Professional manager is a social stratum whose occupation is enterprise management. He refers to the use of comprehensive management knowledge and rich management experience to independently operate or manage an economic organization (or department). He is a professional manager who takes the management of enterprises as his occupation. It can be said that professional managers are the "nannies" of enterprises. They not only have very professional business management knowledge and rich management experience, but more importantly, they are loyal to their careers. Professional managers are not self-appointed, but are selected and evaluated by the market. Therefore, professional managers should attach great importance to the cultivation of ability and the practice of professional ethics, pay attention to the improvement of performance and the evaluation of the market, that is, professional managers should have high personal quality, high professional skills and management skills, strong professionalism, innovative consciousness, adventurous spirit and competitive impulse, perseverance, self-confidence and determination, and strong enterprising spirit. Can see the essential insight, decision-making ability, rich work experience and profound theoretical foundation, organization and coordination ability, ability to know people and be good at employing people. In terms of knowledge, professional managers should have hard knowledge, soft knowledge and social knowledge (hard knowledge refers to the knowledge of a certain subject, such as engineering technology, etc.). ; Soft knowledge refers to management decision-making knowledge; Social knowledge means rich social experience.
A professional manager should have noble professional ethics, a strong sense of mission and responsibility, and be highly loyal to the enterprise. Why put professional ethics first? Professor Wei Jie, an economist in Tsinghua University, talked about the construction of professional ethics of professional managers. He once said something happened to him: "once a chairman came to Beijing for a meeting and invited me to dinner." As a result, as soon as I sat down, the chairman had something to leave and asked his vice president to accompany me to dinner. I looked at the bill and calculated 2300 yuan. As a result, the vice president said to the waiter, give me 9700. The next day, I pondered why I wanted 9700 yuan. There seems to be a loophole, because the chairman invited me to dinner, and if you spend money to write who invited me to dinner, he won't ask me how much I ate. This is that the system is invalid and he should not do it. Later, when I met the chairman, I told him that there was something wrong with your enterprise, and the vice president did it. That's not bad. Just change him. I thought this would cause the boss's great anger, but to my surprise, the boss didn't say anything and calmly told me that I didn't need to change it. If I change Zhang San, Li Si will remain the same. " Therefore, noble professional ethics, strong sense of mission and responsibility, and high loyalty are very, very important for enterprises. Another example is the well-known Intel. Where does Intel technology come from? His core technology was stolen from fairbanks. Robert noyce (one of Intel's founders) was the general manager of the company at that time, and Moore (one of Intel's founders) was the research director of the company. The technicians in this research department invented a chip, with which Noyce and Moore jumped out and founded the present Intel. This technology has become the original source of technology for Intel. Now Intel has become a very big company, but what about Fairchild? I'm afraid the whole world doesn't know (note: Dr. Liu Yaping, President of the American Alumni Association). According to the statistics of 500 large enterprises, 765,438+0% of managers' skills or some important resources come from their original employers, so there is a warning in the west, "Never let your employees do what you do to your boss." Therefore, when hiring professional managers, business owners are afraid that employees who have obtained the technical secrets, market channels or other resources of their own enterprises will come forward and become competitors of their own enterprises, which involves the professional ethics of professional managers. It's no wonder that China's fine tradition of judging talents is "ruling talents by virtue", while the world's top 500 general electric companies all take "honesty" as one of the benchmarks when selecting talents (in June 2000, at a meeting of 550 senior managers of General Electric Company, Benjamin W. Heineman Jr, senior vice president and chief lawyer of General Electric Company, said. When