Everyone has his strengths in the role orientation of managers. When building a team, the team leader should learn from each other's strong points, which means that everyone should find their own position, whether it is a leader or a worker. Today I will talk to you about the role orientation of managers.
Role orientation of managers 1 Role cognition and orientation of managers
First, the misunderstanding of the role of managers
1, public opinion represents that some middle managers have gained the trust and support of their subordinates, so they impulsively put forward some unreasonable demands to their superiors from the standpoint of their subordinates and unconsciously positioned themselves as representatives of public opinion; As a manager, if you want to win the support of your subordinates, you need to improve your leadership instead of being a "representative of public opinion".
2. Some middle-level cadres represent individuals and always talk about "what I just said only represents personal views", which is a big role misunderstanding of middle-level managers. For your boss, you can represent the opinions of the whole department or your own. The correct way is to report to the superior on behalf of subordinates; On behalf of superiors to subordinates, on behalf of internal customers to colleagues and on behalf of external companies.
When employees complain, some managers agree. In the department or privately, when subordinates complain about the company's top management or the company's system, measures and plans, some middle managers also follow suit and express sympathy. Actually, it's in the wrong place. Managers represent the company in front of employees and are the defenders and propagandists of the company system.
4. The microphone doesn't know the work of subordinates. When the superior asks, he asks the subordinate. He just acts as a microphone. I don't know the progress of the work.
5. A warlord pays too much attention to his official rank, treats him according to his official rank, and makes a "centralized statement"; I feel that I have more professional authority and personal prestige in this department than my superiors.
Second, the role of managers.
Its function is to specify the specific scope of a person's activities and the rights, obligations and codes of conduct that are suitable for a person's status. It is the behavior expectation of the organization to the people in a specific position. Middle managers should spend most of their time managing and promoting the work of their subordinates. Enterprise managers should usually play the following three roles:
1. Interpersonal role, as a department spokesperson, as a team leader to participate in some activities; As a department manager, you should be responsible for the work and growth of your subordinates; As the head of the department, you need to communicate and coordinate with other departments.
2. As the information center, the information role manager obtains specific information, passes the obtained information to other members of the team, and sends some information to people outside the organization as a spokesperson of the department.
3. As a leader, the decision-making role promotes the change and innovation of the company to adapt to the changing environment; As the distributor of organizational resources; As a problem and crisis solver.
In addition, if the management work is divided into three categories: routine, problem and innovation work, as managers at different levels in the enterprise, the focus of the work is different. Most of the work of grass-roots managers is to abide by the prescribed routine work, and only a small part is the work of problems and innovation;
Most of the middle-level work is to analyze, find out the root causes, put forward solutions and the problems of resources needed, and a small part is routine and innovative work; Most of the high-level work is innovative work with new ideas, new directions and new routes, and a few are problems and routine work. Managers at all levels should allocate their energy and give full play to their role.
Third, the role cognition of managers.
(1) planner
Managers should be clear about the overall strategy of the company, keep in mind the annual work objectives of the department, and make specific implementation plans accordingly, and decompose the objectives into everyone. Coordinate the actions of employees, enhance the initiative of employees, reduce blindness, and make the work orderly. At the same time, the plan itself is the assessment standard of work progress and quality, which has a strong constraint and supervision effect on everyone.
(2) executor
As a manager, we should truly and accurately convey the management concept and strategic planning of the enterprise decision-making level and some specific plans and methods to every employee at the grassroots level; Clarify the responsibilities of the staff in each shift and post, strictly implement the work standards, and earnestly perform the post responsibilities.
(3) Problem solver
As a manager, when subordinates come to seek answers with questions, managers should not rush to tell the answers, but should let employees find the answers themselves. When a subordinate comes to you with a solution to the problem, you can help him analyze the pros and cons of the solution. The specific solution is still decided by the subordinate, not the conclusion of the subordinate. As a manager, you should always warn your subordinates: "The company invited you not to tell me what to do, but to tell me what to do."
(4) model
As a manager, we should do a good job of self-management so that the speed of personal growth can keep up with the speed of enterprise progress. Set an example for subordinates through good self-management.
(v) Performance partners
When setting performance goals, managers guide and help their subordinates through equal dialogue, not through accusations and criticisms. From the other side's point of view, consider the challenges faced by subordinates, and help subordinates make performance improvement plans in time to enhance their abilities. For subordinates, the methods of "monthly performance appraisal, weekly summary appraisal and daily report appraisal" can be adopted. As a middle-level manager, to do a good job in the performance appraisal of subordinates, we must learn the knowledge of performance appraisal.
