Great Wall and Pyramids) or from classic works handed down from generation to generation (such as The Art of War of the Prince and Sun Tzu), we can deeply feel the outstanding management talents and ideas of our predecessors. However, these management experiences and ideas are scattered, and there is no systematic and comprehensive theory to guide practice.

(A) classical management theory

With the development of production and the progress of science and technology, capitalism with free competition is gradually moving towards monopoly capitalism. In particular, the rise of capitalist companies makes the management of enterprises increasingly complex and requires higher and higher management. Experience-based production and management can no longer adapt to this fierce competition. This urgently needs to improve enterprise management to enhance the competitiveness of enterprises. Based on these objective requirements, some enterprise managers and engineers in western countries began to sum up experience and conduct various experiments and studies to improve productivity. Scientific management theory came into being.

1. Taylor's scientific management theory

Scientific management came into being in America at the end of 19 and the beginning of the 20th century. The emergence of scientific management is an important event in the history of management development, and it is also the first step of management from experience to science. Its founder is American Frederick W taylor (1856- 19 15), and its research scope is mainly grass-roots operation management. Taylor's scientific management theory mainly includes the following points.

(1) Action and working hours research. The purpose of action and working hours research is to find scientific, reasonable and most effective operating tools, procedures and actions for workers, so that workers can greatly improve production efficiency without increasing labor intensity.

(2) the implementation of differential piecework wage system. Different wage rates are stipulated according to working standards and working hours quota. Workers who complete the work quota are paid by piece, and the wage rate is higher; Workers who fail to complete the quota have lower wages. This can greatly arouse the enthusiasm of workers to complete the task.

(3) Scientifically select and train workers. Taylor believes that every worker has his own characteristics, and managers should find the most suitable jobs for employees, train them and encourage them to work as hard as possible.

(4) Division and coordination between operators and managers. Taylor advocates the division of labor between workers and management departments, separating the planning function from workers' work and doing it by professional planning departments, thus improving the scientificity and feasibility of the plan and facilitating workers' implementation.

The biggest feature of Taylor's scientific management method is the implementation of standardized management. This management method can be applied to some aspects of hotel management, for example, the study of time and action can be applied to hotel room arrangement with fixed operating procedures to improve the efficiency of hotel room arrangement. Although Taylor's scientific management theory originated in the early stage of industrialization, various social departments have developed for a century.

7. Decision-making and skills of simple managers

1, technical skills

2. Personnel skills

3. Ideological skills

4. Design skills

8. Management scientific knowledge

Adam Smith-wealth of nations-labor theory of value and division of labor theory;

Taylor, the father of scientific management, scientific management theory, scientific management theory;

Fa Yueer-industrial management and general management-organizational management theory;

Mayo's Hawthorne experiment-group relationship theory;

Maslow's hierarchy of needs theory;

Herzberg-two-factor theory;