One of the important tasks of a supervisor is external management.

Therefore, in addition to the ability of internal management, external management is also one of the important responsibilities that the supervisor must undertake. Management guru Henry? According to henry mintzberg's point of view, in terms of external management, the supervisor's role includes the following two properties.

1. Foreign negotiation: On the one hand, the supervisor plays the role of spokesman. You should not only manage your own team well, but also lead your own team well. Through effective communication and consultation, strive for the rights and interests of your own team and the support of other departments, establish a good cooperation mechanism, and achieve the predetermined work goals.

On the other hand, you are like a public relations representative of the team, helping the team to establish and maintain good relations with other departments or related people in the organization.

2. Messaging: Supervisors always know more about the operation mode of the whole organization and other departments than their own team members. However, do you let the team members know the relevant information? Are your team members familiar with the operation mode of other departments in the organization? Do you know the rights and obligations between your team and other departments? Why is there a problem with cross-departmental communication? In fact, supervisors should let their members know more about important information outside the team, help them broaden their horizons, and learn to think from the perspective of the whole organization, rather than focusing on their own team. In this way, when communicating with other departments, it will be less selfish and can effectively reduce contradictions between departments.

For supervisors, cross-departmental communication is indeed an important job, but it is also a headache. Despite caution, constant contact and reconfirmation, all kinds of problems, big and small, rise again and again, making people exhausted. What is the reason for poor communication? 1. Different expectations for the results. There will inevitably be gaps in the understanding of things by different departments. The most common situation is that they have different views on the expectations of results or goals.

For example, if you want the marketing department to tailor a special marketing plan for new products, you want to attract young consumers, and the marketing department agrees with this idea. But what is the definition of "attracting young people"? What kind of result is the ultimate goal of success? The product department may think that young people must reach a certain proportion among all consumers who buy new products to be successful. However, the marketing department doesn't think so. They believe that as long as there is a lot of media exposure and reports, it will be successful. Obviously, there is a considerable gap between the two. If there is no clear communication in advance, it will only lead to unnecessary misunderstanding and friction.

2. passively wait for the message. "What the hell is going on? Why didn't you say so earlier? Many people have had this experience. The other party did not take the initiative to contact beforehand, allowing the problem to expand, and when it was impossible to solve it, it came to the emergency for help. It's understandable that you are angry, but if people don't tell you, why don't you take the initiative to ask them? An important principle of cross-departmental communication is: never disturb. Don't think that everything will be all right after the meeting. You should keep in touch at any time afterwards, take the initiative to understand the work progress of other departments and keep abreast of the latest situation. Don't passively wait for the other party to tell you that the problem has happened, but actively and continuously communicate to prevent the problem from happening.

Moreover, the positive attitude shown by the supervisor can make other departments feel that you attach importance to this matter, indirectly bring pressure to them, and let them know clearly that they must do their best to complete the work and achieve the goal.

However, don't forget to take care of the employees in your department. Maybe they have some difficulties in communicating with other departments. Can take the initiative to ask employees whether they need to contact to solve the problem.

3. Work requirements that crowd out each other. Other departments have their own jobs, and each employee has several projects to complete at the same time, so it is impossible to put 100% energy into your department's projects. However, this project is an important annual plan of your department, and you think this employee should spend more time and thought on your project. Should you ask this employee directly? Of course it's right to ask this question, but you're barking up the wrong tree. "The problem of work coordination is the responsibility of supervisors, not employees," said William, president of the Executive Leadership Group. William W. Casey said. You should coordinate with the heads of other departments, reach an understanding with each other, and determine how to allocate manpower and resources reasonably in order to really solve the problem.

4. The upper emotions can't be released and the lower emotions can't be achieved. Sometimes the reason is not the poor communication between departments, but the poor communication within our own team.

Sometimes subordinates coordinate with each other, but they do it without telling the supervisor in advance. The supervisor felt very uncomfortable after knowing it, so he overturned the previous decision and had to start over.

Therefore, in addition to establishing the communication mechanism between departments, you also need to coordinate the communication mechanism within your own team to ensure the complete circulation of information between you and your subordinates.

How to communicate effectively across departments? After clarifying the real reason of poor communication, the next question is: What is the key to effective communication across departments? 1. Choose the appropriate communication method. We always think that what we say is groundless, and it only counts in black and white. However, this is not absolutely correct. We all think that email is the most effective way, not only to make it clear, but also to keep a written record to avoid future disputes.

However, not all situations are suitable for communication through words. Many times, it is best to use both words, such as communication about work objectives, implementation progress, completion deadline, etc. It should be discussed clearly in person and confirmed in writing after reaching a resolution.

In some specific situations, oral communication is more effective than written communication, such as resolving conflicts or misunderstandings between them.

Wei Jie, author of Humanized Management Skills of Project Managers? Vijai K. Vermeer cited the effectiveness of oral communication and written communication in different situations.

2. Use each other's thinking logic. To win the support of other departments, we must learn to communicate with their thinking logic. Every department has its own performance pressure, and it is inevitable to think about any problem from the perspective of its own department.

When you face employees in other departments, remember that this is not a superior-subordinate relationship, but a parallel relationship between departments. You should respect the dominant position of other departments.

For example, you must discuss the year-end promotion plan of a product with the salesperson. This work is within the scope of business departments and should be led by business personnel. On behalf of the product department, you provide some suggestions to the business team according to your understanding of the product.

Therefore, we should focus on the business team's ideas, and then provide your ideas, and make appropriate adjustments after discussing and communicating with each other. Instead of rushing to put forward your opinions and let the business team implement them.

4. Strive for high-level support. Many supervisors ignore the importance of upward communication. According to rosemary, a researcher at Templeton College, Oxford University? According to Rosemary Stewart's research, supervisors spend 47% of their time communicating with subordinates, 465,438+0% of their time communicating with people outside the team, and only 65,438+02% of their time communicating with their own supervisors.

However, it should be noted that if there are unresolved conflicts between departments that need to be solved by the superior supervisor, it is best to hold a meeting with * * * * in an open manner. Don't complain to your boss in private, it will really make people feel that you are using pressure from the upper level to force each other, but it will destroy the trust foundation between departments.

Carnegie Mellon said: "This kind of informal network usually completes the work more effectively and quickly than the formal organizational process, and even meets special requirements."