GE selects candidates, honesty is the first requirement. Honesty is more important than ability. Whether an interviewer is honest or not is decided by many interviewers. Experience and lessons tell us that if a manager's professional ethics is low, even if he personally? Hey? Hey? Liu Yun stopped the sage? Ji xian? Salary and happiness? Deng Deng? Hey? Looking for a blue car? Hey? What's the matter with you? Huang Er? Silently? Throw the fake hat to Huan? Is it more embarrassing than hanging the room? Scandium can't find Liu Yun, Zhai Feishan, I can't find you? Hope? Hey? Block mode? Rake rice? What's with the crooked plaque? What happened to the drought? Are you happy? The drought is fierce. What about deer, deer and rice? What about guanidine migration? Tough? What's the best way to do it? Catch it? Is Baba jealous of her mother? Jiao? Add a tease to send a bad copy of c∈ rake rice? You said Mulai invaded and raked rice rate? Why is sodium guilty? Hey? The frozen falcon is blowing, and V is in the grave. What's the matter with you? Print? Nbsp Zhengzhou Bai Wen has branches or chain stores in many places in China, such as a branch in Hangzhou. The general manager of Hangzhou Branch used the sales channel of Zhengzhou Bai Wen to sell his products, and all the income flowed into his account, while all the costs went into the account of Zhengzhou Bai Wen. So, it's strange that Zhengzhou Bai Wen doesn't collapse? ! Therefore, professional managers should be diligent, thrifty, honest, conscientious, decent, approachable and loyal.
Two, professional managers should have the necessary professional skills required by the industry. For example, people engaged in the IT industry must have some knowledge of computer software and hardware, understand the development of the Internet and understand e-commerce. Personnel engaged in the engineering supervision industry must understand the knowledge of civil engineering, engineering budget and bidding. Whether a professional manager is an expert in this field or not, at least he must be an expert with certain professional knowledge, technical level and ability. Because any management activity is to manage specific business activities and people who carry out such business activities on specific occasions have special business conditions. If you don't have certain business knowledge and understand the nature, process and characteristics of the business, you can't make accurate judgments on possible problems and give correct guidance to subordinates, which will inevitably reduce management efficiency. For example, Iacocca can bring Chrysler back to life on the verge of bankruptcy. A very important factor is that he worked in Ford Motor Company before coming to Chrysler, so he knows the technical characteristics and the automobile market very well. If he is sent to a chemical plant or electronic enterprise that is on the verge of bankruptcy, the situation may change. In addition, professional managers can win the admiration of their subordinates by virtue of their profound knowledge, rich experience, advanced technology and excellent judgment. For example, Lenovo's Liu Chuanzhi, Haier's Zhang Ruimin, Vanke's, Changhong's Ni, Microsoft's Bill Gates, Yahoo's, Sohu's Zhang Chaoyang and former Sina's are all experts in their respective industries.
Three, professional managers should have management skills: such as the basic principles and knowledge of enterprise management, international enterprise management operation mode; Master the basic knowledge and related skills of financial management, relevant financial systems and regulations; Familiar with the basic theoretical knowledge of investment, familiar with the relevant national macro policies and economic laws and regulations. As a professional manager, we must clearly realize that most of the time should be at the level of managers to avoid getting caught up in specific things. The "manager" is the "body body double" of the "business owner", that is, the investor of the enterprise entrusts part of his rights and responsibilities to the manager, who performs the work he wants instead of him. The "boss" pays more attention to the external environment of the enterprise and always pays attention to the survival and development of the enterprise in the fierce and unpredictable environment. On the other hand, when managers think from the perspective of "boss", they pay more attention to whether the daily work of departments and branches will carry out the development strategy of enterprises to the letter; Whether the work of this department meets the needs of customers or follow-up departments (follow-up departments within enterprises); Whether it has improved the competitive advantage of the enterprise, etc.
