Business majors include: finance, marketing, international trade, accounting, investment and securities.
Management majors include marketing, accounting, business administration, tourism management and financial management.
Answer question 2:
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A good leader focuses on management and employment. What you said is good enough. You shouldn't be too indecisive or indecisive in your work. In addition, we should know how to understand the psychology of employees, know how to establish our own prestige, and let ourselves have comprehensive ability. Your performance should be excellent, and people around you should think that you are the best, that is, let them believe in you, and you should have a group. As for the specific matters of operation and management, every industry is different, and I can't say. Here is an article you can read, hoping to help you:
Create outstanding leadership
Learn from each other's strong points to build the core team of enterprises
Use various leadership styles according to local conditions.
If an enterprise wants to be in an invincible position in the fierce competition and achieve sustained and healthy development, it is the key to build excellent leadership. In order to cultivate excellent leadership, enterprises must first establish a strong core team and make it run efficiently. Secondly, as the leader of an enterprise, we should use various leadership methods according to the actual situation and local conditions. Corporate culture and leadership are two sides of the same problem. In order to build excellent leadership, enterprises must also shape their own values and always guide their actions with these values.
Constructing the core team of enterprises
To develop, an enterprise needs a stable and reliable core team, which is commonly called "team building". As an enterprise leader, building an excellent core team is the first priority and an important embodiment of leadership. A strong core team can promote the improvement of corporate leadership.
Select core team members
How to build this team well, the first thing that business leaders have to face is the choice of core team members. From the source, there are two ways: internal training and external recruitment. Whether they are brought up by themselves or hired, the core team members should have different levels and specialties, so that members can learn from each other and cooperate with each other to obtain "1+1>; 2 "effect. If everyone has similar expertise, ability and experience in a core team, it means that the whole team has less expertise in many other important places, which leads to the "short board" of management.
When selecting team members, besides complementary professional knowledge, ability and experience, we should also consider the development stage of the enterprise. Enterprises are at different stages of development and have different requirements for core team members. In the start-up period, the core members of the team are generally less, ranging from three to four people to more than ten people. At this time, we should choose classmates, friends, alumni or fellow villagers who are familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. For example, Shanghai Fosun High-tech Group, one of the three major private enterprises in China, has a five-member entrepreneurial team who all graduated from Fudan University and are familiar with each other. At the beginning of their business, they were able to make a reasonable division of labor according to each member's ability and characteristics, formed a core team with strong combat effectiveness, and created the myth that the net assets of 10 were nearly 10 billion. When the enterprise develops to a certain stage, the core members should not be limited to the personnel in the initial stage, but should be balanced in cultural background and knowledge structure, otherwise it will not only affect the development speed of the enterprise, but also lay a fatal hidden danger for the long-term development of the enterprise.
Establish a relationship of trust
Correct selection of core team members is only the basis of team building. It is most important to establish a trust relationship, so as to ensure that these core members can think and work hard to form a high-performance team. Team members are close to each other and suspicious of each other. How to form an efficient, cohesive and effective team? Therefore, as a leader of an enterprise, we should create an atmosphere of mutual trust within the team.
Creating an atmosphere of mutual trust needs to be considered from both horizontal and vertical aspects. In the horizontal aspect, team members can build mutual trust by strengthening communication, enhancing understanding and supporting each other's correct views. In the vertical aspect, as a leader of an enterprise, in addition to using the above methods to enhance trust with core members, authorization is also an effective way to establish trust relations with subordinates.
From the leader's point of view, on the one hand, effective authorization can give core team members the opportunity to exercise and cultivate their leadership skills in practice; On the other hand, it allows you to have more time and energy to focus on important things such as strategic decision-making. These two aspects are directly related to the long-term development of enterprises. For team members, obtaining authorization can really make them feel the trust of leaders, further stimulate inspiration and enthusiasm, and improve the quality of work. Authorization needs to pay attention to some methods, otherwise it may be counterproductive, not only can not enhance trust, but will lead to unnecessary misunderstanding.