(6) Supervisors
Supervision and inspection has nothing to do with trust, and the implementation of the system needs not only conscious maintenance, but also organizational supervision. The employee will not do what you want him to do, but only what you check. If you emphasize something, you will check it. If you don't check, you don't pay attention.
(7) Leaders
The style of the leader determines the style of the team, the thinking of the leader determines the thinking of the team, and the speed of the leader determines the speed of the whole team. Don't complain that your subordinate is a sheep, because it doesn't matter whether he is a lion or a sheep, what matters is whether you are a lion or not. A flock of sheep led by a lion can defeat a flock of lions led by a sheep.
(8) Coach
It is not your responsibility to have low quality subordinates, but it is not your responsibility to improve their quality. People are the best wealth in the world. A leader should have such measurement and ability, and everyone who follows him has the responsibility to develop his own treasure.
(9) Internal customers
Departments and colleagues are internal customers of each other, and if their work is not in place, they will eventually fall on "satisfying internal customers". It's not up to you to decide whether it's good or not, but it's up to your internal customers.
The role of managers is defined as 2 1, and the development goals of enterprises are defined.
Middle managers are appointed by enterprises, and enterprises should have expectations and requirements for every middle manager. Middle managers should contribute to the needs of enterprises. They need to analyze the mission and vision of their own enterprises, make clear what actions need to be taken to meet the requirements of enterprises, and find out the expectations of enterprises for their roles.
It is precisely because the goal of middle managers must reflect the enterprise goals, not just personal needs, so middle managers must understand what is the ultimate goal of the enterprise, what expectations are there for him, why there are such expectations, what the enterprise uses to measure his performance, and how to measure it. Only by thinking about the enterprise goals and actively and responsibly participating in the discussion about the goals can each middle-level manager know what expectations and specific requirements the enterprise has for them.
2, clear the role of individuals in the enterprise.
Middle managers are the executors of enterprise strategy. The middle-level position of middle managers determines their position as corporate strategy executors. The success of an enterprise depends on correct decision-making and effective implementation, both of which are indispensable. As the executor of enterprise strategic planning, middle managers have gradually begun to be valued and concerned by enterprises. How to effectively play this role of middle managers and improve their execution has become a key issue related to the success or failure of enterprises.
Middle managers are the makers of enterprise tactical decisions. Due to the expansion of business scale, the rapid development of production technology, the high complexity of production process and the increasing market competition, enterprises need to implement and implement strategic decisions quickly and timely. For the middle managers in the enterprise, they should not only strictly implement and organize the decision-making plan of the top management of the enterprise, but also exert their influence as leaders, improve the execution efficiency and effect of the plan through effective tactical decision-making, and implement leadership behavior based on the overall situation of the enterprise and its responsible departments, so as to effectively realize the goals of the enterprise.
3. The middle managers are the bridge between the top and the grass roots.
Middle managers in enterprises, on the one hand, play the role of pushing high-level decisions to grass-roots managers; On the other hand, it is also responsible for feeding back the problems found by grass-roots managers in the implementation process to senior managers.
Adjustment strategy of middle-level managers' role deviation
Once the relationship between superiors and subordinates is determined, people will recognize the roles of superiors and subordinates according to their social status. As a superior, work according to the specific responsibilities and authority entrusted by the law or the company's articles of association, and as a subordinate, focus on achieving the goals of the superior. Any behavior that violates the above principles can be called role deviation.
The role deviation of middle managers is mainly reflected in two aspects: first, they appear offside when dealing with their superiors; Second, the role of middle managers is absent in the implementation process. This is the role deviation of middle managers, which has a negative impact on the normal operation of enterprise business and needs to be found and adjusted in time.
1, the adjustment strategy of middle managers' offside role
Some middle managers have excellent abilities and remarkable achievements, but they are easy to bring personal feelings into their daily work and exceed their authority to handle the work assigned by their superiors. In the process of dealing with superiors, offside mistakes often occur; The decision-making power of managers at different levels varies greatly. Decisions that should be made by senior leaders are beyond the authority of the middle level, leading to offside decisions. Questions that should have been expressed and answered by senior leaders were led by middle-level leaders, who went beyond their status and made arbitrary statements, leading to offside statements.