Fourth, professional managers should be familiar with the basic knowledge, theories and methods of modern human resource management and relevant laws and regulations, master the basic procedures and methods of human resource management, be good at employing people, unite people and unite people's hearts. "Those who compete for the world must compete for people first, and those who seize the market must seize people first". The decisive factor for the success or failure of an enterprise is the enterprise talents, and the competition of enterprises is ultimately the competition of enterprise talents. Kōnosuke Matsushita, known as the God of Japanese business, founded and led Matsushita Electric Co., Ltd., with total assets of over 4 trillion yen, total sales of nearly 5 trillion yen and total employees of 250,000. He loves talents as much as his life, and he is eager for talents. He said: "with excellent talents, the cause will flourish;" Otherwise it will decline. Panasonic can develop to this day because it knows how to use people a little better than others. " The ability to identify, select, appoint, evaluate and motivate talents is necessary for professional managers. No matter how excellent a professional manager is, he is not an all-rounder and needs a group of outstanding talents to hold senior management and management positions around him. Therefore, as a professional manager, we should respect employees, attach importance to employees, know people well and be good at their duties, establish a people-oriented consciousness, fully stimulate and mobilize employees' enthusiasm and creativity, discover and tap human potential, cultivate and use human potential, integrate employees' personal development with the development of enterprises, realize the optimal allocation of human resources and product structure, and achieve the best economic and social benefits.
Five, professional managers should have the ability of strategic planning and design, organization and implementation, and be able to correctly formulate the strategic development goals of enterprises. Business strategy is the overall plan for the survival and development of enterprises. Grasping the future is the essence of the company's business strategy. However, due to the uncertainty of the future, it brings not only opportunities, but also risks and threats. Because under the planned economy system, the external business environment faced by enterprises is simple and fixed, and because most managers (professional managers) of state-owned enterprises are influenced by traditional concepts, they generally ignore the promotion of enterprise strategy to enterprise management. Many managers believe that it doesn't matter whether an enterprise has a strategy or not. As long as it is profitable, it can survive without a strategy. Although some managers acknowledge the importance of enterprise strategy, they think that enterprise strategy is far from the enterprise and will not be used in the short term. Under the condition of socialist market economy, the business environment of enterprises has been very different from the past: new technologies, new processes, new materials and new products are emerging one after another, market competition is becoming increasingly fierce and global, and customer consumption needs are diversified, complicated and advanced, and so on. Various factors interweave and influence each other, and the complexity and turbulence of the business environment of enterprises have become obvious features, forcing the production of enterprises to develop in the direction of multi-variety and small batch and high technology. The market requires enterprises to provide high-quality, multifunctional, multi-variety, fashionable and environmentally friendly products. Enterprises must invest a lot of money in research and development of new products, and constantly shorten the delivery time of products to adapt to the rapidly changing market. These are the difficulties of daily management, which objectively requires a modern management science that can actively change and innovate in the complex and changeable business environment to maintain the long-term sustainable development of enterprises, so the enterprise strategy with the important characteristics of adaptability and innovation came into being. Enterprise strategy is related to market economy, and survival of the fittest is the law of market competition. Enterprise strategy is to optimize resource allocation and design corresponding management system around the development direction and goal of the enterprise. The enterprise's strategy should be embodied through strategic planning and design, and professional managers should have the ability of strategic planning and design and organization and implementation, which is one of the necessary qualities to ensure the long-term development of enterprises. Competitiveness is an important condition for the survival of enterprises and a prerequisite for their development. The essence of enterprise strategy lies in improving competitiveness. Today's world has entered the era of borderless competition. With the deepening of China's reform and opening up and the further integration of China's economy with the world economy, China enterprises are not only facing increasingly fierce domestic competition, but also facing competition with foreign enterprises. In this case, if enterprise managers have no strategic mind and can't make correct strategic decisions for enterprises, they will be overwhelmed by the sea of market competition at any time. With the rise of information industry, knowledge economy requires that the products produced by enterprises are not only knowledge products, but also intangible assets. Whether an enterprise can create intangible assets such as reputation, famous brand and popularity will determine its future and destiny. This requires professional managers to establish the concept of strategic investment, from the past mainly investing in tangible assets such as machinery, equipment, factories and production lines to investing in more strategic and long-term intangible assets.