There should be clear and challenging goals when authorizing. If the goal is unclear or not challenging, it will not only fail to motivate team members and make them feel fully trusted, but also make them feel at a loss and even cause unnecessary misunderstanding. For example, you say to a new product manager, "You are responsible for the promotion of product A this year. If you do it well, the company will give you a generous reward." Then he may look blank, don't know the direction of his efforts, and even wonder if you really trust him. The same authorization, if you explicitly say to him, "You are responsible for the promotion of product A this year. If you can reach 30% market share in China, the company will give you a reward of 500,000 yuan." He may be proud to get this challenging task and fully mobilize his potential.
Never repeat authorization, never hesitate or be willful when authorizing, otherwise it will destroy the trust relationship between teams. Unfortunately, this kind of arbitrary authorization often happens in domestic enterprises. In the past, when working in a software company, the general manager authorized the travel expenses of the R&D department to the R&D department manager. In less than three months, the R&D department manager thought that the company didn't trust him, even felt humiliated, and left the company on the third day after the approval authority was withdrawn. Of course, I'm not saying that you can't take back your power after authorization, but I want to warn leaders that it may be more effective to consider possible risks before authorization and formulate corresponding control measures than to take back your power after authorization!
Make effective use of conflicts
Although the team strives to make members form a cooperative relationship, it does not mean that different opinions are not allowed in the team. In fact, team conflicts may occur at any time, some are explicit and some are implicit; Some are constructive and some are destructive; Some are cognitive, some are emotional; Some may endanger the survival of enterprises, and some may not be worth mentioning. Facing the conflict in the core team of an enterprise, as an enterprise leader, we should face, analyze and solve it correctly, so as to purify the team atmosphere and improve the overall performance of the team.
Business leaders should adopt different methods to solve conflicts of different nature. We should try our best to avoid destructive, emotional and life-threatening conflicts. Once we find signs of such conflicts, we should cut the gordian knot and nip in the bud. For constructive and cognitive conflicts, we should give appropriate guidance, use conflicts to explore different opinions and stimulate more creativity. Jack, former CEO of General Electric? Welch attaches great importance to the positive role of constructive conflict and cognitive conflict. He believes that enterprises must oppose blind obedience, and every employee should have the freedom to express different opinions, discuss the facts on the table, and respect different opinions. It is this constructive conflict that has nurtured the unique corporate culture of General Motors and enabled General Electric to achieve sustained and rapid development in the past twenty years.
If there is no conflict in your core team, everyone is in harmony, everyone supports the suggestions made by the leader or other members with both hands and does not hear any objections, then as the leader of the team, you should be careful. William Jr., CEO of Wrigley Gum? Legre once said: "If two people always agree, it means that one of them doesn't need it." According to this reasoning, does it mean that the leader has actually become a "one-man army" At this time, the leader should review your leadership ability. Is it a crisis of confidence? Is it an arbitrary leadership style? Or is there something wrong with the management system?
Flexible use of leadership style and leadership style
With the continuous development of leadership and people's in-depth study of leadership practice, many scholars have summarized many leadership styles and styles from different angles. Like Daniel? Taking the database of 20,000 professional managers around the world as a sample, Gorman summed up six kinds of leadership styles prevalent in global enterprises today, namely, mandatory leadership, authoritative leadership, alliance leadership, democratic leadership, leading leadership and coaching leadership.
As far as leadership style and leadership style are concerned, there is no difference between good and bad. As a leader of an enterprise, if you can understand the advantages and disadvantages of these different leadership styles, it will help to form your own unique leadership style and leadership style, and then affect the potential of employees and the performance of the whole enterprise. From the practice of many leaders at home and abroad, successful leaders should guide, educate and motivate employees with various leadership styles according to the actual situation, and switch freely between them to give full play to their outstanding leadership.
Match with the development of the enterprise.
