First, we should comprehensively improve the comprehensive quality of enterprise managers.
1, keep pace with the times and comprehensively improve the personal quality of managers.
Today's society changes with each passing day, so does the development of people and enterprises. The key is that people's development should keep pace with the times, and the quality of managers should be constantly improved. We often see such a situation: a person is at a loss in the face of superiors or strangers; A person is busy all day or all his life, ignorant and confused; Some managers don't know how to work with others, not because of poor knowledge or low academic qualifications. No matter how you adjust their work, they just can't work with others, so people can be said to be quite failures. It is impossible for a person who fails in life to achieve great success in his career.
2. Introduce competition mechanism and optimize resources.
Second, several qualities that enterprise managers must possess.
(1), enterprise managers must have a firm sense of management.
As long as managers are managers one day, they must strengthen their management concepts and carry out their management will, and they must not waver at all.
(2) Enterprise managers must be able to establish their own management culture and make it an effective system.
As a manager, you must have your own management system and then form your own management culture. In short, it is the management mode of "change people when you think about it, and change people when you have no idea", rather than changing people randomly according to your own preferences after taking office. In my opinion, if you go to a place to be a leader, if you only bring one person, it means that only one person is your person; If you don't bring people, then everyone is yours.
(3), enterprise managers must have the ability to motivate themselves and others.
First, as a resource, motivation can increase people's resources and talents, stimulate the energy of each member of the team, and then transform it into productivity. Therefore, motivation is very important for the managers of a unit or an organization. Zhuge Liang once said: "Teenagers are good at official business, and private rooms punish evil." It is an effective incentive to praise the advantages or achievements of subordinates in public and criticize and correct their mistakes in private. It is conceivable that if a subordinate can't hold his head all day and make a little mistake, he will either resent you or take his time. Therefore, as an organization leader, you must know how to motivate. Because everyone has his own knowledge and talent, and each has his own personality, so that the collective can reflect diversity and vitality.
Second, for a manager, the most important thing is not whether he directly controls his subordinates, but whether he can get along with people from other departments (either at the same level or at a higher level). Managers are not the ability to manage things, but the ability of managers, which is the most easy for an enterprise manager to fall into complex interpersonal relationships. Managers need to have a set of scientific judgment standards and do something important to achieve results. This requires the division of labor among the president, managers, directors, supervisors and staff, and assumes different contribution responsibilities. An effective manager should not only know how to mobilize the enthusiasm of subordinates, but also know how to mobilize the enthusiasm of peers and superiors to make them work for you. If you can't get along with these people, you can't effectively use these people to produce and contribute to you. This means that a successful manager should not only have the ability to make subordinates contribute to you, but also make use of peers and even superiors. My experience is that treating peers as superiors and subordinates as peers, consulting them more and listening to their opinions, they will give you feedback, communicate with them more and give them full respect and recognition, which will increase a lot of intangible power.
(4) Managers should prevent subjective judgment.
Solos has a famous saying: "Models are not everything". Nowadays, the wide application of computers will make the industry rely more on data analysis and ignore the changes in the real environment, which is why the Bank has not only on-site supervision, but also many off-site supervision.
Third, how to be an effective manager.
Of course, effective management is not innate, but the ability to learn before you learn. How to become an effective manager, I summarized the following points:
First of all, business managers must know how to manage their time effectively.
Managers must know how to find their own time, control their time, and control others, rather than adopting an attitude of what comes and what goes; If that's the case, sooner or later, you'll be stuck in business and can't dial it yourself. If the manager is defined by this standard, then the manager is only the server of the organizer and the person controlled by the organization. This is less understood at the lower level of the company. The deeper you go to the top, the less experience you have at the bottom, which means that managers are not all on their own time. Therefore, we should learn to let subordinates and secretaries arrange their own work and not take up too much time, so that we can devote ourselves to more important work and make the work effective.
Secondly, the problems involved are the problem of saving resources and calculating costs.
