What abilities should managers have? 1 1. Innovation ability and self-breakthrough ability The reason why we put innovation ability and self-breakthrough ability at the top of 10 ability is because we must have innovation ability in the process of management. Innovation ability is based on the premise of breaking through self-ability. If you can't break through yourself, you can't be innovative.
2. The correct concept of cost As far as the concept of cost is concerned, we generally only consider the cost savings from the aspects of people and things. In fact, it is necessary to add a concept, and enhancing people's enthusiasm is also an effective measure to reduce costs. If people's enthusiasm is improved and they can voluntarily undertake more work, then enterprises can at least reduce the cost of recruiting people.
3. Adapting to technological innovation Science and technology are the primary productive forces, and technological innovation is a necessary condition for the survival and development of enterprises. Managers should have the consciousness of breaking through themselves and being determined to innovate, and pay attention to technological updating.
4. Ability to adapt to market changes The essence of market economy is to constantly adapt to changes in supply and demand, and prices will follow the market. This determines that change is the normal state of the market. To adapt to the market economy, we must have the ability to adapt to changes.
5. The ability to accurately identify economic information Faced with the massive information in the information age, how to correctly and effectively screen and use information has become one of the elements for enterprises to win. Managers should have such ability.
6. The ability to comprehensively improve the comprehensive quality of subordinates As a manager, you should have the ability to comprehensively improve the comprehensive quality of subordinates. If the quality of your subordinates has not improved after working with you for a period of time, it can only show that it is your problem and the negligence of your manager.
7. The professional ability and analytical ability to complete enterprise management are not pure management. Many times, the management work of different industries and different enterprise types often has different characteristics, so this requires managers not only to master the general technology of management, but also to have professional ability and the ability to analyze and solve problems independently.
8. Interpersonal communication skills Enterprise management is the management of people. Communication with superiors, subordinates, colleagues and the outside world is one of the most important qualities of managers.
9. Comprehensive judgment ability Managers are the helmsman of enterprises, and major decisions of enterprises are often made by managers. Managers' eyes should not be limited to a certain part, but should stand at a certain height and make comprehensive judgments on complex problems.
10. Finding, analyzing and proposing countermeasures to solve internal and external problems of enterprises is only half the problem. How to correctly implement the plan and correct the mistakes through timely feedback is the other half of the problem. Therefore, managers need not only analytical ability but also strong execution ability to solve problems.
The abilities that managers should possess include what 2 1 should possess certain ideological qualities, that is to say, managers should not only be able to deal with things and people, but also be good at thinking.
Excellent managers should be able to clearly describe their wishes, especially the management goals to be achieved; Be able to express your ideas clearly; Have a strong sense of information, be good at using and capturing information, and pay attention to improving the quantity and quality of information to promote high-quality and efficient management. Improving conceptual skills requires enterprise managers to do the following three things: first, they must have the ability to understand the whole or the whole picture of something or an event. The second is to be able to understand and master the role of a certain thing or event on the whole organization. The third is to be able to foresee the future development trend of this thing and event. This is an indispensable quality for managers in the management process, and we must strive to improve it.
2. Personality cultivation. The personality of managers is an important factor affecting the success or failure of management, which cannot be underestimated or underestimated.
A successful manager must be modest, honest, open-minded and hard-working. Confident. Managers should believe in themselves, constantly enhance their confidence and firmly believe that they have the ability to do a good job in the enterprise. Be able to correctly handle some temporary difficulties and setbacks in the process of operating enterprises, persevere and dare to deal with all kinds of difficulties and challenges, so as to be invincible forever. Modesty. Managers have different personalities in the face of management objects, and their education level is high or low. Managers must be humble-oriented, learn from the objects of management with humility, and strengthen the exchange of ideas. That kind of self-righteous behavior without investigation and research will alienate you from the masses and make it difficult to establish prestige among them. Be modest. Modest and beneficial, full of loss, towering city walls, rigid without desire, full of tolerance. Enterprise managers should be open-minded and cultivate a broad mind.
3. It is necessary to have the quality of public relations and implement a socialist market economy. From a macro perspective, it marks the integration of China's economy with the world economy; Microscopically, it means the economic independence of social organizations and even every citizen.
Integration will inevitably lead to comparison, and economic independence itself will inevitably be the product of competition. Therefore, in the future, the image dispute arising from the comparison of economic development will become more and more fierce. The shaping and perfection of this image is largely accomplished by public relations. Therefore, the relationship between the public and the public will naturally become a key link in the development and operation of social organizations in the tide of market economy. First of all, we should cultivate and establish public relations awareness. Public relations consciousness is the reflection of public relations practice in people's minds. This kind of reflection is not a superficial passive reflection, but a deep dynamic reflection on the principles, principles and laws of public relations, which are summarized by theory. Once formed, it will become a force restricting people's behavior in public relations. Public relations consciousness is a comprehensive professional consciousness, which includes shaping image consciousness, serving the public consciousness, sincere mutual benefit consciousness, communication consciousness, innovative aesthetic consciousness and long-term vision consciousness.
4 managers should understand technology.
As a modern enterprise manager, you can't just aim at your own level and ability to meet the general macro enterprise management. Managers who know technology do not require them to be proficient in all kinds of technologies involved in the production and operation of their own enterprises. This is neither realistic nor necessary. But managers should at least do the following: first, they should understand and master the technical situation of their own units, know their own technical level, technical equipment and technical strength, and compare their technical strength with that of the same industry, not only with their domestic counterparts, but also with their foreign counterparts. Second, managers should master one or two key technologies of their own units, and the more skilled they are, the better. This not only helps to improve the status and prestige of enterprise managers among employees, but also helps managers to effectively solve practical problems encountered in management. The third is to continuously strengthen technical management. We should attach great importance to the introduction, training and quality improvement of technicians and take effective measures to continuously improve the high-tech content of products.