An excellent leader should adjust his leadership style and methods at any time according to the different stages, scale and management objects of the company. As Kōnosuke Matsushita said: "When I have 100 employees, I will stand in front of the employees and direct my subordinates;" When the number of employees increases to 1000, I must stand among the employees and ask them to help me. When the number of employees reaches 10,000, I just need to stand behind the employees and be grateful. "
Different stages and scales of development should adopt different leadership styles. For example, for small enterprises and start-ups with a small number of employees, business leaders can take the lead, set up their own authority and example power by actions, and guide employees to follow suit, that is, adopt a leadership style of "leading by example"; You can also combine the leadership style of "patient persuasion", pay attention to family management, listen to each member's complaints and persuade them. With the continuous development of the company and the gradual expansion of the workforce, the leadership style of "patient persuasion" may no longer be practical. At this time, we should gradually shift to the direction of institutionalization and adopt other more effective leadership methods.
Different industries or industries should adopt different leadership styles, otherwise the leadership of enterprises will be greatly reduced, and even lead to the brink of death. For example, high-tech enterprises are faced with a changeable, fast and competitive environment. At this time, it is necessary to stimulate team vitality and encourage innovation. If enterprises adopt "mandatory" leadership, innovation may be inhibited; However, traditional enterprises are faced with a relatively stable, slow-developing and small profit margin market, which requires in-depth, comprehensive and strict management to reduce consumption and cost. At this time, "mandatory" leadership may become an ideal choice.
Adapt to cultural background
Every country or region has its own unique cultural background. For example, western culture is direct, while eastern culture is implicit. Even China and Japan, both of which belong to the oriental culture, have very different ways of thinking and values. Therefore, for business leaders of cross-cultural management, they should adopt different leadership styles for teams or personnel with different cultural backgrounds, otherwise it will affect the exertion of leadership, and even lead to cultural conflicts in serious cases, with disastrous consequences.
For example, enterprises often use the "brainstorming method" when making decisions. When countries such as Europe and America brainstorm, participants write their opinions on a piece of paper, explain their ideas and opinions in front of everyone, and then organize them into a framework to discuss the whole framework. The effect is very good. But in Japan, such brainstorming is completely unworkable. You can ask them to write down their thoughts in private, but it is difficult for them to explain their thoughts in public, let alone make objective comments on other people's opinions, so it is impossible to achieve the expected results. In this case, we must change the way of leadership, such as gathering ideas or opinions put forward by everyone in private, so that everyone does not know who put forward what opinions, and there will be much less concern when discussing.
Establishing corporate culture to strengthen leadership
Culture and leadership are two sides of the same question and cannot be understood separately. On the one hand, in a sense, corporate culture is the culture of corporate leaders, and their recognition and support is the key to the success of corporate culture construction. Therefore, leaders should have a unique ability to create, integrate and manage culture. On the other hand, the formation of corporate culture and corporate values has been widely recognized by members, which makes every member of the enterprise have a sense of mission and will further enhance the leadership of the enterprise.
The core of corporate culture is the same values, and different types of enterprises need different values to match it. For example, high-tech enterprises focusing on R&D can take organizational innovation and technological innovation as one of their corporate cultures, because only continuous innovation can bring competitive advantages to enterprises. As for the traditional processing and manufacturing enterprises that mainly focus on assembly line production, they should advocate a corporate culture with rigor, order and discipline as the core, rather than unilaterally encouraging innovation.
The success of an enterprise lies not only in having a set of core values, but more importantly, it can always use these values to guide actions and sublimate the leadership of the enterprise. If we only take the corporate values as a slogan and the leaders put on a show at the small meeting of the conference, but actually do not use the corporate values to guide their actions, it will only give people a wrong impression, and they will lose their prestige in front of employees and customers, and the leadership will disappear over time.
For example, Nike, a world-famous footwear manufacturer, has two basic values: one is innovation, and the other is the pleasure of mercilessly destroying competitors. The standard of competition has become the highest belief beyond all other standards. This kind of values may not make much contribution to the society, but Nike has always followed this kind of values and thus succeeded. Enron, once regarded as a model of American new economy, has shaped the core values of "communication, respect, honesty and Excellence", but it has not always followed these values. While shouting honesty, it has resorted to fraudulent means to make huge profits, that is, it lacks the ability to abide by values and guide actions with values, so the final outcome can only be bankruptcy.
