The six roles of managers, in life, we all know that it is not easy to be a manager. When they manage enterprises, they need to play many roles to control the overall situation. So, do you know what role managers need to play? The following is an introduction to the six roles of managers, hoping to help everyone!
Six roles of managers 1 For new managers, this aspect is aimed at middle managers such as "team leader", "supervisor" and "deputy manager", because many of these management positions will be directly promoted by grassroots backbones, which is also the only way to take a career path.
"What should I do in my first year in office?" This is a very common question. On the one hand, new managers need to do their own jobs well, on the other hand, they need to start dealing with internal affairs of their own teams, such as task arrangement, personnel relationship handling and team culture construction. Many times there will be many problems in the balance between individuals and teams.
The role transition from the grassroots backbone to the middle-level manager varies from person to person. Some people can quickly enter the role of managers, and some people still pay attention to personal work and are deeply rooted in their professional ability. It is difficult to jump out of this role cognition and ignore the improvement of team management ability. This is the most common situation for new managers.
No matter what kind of new manager, the following six management roles are recognized. I suggest you learn and understand them, hoping to help new managers change their roles.
The first role cognition: decision maker
"Decision maker" is a very important role cognition for grass-roots employees and new managers. The decision-maker of grass-roots employees refers to the decisive implementation in terms of initiative, no hesitation and efficient work, which is very different from the decision-making of new managers.
In addition to making the same decisions as grass-roots employees, new managers also need to make decisions within the scope of their own team's responsibilities. This decision will determine the value of the team, the KPI they can create, the future development direction of the team, etc. This is the premise for their team to gain a sense of existence within the enterprise and get enough attention.
The second role cognition: mediator
Mainly refers to: balancing the interests of all parties inside and outside.
Internally means the distribution of benefits among team members. Even a small team leader may manage more than ten people in some enterprises, and a team of more than ten people is a small company in a broad sense. Therefore, for such a team, the problem of interest distribution among team members will be very common. For example, some people will have more work arrangements, while others will have less. In the case of the same salary and job responsibilities, people who work more often have dissatisfaction (of course, different positions are not like this);
Because of personality problems, some people's attitudes and working methods may be inconsistent with others, and may even be maverick and unpopular. But for the enterprise, he is very talented, and KPI is no problem in all aspects. Enterprises generally take a "turn a blind eye" attitude towards such employees. Starting from the overall interests of the team, this requires managers to mediate and deal with the team in time.
External mediation is also essential, and the new manager needs to start contacting the brother departments. In the work docking, many problems that subordinates can't solve in the cross-departmental docking work even escalate into contradictions. The first thing to look for is the direct superior to coordinate and deal with them. New managers must deal with the relationship between departments in order to better support their team members.
The third role cognition: entrepreneur
Managers who can be called "entrepreneurs" will have certain personal charm, and new managers need to cultivate this "entrepreneur" personality charm from the grassroots level. After you successfully advance, you won't be embarrassed by being called "tender"!
The role of entrepreneurs can be said to be the spokesperson of enterprises. They need to have a global perspective, fundamentally understand the company's strategy, and even participate in the formulation of the strategy, comprehensively improve the company's performance, improve the ROI conversion rate, and try to achieve "small input and large output".
From the description, it seems to be far away from middle managers, and some middle managers even feel that this has little to do with themselves. This idea is all wet. Regardless of whether I will continue to be promoted to the top, as far as the responsibilities of my middle management position are concerned, I can follow the general direction strategy of the company and tap the most favorable resources of the company at this stage, which can make my work smoother and the working conditions more superior! Of course, this is also the necessary basis for improving the self-management KPI.
The fourth role cognition: spokesperson
As "spokesmen", whether in enterprises or industries, the goals of middle-level leaders are to let everyone know about the team they lead, show the contribution value of the team, establish team visibility, do a good job in team publicity and expand team leadership. The spokesman here is not as formal as corporate public relations and does not need to be particularly professional. What is needed is to be reflected by the team leader's own professional accomplishment. A selfish middle-level leader can't do the role of "spokesman" well.
