Theory), y theory ("evil nature theory") and z theory ("Japanese management theory"). When I first came into contact with management, I simply thought that I could become a qualified manager by copying the management practices of a school, but the actual work proved my idea wrong.
In fact, different theories have their own backgrounds, respective emphases and respective specific application scopes.
I have been engaged in management work in the company for two years, and I am still far from being an excellent manager. However, I think that to become a qualified manager, we should start from the following aspects:
1, * * * Building a highly recognized corporate culture;
Highly recognized corporate culture is the cornerstone of scientific and effective management. Good management depends on the acceptance of some basic values, and management must rely on a platform, that is, an environment, which includes material environment and human environment. The most important thing for modern high-tech enterprises is not advanced technology or solid economic foundation, but "people"-well-trained employees. It is a very difficult process for any employee, especially the new employee, to accept the basic values of the enterprise, and it is necessary to instill them with basic values, so initial training and subsequent education are very important links.
2. Understand human hobbies, such as doubt, jealousy, status, prejudice, perception, temperament, enthusiasm and talent: the most valuable qualities that managers should cultivate are patience, kindness and consideration for others.
3. Opening mode:
The truly productive department is that everyone actively thinks about better and more efficient working methods and produces higher quality products with less time and lower cost. To realize this kind of innovation, we must accept new ideas and encourage subordinates to innovate. There are many incentives, such as giving bonuses, holidays or gifts. But the most effective incentive is to let employees know that management is really listening or putting employees' suggestions and ideas into work.
4, give subordinates room to rise:
If an employee has no room for improvement, then his work is over. Employees who work all the time usually show annoyance, unhappiness and low productivity. Organize your department so that everyone has the opportunity to be promoted and form a logical promotion ladder in terms of professional title, responsibility, status and salary. If your department is too small to do this, promotion opportunities may inevitably develop to positions outside the department. If so, don't hinder the development of subordinates, but encourage them to achieve their goals, so that they will exert their greatest enthusiasm in the years with you.
5, form a successful team:
A successful manager should be an example of assiduously pursuing the overall contribution of the team, and put part of his energy into the training of talent echelon and the standardization of management, without seeking merit or profit. Personal strength is always limited, but it is very important to build an indestructible, indomitable and talented team. The collective strength has grown, and personal superficial achievements have disappeared, but his contribution to organizational goals is unmatched by any supervisor who only highlights personal achievements.
6. Criticism and self-criticism are carried out at the same time, constantly learning new management knowledge and methods and putting them into practice in combination with practical work; Learn professional knowledge in your field and improve your technical skills.
7, good at authorization:
Managers don't have to do everything themselves, the famous British William? Dr. Buckley pointed out in his article "Flowers Full Path": "We should not take everything in our own hands and think that only we can do it well." This language shows managers the importance of empowering subordinates. We often see many executives busy with all kinds of routine or special events all day, and they themselves always complain that they are too busy to breathe. At first glance, I admire their professionalism. In fact, if you think about it carefully, it can only show that they are not good at authorizing and transferring their work to competent subordinates, perhaps because they don't trust their subordinates, or because they are selfish and don't give them the opportunity to hone their abilities in practice. Some managers even hold some valuable information and good methods in their own hands, forming a situation that others can't replace, which managers at all levels must overcome. A supervisor who seems to have no achievements, but the team he leads has made outstanding achievements, and the cadres he has trained are all excellent. He plays the role of catalyst and adhesive, and also plays the role of hematopoiesis for tissues. Such talents are excellent managers.
Management is to design and maintain a good environment, so that people can efficiently complete the set goals in the group. For any enterprise, the fundamental purpose of its managers is to create surplus, that is, to create an environment in which people can invest the least time, money, raw materials and personal hard work to achieve collective goals. In other words, in this environment, they use the existing resources to achieve the expected goals as much as possible.