From this point of view, professional managers should have market-oriented awareness and customer-oriented awareness, broaden their horizons, have insight into the future, have strategic thinking, strategic vision and competitive awareness, quickly change their concepts, and gradually establish concepts and awareness consistent with the strategic thinking of enterprises, such as being prepared for danger in times of peace, being far-sighted, forging ahead, boldly innovating, taking risks and being flexible. Professional managers should personally take charge of the strategic planning and design of enterprises instead of letting subordinates intervene, accurately grasp the present situation of external business environment and accurately predict future changes, often make scientific and meticulous analysis of the external environment in which enterprises are located, and formulate a series of strategies for survival and development in complex and changeable environments.
Six, professional managers should have insight into the market, the ability to capture business opportunities and excellent decision-making ability. Under the condition of market economy, whoever can occupy the market will take the initiative and win. The essence of market competition is to compete for customers. For example, in the 1960s, the Swiss watch industry failed to correctly judge the future development direction of watch market demand. Although we mastered the production technology of electronic watches long ago, we failed to develop products in time and missed the opportunity, resulting in hundreds of watch factories being forced to close down in the 1970s. In the late 1970s, the three major American automobile companies underestimated the international economic environment, which made them at a loss in the face of the oil crisis. On the contrary, Japan Seiko, Toyota and other companies have accurately grasped the international market environment, seized business opportunities, and achieved remarkable success. This requires professional managers to be good at understanding the market and capturing business opportunities, and to have a sense of being ahead of time and long-term.
Seven, professional managers should have the ability to create a harmonious atmosphere and create a dynamic corporate culture. An enterprise is an organization and team composed of many employees. I think corporate culture refers to the values and beliefs embodied in the behavior of business leaders, and it is the basic principle that drives enterprises. Some people may think this is too illusory and unpredictable, but culture does affect all aspects of business activities, whether it is for the market, for employees, or for innovation and so on. The main body of corporate culture is people. People here refer to both people inside the enterprise, including decision makers, and people outside the enterprise, including customers and society. A mature enterprise should attach importance to the construction of corporate culture, and its culture must be recognized, accepted and promoted by its customer base (employees and external customers). Enterprises need sustainable development, with different management and business models, but the pursuit of core values is the same. In other words, the values of professional managers should be consistent with the customer base. Therefore, I believe that a mature enterprise, as far as its culture is concerned, must be a group with the same value orientation, and it is the concept and value recognized, accepted and respected by employees and customers of the enterprise. As a professional manager, one of its important responsibilities is to guide the construction of corporate culture. Careful study of those successful enterprises, such as Haier's "Forever Sincerity", TCL's "Creating Value for Customers" and GE's "Simplicity, Speed and Self-confidence", often plays a decisive role in corporate culture and team spirit. The formation of a company's unique corporate culture and team spirit is largely related to the personal style of professional managers. What's the matter with you? Play? Apricots? What's wrong with the car? Cong Zhen Xuan? Hey, hey? What is the reason? What is the reason? What is the reason? What is the reason? Oh, with a little barium tomb rice? Asking questions is unfair, embarrassing and vulgar. Are you afraid to go? Mu? Hey, y? し⑼: Oh, especially? nbsp
In the competition of modern market economy, enterprises as the main body of market competition should be managed by professional managers or entrepreneurs. Only in this way can the separation of ownership and management be realized, the enterprise can become a "real enterprise" and the manager of the enterprise can become a "real entrepreneur". At present, professional managers are still a new thing in China. China has not yet fully formed the professional manager class, and the professional manager market is still in the primary stage. The evaluation of the professional manager market is still being explored, and the rules of professional managers have yet to be established. However, the rapid development of China's economic marketization and the rapid growth of demand for professional managers require us to strengthen the training of professional managers, improve their quality and improve the professional manager system as soon as possible.