The fifth role cognition: contact person
The roles of "liaison" and "mediator" here overlap to some extent, and they are aimed at different angles. Networking is a multi-dimensional relationship network aimed at the communication and interaction between middle-level leaders and their subordinates, superiors, brother departments, inter-departmental cooperation companies and so on. Many times, the "weight" shown by the grass-roots employees of enterprises will be weakened. When encountering some problems, middle-level leaders often come forward to coordinate and finally make a decision. After all, the decision-making power in this team belongs to middle managers.
As a liaison, middle managers need to coordinate internally and externally, establish an effective contact network with relevant personnel, organizations and departments, and obtain more resources from all directions.
The Sixth Role Cognition: Communicator
What most enterprises want to see is that middle-level leaders "pass positive energy" to influence their subordinates, stimulate their work enthusiasm and build a highly cohesive team. Some enterprises have arrangements for debriefing, and one of the contents of debriefing is self-assessment, including their own scores of "influencing subordinates", which shows the importance of this point.
On the other hand, the chances of contacting senior managers are much more than those of grass-roots employees, which is an extremely important link to transmit information between senior managers and grass-roots employees. Therefore, communicators also need to convey their understanding of the market (market trend forecast and competitor information, etc.). ) and corporate culture (mission, vision, values, welfare, etc. ) in time. Overall, improve the value and sense of accomplishment of the team you lead.
A friend who was thriving in the workplace once said to me: "In the process of work, we must pay attention to what our immediate leader is doing, think about what the leader thinks, and learn to think about the problems we encounter in our work from his perspective. His position is our goal at this stage. "
Friends' words may be a bit utilitarian, but look at it from another angle: no matter what level of managers, the way of thinking is very important, and the thinking space is equally important. Whether you are a manager now or not, I suggest you learn to think from the perspective of a manager.
Career planning is a management partner. Please know more about the six roles of the above managers, prepare for your promotion as soon as possible, and start from your own management role!
The six roles of managers 2 The most confused time for an enterprise is when the development of the enterprise encounters a bottleneck. Want to break through development? Not completely sure; Want to defend the city? But it also faces many challenges. Team mode, lack of innovation; Personnel institutionalized, unable to join the new management mechanism. ...
Do you want to maximize sales and minimize costs? Do you want to achieve sustained profit growth? Where does the profit come from when the material price continues to rise, the labor cost remains high and the price is difficult to rise? I listened to many training courses and participated in many. Teachers know a lot about core management and have changed a lot. From the strategic level to the landing level, it is still impossible. What should enterprises do?
Three-way management consulting "100% profit model landing expert"-born for the deep landing of profit. I am the source of your thinking, a famous brand marketing expert and the chief consultant of Shenzhen Sanrenxing Management Consulting Co., Ltd. Teacher Li has something to say today.
What are the aspects of manager's role theory?
Information transmission:
1, listener
Seek and obtain all kinds of specific information in order to thoroughly understand the organization and environment; As the nerve center of internal and external information of the organization. Such as reading periodicals and reports, and keeping personal contact.
2. Communicator
Pass the information obtained from outsiders and subordinates to others in the organization-some are information about facts, and some are to explain and synthesize the values of influential people in the organization, such as holding information exchange meetings.
3. Spokesman
Release information about the organization's plans, policies, actions and results to the outside world; As an expert in the industry where the institution is located. For example, holding a board meeting and releasing information to the media.
Decision:
4. Entrepreneurs
Look for opportunities in the organization and environment, make improvement plans to initiate changes, and supervise the planning of some plans. For example, formulate strategies and check the implementation of meeting resolutions. Entrepreneurs should attend more training courses to improve their strategic thinking.
5, chaotic driver
Be responsible for taking remedial measures when the organization faces major emergencies. For example, check the chaotic crisis period.
6. Resource allocation procedures
Responsible for allocating various resources of the organization-in fact, approving all organizational decisions. For example, arranging, inquiring, authorizing, engaging in various budget-related activities and arranging the work of subordinates.
7. Negotiators
Represent the organization in major negotiations. For example, join a trade union to negotiate a contract.
Interpersonal relationship:
8. Nominal leader
Symbolic leaders must fulfill many legal or social obligations. Such as welcoming visitors and signing legal documents.
9. Leaders
Responsible for motivating and mobilizing subordinates, staffing, training and communication. For example, take part in activities involving subordinates.
10, contact person
Maintain self-developed external contacts and contact networks to provide benefits and information for people. For example, send a thank-you note and work on an external Committee.