Third, improve personal knowledge, have a sense of responsibility, be good at employing people, be helpful and enhance personal charm.
1. A successful manager has good personal cultivation and proper interpersonal relationships. Many people don't know how to treat people. In front of everyone, high-end customers, government officials, they are at a loss, at a loss, at a loss There are also some people who know how to treat people, but they can't have good interpersonal relationships. We are ordinary, too. To have a good interpersonal relationship, it is not how much efficiency (time) you spend with you or how many words you say, but the connotation that you must first contribute to the work of others. As a successful manager, you must have good interpersonal relationships. Successful managers have one thing in common: they can treat people sincerely, be approachable, put themselves in their shoes anytime and anywhere, and work closely with others. There must be effective two-way communication. If the communication between superiors and subordinates is a condescending gesture, it will never succeed. Experience tells us that the opinions of managers and subordinates are often quite different. Don't get angry, lose your temper and be biased when you hear different words. In fact, the more the superior wants to talk to the subordinate, the less he listens, because the subordinate only wants to hear what he wants to hear. The more they disagree with their superiors, the more capable their subordinates are, the more likely they are to have opposite opinions, and the more willing they are to be responsible for their own opinions and actions.
2, to have a team spirit, everyone can form the habit of contribution, and even form an almost natural choice.
An organization must be composed of different types of professionals. The cooperation of heroes from all walks of life is more important than voluntary, and it is more important to conform to the situation, logic and tasks. As the operating room of the hospital, there are surgeons, anesthesiologists, nurses and so on. From the perspective of organizational structure, they each have their own supervisors, each belonging to different departments, not affiliated with each other, and only work together for the same goal (curing patients). If everyone's cooperation is more expensive than voluntary, as I said before, it is the gospel of patients; If the surgeon and the general anesthesia are not in harmony, and the surgeon and the head nurse are not in harmony, the problem will be big. Cooperation means that all parties will not feel that they are under anyone's command and management, but only know that they will develop an almost natural habit for a common goal. If we can reach this level, efficiency will be reflected. Of course, the disunity of an organization often appears in the person in charge. Generally speaking, people who get more and do less, show themselves more and do less for others, and do more and do less, must not have good interpersonal relationships.
To fully encourage personal development, it is difficult for individuals to have the opportunity to develop what they have learned under our system (referring to the planned economy period, which combines national unification and separation). Talent competition is to do one's best and do one's job well. To organize an enterprise is to do everything possible to develop the talents of employees. To cultivate highly educated and high-quality talents from the strategic goal, everyone is required to try their best to develop their talents, and the set goals must be the best. Everyone needs professional knowledge, including managers themselves. Seeking self-development is not only a personal requirement, but also the foundation of organizational development. If a manager is strict with himself, he will be an outstanding talent; Mediocre people are people without cohesion. If he is not strict with himself, he will stop growing.
4, enterprise managers must have the ability to "know people first".
First, to be a talented manager, the first problem is "selecting people", which requires us to have the ability to "know people first". The decision of employing people is not to overcome one's shortcomings. The strength of a manager is not to find out how many shortcomings others have, not to overcome his shortcomings, but to give full play to his strengths. Moreover, the so-called everything must be useless. The higher the talent, the more obvious the shortcomings. If a manager can only see people's shortcomings but not their advantages, he is also a weak person. In fact, it is rare that the talents of subordinates cover up the situation of superiors. Of course, it doesn't mean that managers can't evaluate the shortcomings of subordinates, but it is possible to evaluate the shortcomings of subordinates scientifically.
5, enterprise managers must be fair and just.
The evaluation of subordinates must be fair and just. To do this, you must not have too close relationship with your most direct subordinates. To keep the same distance from others, you should treat your direct subordinates equally. There is no difference between the two, but there are backbone and non-backbone points, which are equally applicable to state-owned enterprises and private enterprises.
6. Talent selection should be based on promising people. For an inactive manager, we must let him leave this post so as not to delay his work, which is also an important point of firm management will.