Middle managers are subordinates, managed people, and people who obey and carry out orders in front of superiors. There is a principal-agent relationship between superiors and middle managers. Middle managers can only manage their own departments on behalf of their superiors, but can't manage enterprise and departmental affairs according to their own personal will. Middle-level managers must have a clear role orientation, realize the specialization of management within their own responsibilities, not interfere in the affairs of superiors, master and handle their work in strict accordance with the authorization limit, and not be offside.
2. Adjustment strategies for the role vacancy of middle managers.
Middle-level managers should first make clear the scope and specific content of their responsibilities and rights, their post responsibilities and tasks, and the role expectations of enterprises and superior leaders for their posts, so as to know ourselves and ourselves. They must be responsible for the enterprise, their superiors, their subordinates, themselves, the organization and the society, so that they will not be absent. Since middle managers are the "physical body double" of their superiors and are authorized to handle their own affairs, they should perform their duties well. As long as you are in this position, you must strictly carry out the orders of your superiors.
As a department leader, you must be responsible for the work of the department and not slack off. We should conscientiously implement it, work hard to complete it, play a guiding role, do it ourselves when necessary, find ways to put the messy things on the right track, pay attention to the changes and innovations of organizations and departments, incorporate the strength of departments into the organization, promote the development of the organization, and strive to achieve the goals.
The role orientation of managers 3 1. Managers in the company have at least three identities:
In the company, the leader is the boss of subordinates, the partner of colleagues and the subordinate of the superior leader. As a "head coach", we should be responsible for the work arrangements of our subordinates without taking all responsibilities, making decisions without being arbitrary, creating without inventing, encouraging without accommodating.
As "partners" of colleagues, we should compete fairly, seek common ground while reserving differences, cooperate seamlessly and not be offside.
As the "subordinates" of the top leaders, they should obey without blindly following, take responsibility without taking credit, and unite without cliques.
2. The role and decision-making of managers.
Managers at different levels have different attention abilities, concerns and decision-making requirements. Just like Ren's "three cuts":
Chop: chop off the hands and feet of the gyro. Looking up at the starry sky, gaining insight into the market, planning strategies and strategizing, the key is to command the team operation well;
Two incisions: the middle butt. Breaking departmental departmentalism, you can't command your head with your ass. Out of the office, to the scene and the market, the implementation of walking management. The answer is at the scene, and there is a god at the scene;
Three cuts: the head of the grassroots. Be sure to do things simply and efficiently according to the requirements of the process, and don't make your own decisions.
The top level should be decisive, the middle level should be savvy, and the grassroots should have execution.
2, 1 different levels of leadership behavior focus
2, 2 different levels of leadership performance and leadership requirements
2, 3 typical positioning of managers
At four o'clock. No:
Don't do everything, don't be subjective, don't be arbitrary, and don't let yourself go;
Deputy number four:
No decision-making, no offside, no advance, no unknown contribution;
Level 4 No:
Don't misunderstand, make up, tear down, divide the work, and don't care too much.
3. Four roles of managers
As an excellent manager, you must play four roles, namely:
(1) Business Director. Managers are at the forefront of work, and the tasks of enterprises should be decomposed and implemented in various departments and even teams. Only through the correct command of managers can it be realized. The manager's command function is to correctly implement the company's work instructions and effectively organize their implementation according to the work plan.
(2) Manage the organizer. The manager is the person in charge of department management. All the management of the company should be settled in the department you manage and implemented through department management. The management function of managers lies in: relying on the team to closely and scientifically organize all basic management work to ensure the realization of work objectives.
(3) Team manager. The manager is the head of his own department. Without this frontier, enterprises cannot establish high-performance teams and build corporate culture. As the leader of the team, managers bear the responsibility of strengthening the cultural construction of the department. We should not only set an example, but also rely on the backbone to take the lead and fully mobilize everyone's enthusiasm.
(4) Relationship coordinator. Every department is the intersection of various relationships in the enterprise. In order to coordinate various relationships and avoid contradictions, we need to rely on the active coordination of managers. As the coordinator of the relationship, managers should be good at dealing with the internal and external relations between superiors and subordinates, between teams, between colleagues and between work interfaces, so as to make them closely linked, sincerely cooperate and live in harmony, and promote the vigorous development of departmental work.