Of course, sometimes sticking to the values of the team may also bring disaster to the team. If the core values and social values of an enterprise suddenly occur, then the enterprise should realize the strategic significance of adapting to social values. Society can exert pressure on enterprises, but it cannot impose values on enterprises. As the leader of an enterprise, he should give full play to his leadership and initiate the revision of enterprise values. For example, with the enhancement of public awareness of environmental protection, if your enterprise does not establish environmental awareness, then your products or services will not be welcomed by the public. In this case, the values of environmental protection have become the strategic needs of enterprise development.
How to become a leader
The only thing a leader should do is to lead his subordinates to victory, but how can a leader lead his subordinates to victory? How do leaders motivate employees to create the best performance? Hay/Mcber research in the United States may give us some enlightenment. His research found that there are six main leadership styles adopted by leaders, and different leadership styles will produce different effects in different situations. Effective leaders can always adopt the most appropriate leadership style according to different situations.
One or six leadership styles
(A) Authoritarian leadership style
Its notable feature is that it requires subordinates to obey immediately. Its behavioral characteristics are: constantly giving orders, telling subordinates what to do and what not to do, not listening and not allowing subordinates to express their opinions. Once the order is issued, I hope my subordinates will obey it immediately and strictly implement it. When subordinates make mistakes, they will severely criticize them, and sometimes even take embarrassing measures to force subordinates to obey.
A computer company is in crisis, sales and profits are declining, the stock market value is plummeting, and shareholders are in an uproar. To this end, the board of directors hired a new CEO. This man is famous for turning the corner. The CEO adopted an autocratic leadership style. After taking office, he began to lay off employees and sell departments, and made a decision that should have been implemented years ago. Finally, the company was saved, at least in the short term. But the good times didn't last long, because he practiced "terror rule", bullied and belittled his managers, and was furious at their mistakes in work. His surly and rude behavior led to betrayal, and finally the top management of the company almost collapsed. His direct subordinates were scolded for being afraid of telling him bad news and stopped providing him with any bad news. The morale of employees is the lowest in history, and as a result, the company is in trouble after a short recovery. Finally, the board of directors of the company finally had to remove him.
The above examples show that leaders should think twice before adopting authoritarian leadership style and only consider using it as a last resort. Generally speaking, authoritarian leadership style is suitable for the following situations: crisis situations, such as when the company is turning losses into profits or facing hostile takeovers; The task is simple and clear, subordinates need clear instructions, and superiors know more than subordinates. In this case, authoritarian leadership style can cut the gordian knot and inspire people to adopt new ways of working. It is not easy to adopt this kind of leadership in the following circumstances: when the task is more complicated than teaching, autocracy may bring rebellion; Not suitable for high-quality employees who are self-motivated, self-directed, monitor their own work, want to be independent or have personal expertise. In addition, leaders should also pay attention to: if this leadership style is adopted for a long time, this indifference to employee morale and emotion will cause subordinates to resist, go slow or leave, which will have a devastating impact.
(b) authoritative leadership
Its distinctive feature is to provide long-term goals and warnings for employees and call on employees to fight for them. Its behavioral characteristics are: it can outline the long-term goal and vision of blocking development; Let employees know the vision and the best way to realize it by guiding rather than forcing; Instilling long-term goals and visions is regarded as an important part of leaders' work; Consolidate the vision based on the long-term interests of the organization and employees; Establish a performance management system related to vision; Reasonable application of positive and negative feedback to strengthen motivation.
The research shows that among the six leadership styles, the authoritative leadership style is the most effective and can play a positive role in all aspects of the working atmosphere. Authoritative leadership style is suitable for almost any business environment because of its positive role, especially for enterprises with unclear goals. Authoritative leaders can plan new routes for employees and bring new visions. However, although this kind of leadership is powerful, it is not applicable in all cases. For example, when a leader faces a group of experts or colleagues who are more experienced than himself, people will think that he is arrogant or pretentious; When subordinates don't trust leaders, it is difficult to achieve good results by adopting such leaders. Another limitation is that when a leader becomes arrogant and overbearing because he pursues authority too much, it will destroy team spirit.
(C) Affinity leadership style
Its distinctive style is to establish emotional ties between employees, leaders and employees, and create a harmonious atmosphere. If expert leaders ask "do as I say" and authoritative leaders encourage everyone to say "follow me", then friendly leaders will say "employees first". This leadership style is employee-centered, and its advocates believe that individuals and emotions are more important than tasks and goals. Affinity leaders try their best to make employees feel happy and create a harmonious relationship between them. He manages by establishing strong emotional ties and gains the loyalty of employees. Affinity leaders never skimp on praise, and always give timely positive feedback-recognition or reward-for outstanding work performance. These awards are
A special unit, because in addition to the year-end assessment, most of them
People don't get feedback from leaders in their daily work, and even if they do, it is often negative feedback, which makes the praise of friendly leaders more inspiring. In addition, affinity leaders are also good at cultivating employees' sense of belonging. For example, they may invite their direct reports out for dinner, or have a drink for one-on-one communication to get to know their recent employees. Sometimes they also buy a cake to celebrate the team's achievements.
The overall influence of affinity leadership style is positive, so it is applicable in all kinds of environments. This type can play a special role in creating harmonious anger in the team, improving staff morale, strengthening communication and exchange, or repairing trust. Although affinity leadership style has many advantages, it should not be used alone. Blindly praise may be that poor performance is not corrected, and employees think mediocrity is acceptable. This style is also inappropriate when clear direction and control are needed in a crisis or complex situation, and when employees are task-oriented and are not interested in establishing friendship with supervisors. In addition, because friendly leaders rarely guide subordinates on how to improve, they always let them think clearly, so employees will lose their direction when they encounter complex problems and need clear guidance. In fact, if an organization relies too much on this organizational style, it will fail. Because of this, it is generally necessary to combine affinity and authority closely. They describe long-term goals, set standards, and let employees understand that the realization of team goals depends on everyone's efforts; At the same time, they also care about the growth of employees and pay attention to the cultivation of talents. Facts have proved that this kind of leadership with equal emphasis on kindness and prestige is very effective.
(D) Democratic leadership style
Its remarkable feature is to achieve * * * knowledge through participation. Leaders who adopt this style are convinced that employees have the ability to find the right development direction for themselves and the organization; Allow employees to participate in decisions that have an impact on their work; Hold regular meetings to listen to the opinions of employees; Reward positive performance and rarely give negative feedback or punishment. Adopting this leadership style can make leaders win the trust, respect and support of others. Improve employees' recognition of work objectives.
However, democratic leadership also has its shortcomings. The most troublesome thing is endless meetings, exchanging opinions over and over again, but far from reaching an understanding. The only concrete result is that more meetings have been arranged. What's more, these democratic leaders will delay making decisions on the pretext that everyone has different opinions. As a result, the employees were confused and flew there like headless flies.
. People-oriented leadership style will even aggravate contradictions and conflicts.
So, under what circumstances is democratic leadership the most effective? This kind of leadership style is most ideal when the leaders themselves cannot determine the best direction and need the advice of excellent employees. Even if the leader has a clear long-term goal, the democratic leadership style can still brainstorm and help achieve the long-term goal. Of course, if employees' ability is weak or information can't effectively provide constructive opinions, then the democratic leadership style is of little significance. And it is unrealistic to try to know people in times of crisis.
(E) the leadership style of the leaders
Its distinctive feature is to pursue Excellence and set higher performance standards. Adopting this kind of leadership will generally set extremely high performance standards and always be in the leading position. He is obsessed with Excellence, and at the same time requires his subordinates to have the same excellent performance. For those employees who are not performing well, he will immediately point them out and ask them to improve. If it still doesn't meet the requirements, he will let someone with strong ability bring it, or bring it himself. You may think this is an ideal leadership style, but it is not. Many employees are afraid of the leader's excessive demands and their morale is low. At the same time, employees will feel that the leaders don't trust them, don't let them work in their own way, and don't encourage them to take the initiative. Employees' professionalism and sense of responsibility will be reduced, and doing work is to complete the task step by step. Once such leaders leave, employees will lose their sense of direction because they are used to the rules of the "expert" system. Of course, this does not mean that the leadership style of the leader is useless. If all employees in the organization are full of work passion and strong ability, and hardly need any knowledge or coordination, then this kind of leadership will be of great use. For example, it will play a positive role for highly skilled and self-motivated professionals, such as research groups or marketing groups. Under the leadership of such leaders, people can always finish their tasks on time or even ahead of schedule.
(6) Coach's leadership style
The distinctive feature of coaching leadership style is to train employees for the future. Coach leaders help employees understand their unique strengths and weaknesses and link them with their personal ambitions and career development. They encourage employees to make long-term personal development goals, help employees to make specific plans to achieve the goals, reach an agreement with employees on their roles and responsibilities in implementing the plans, and give full guidance and feedback. Coaching leaders are very good at delegating. They assign challenging tasks to employees, even if they can't be completed quickly. In other words, these leaders can tolerate the failure of their subordinates, as long as this failure serves as a warning and reference for the future.
Although coaching leadership style is suitable for most business environments, it is most effective only if employees are "willing". On the contrary, when employees refuse to learn or change themselves for various reasons, adopting coaching leadership is like casting pearls before swine. Moreover, if the leadership is not convincing, then this leadership style will not play any role.
It is worth mentioning that the study found that among the six leadership styles, coaching leadership style is the least used one. Many leaders believe that under the heavy pressure of today's economic situation, they simply have no time to teach and train employees, and such work is slow and boring. I don't know that after the first round of counseling, the next counseling hardly needs to spend any extra time. Leaders who ignore this method actually give up a powerful tool. You should know that coaching leadership style will significantly improve the working atmosphere and work performance.
Second, to be an effective leader.
Leaders need a variety of leadership styles.
The more colorful the leadership style a leader shows, the more effective his leadership ability will be. Leaders who master a variety of leadership styles, especially authoritative, democratic, friendly and coaching leadership styles, can create the best working atmosphere and business performance. If a leader finds that he lacks a certain style, or several styles, he can make a reasonable training plan according to the ability of each management style to improve his ability in these aspects. For example, if you find that you lack authoritative leadership style, you can improve your achievement orientation, initiative and self-control through training, so that you can have authoritative leadership style. In addition, if the leader finds that he lacks convenient leadership style, he can also make up for his inconvenience by equipping his assistant with such leadership style.
Take the most appropriate leadership style according to the situation.
Every leadership style has the most suitable application opportunity, and some management styles will be better if they can be used at the same time. To be an effective leader, we must adopt the most appropriate leadership style according to different situations. Leaders can refer to the descriptions of various styles and review what management styles they have often shown in their past work, under what circumstances management styles are appropriate and which management styles are inappropriate. Then, make corresponding adjustments in the future work to ensure that the management style in each case is inappropriate. Then, make corresponding adjustments in the future work to ensure that the appropriate management style is adopted in each case. In addition, we should pay attention to the combination of different leadership styles, such as adopting the combination of affinity leadership styles at the same time, such as adopting affinity leadership styles and authoritative leadership styles at the same time.
Diligence is good at diligence, waste is good at play.
The business environment we live in is changing rapidly, and the role of leaders in enterprises is more important than ever. Leaders must make reasonable choices. Leaders must cultivate rich leadership styles and make reasonable choices. Leaders must practice every day like golfers. Players need to choose different clubs according to the different positions of the ball and hit the ball with the right strength at the right time. Leaders must also master the sense of proportion at an appropriate time and adopt an appropriate leadership style. If you do this, you will certainly become an effective leader.
Question 3:
Personally, I am more optimistic about Shanghai Institute of Technology. I heard that the management there, as well as finance and finance, is still relatively leading in the country.
Question 4:
Personally, I think the most important thing in high school now is to learn what you are good at. If you get into a good university, the university will have a lot of time for you to study by yourself, review and study. You shouldn't think about your job in high school now. After all, society is changing, people are changing, and many things are hard to guess. .