What abilities should managers have? 1. Six abilities that an excellent manager should possess.
1) communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.
2) Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.
3) decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.
4) Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.
5) Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition.
6) Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.
Second, how can managers improve team leadership?
1) to build the core team of the enterprise
To develop, an enterprise needs a stable and reliable core team, which is commonly called "team building". As an enterprise leader, building an excellent core team is the first priority and an important embodiment of leadership. A strong core team can promote the improvement of corporate leadership.
2) Select core team members
How to build this team well, the first thing that business leaders have to face is the choice of core team members. From the source, there are two ways: internal training and external recruitment. Whether they are brought up by themselves or hired, the core team members should have different levels and specialties, so that members can learn from each other and cooperate with each other to obtain "1+1>; 2 "effect. If everyone has similar expertise, ability and experience in a core team, it means that the whole team has less expertise in many other important places, which leads to the "short board" of management.
When selecting team members, besides complementary professional knowledge, ability and experience, we should also consider the development stage of the enterprise. Enterprises are at different stages of development and have different requirements for core team members. In the start-up period, the core members of the team are generally less, ranging from three to four people to more than ten people. At this time, we should choose classmates, friends, alumni or fellow villagers who are familiar with each other, which is conducive to the rapid formation of the centripetal force and cohesion of the team. For example, Shanghai Fosun High-tech Group, one of the three major private enterprises in China, has a five-member entrepreneurial team who all graduated from Fudan University and are familiar with each other. At the beginning of their business, they were able to make a reasonable division of labor according to each member's ability and characteristics, formed a core team with strong combat effectiveness, and created the myth that the net assets of 10 were nearly 10 billion. When the enterprise develops to a certain stage, the core members should not be limited to the personnel in the initial stage, but should be balanced in cultural background and knowledge structure, otherwise it will not only affect the development speed of the enterprise, but also lay a fatal hidden danger for the long-term development of the enterprise.
3) Establish a trust relationship
Correct selection of core team members is only the basis of team building. It is most important to establish a trust relationship, so as to ensure that these core members can think and work hard to form a high-performance team. If team members are far apart and suspicious of each other, how to form an efficient team?
Creating an atmosphere of mutual trust needs to be considered from both horizontal and vertical aspects. In the horizontal aspect, team members can build mutual trust by strengthening communication, enhancing understanding and supporting each other's correct views. In the vertical aspect, as a leader of an enterprise, in addition to using the above methods to enhance trust with core members, authorization is also an effective way to establish trust relations with subordinates.
From the leader's point of view, on the one hand, effective authorization can give core team members the opportunity to exercise and cultivate their leadership skills in practice; On the other hand, it allows you to have more time and energy to focus on important things such as strategic decision-making. These two aspects are directly related to the long-term development of enterprises. For team members, obtaining authorization can really make them feel the trust of leaders, further stimulate inspiration and enthusiasm, and improve the quality of work. Authorization needs to pay attention to some methods, otherwise it may be counterproductive, not only can not enhance trust, but will lead to unnecessary misunderstanding.
There should be clear and challenging goals when authorizing. If the goal is unclear or not challenging, it will not only fail to motivate team members and make them feel fully trusted, but also make them feel at a loss and even cause unnecessary misunderstanding. For example, you say to a new product manager, "You are responsible for the promotion of product A this year. If you do it well, the company will give you a generous reward." Then he may look blank, don't know the direction of his efforts, and even wonder if you really trust him. The same authorization, if you explicitly say to him, "You are responsible for the promotion of product A this year. If you can reach 30% market share in China, the company will give you a reward of 500,000 yuan." He may be proud to get this challenging task and fully mobilize his potential.
Never repeat authorization, never hesitate or be willful when authorizing, otherwise it will destroy the trust relationship between teams. Unfortunately, this kind of arbitrary authorization often happens in domestic enterprises. In the past, when working in a software company, the general manager authorized the travel expenses of the R&D department to the R&D department manager. In less than three months, the R&D department manager thought that the company didn't trust him, even felt humiliated, and left the company on the third day after the approval authority was withdrawn. Of course, I'm not saying that you can't take back your power after authorization, but I want to warn leaders that it may be more effective to consider possible risks before authorization and formulate corresponding control measures than to take back your power after authorization!
4) Flexible use of leadership style and style.
With the continuous development of leadership and people's in-depth study of leadership practice, many scholars have summarized many leadership styles and styles from different angles. Like Daniel. Taking the database of 20,000 professional managers around the world as a sample, Gorman summed up six kinds of leadership styles prevalent in global enterprises today, namely, mandatory leadership, authoritative leadership, alliance leadership, democratic leadership, leading leadership and coaching leadership.
As far as leadership style and leadership style are concerned, there is no difference between good and bad. As a leader of an enterprise, if you can understand the advantages and disadvantages of these different leadership styles, it will help to form your own unique leadership style and leadership style, and then affect the potential of employees and the performance of the whole enterprise. From the practice of many leaders at home and abroad, successful leaders should guide, educate and motivate employees with various leadership styles according to the actual situation, and switch freely between them to give full play to their outstanding leadership.
5) Effective use of conflicts
Although the team strives to make members form a cooperative relationship, it does not mean that different opinions are not allowed in the team. In fact, team conflicts may occur at any time, some are explicit and some are implicit; Some are constructive and some are destructive; Some are cognitive, some are emotional; Some may endanger the survival of enterprises, and some may not be worth mentioning. Facing the conflict in the core team of an enterprise, as an enterprise leader, we should face, analyze and solve it correctly, so as to purify the team atmosphere and improve the overall performance of the team.
Business leaders should adopt different methods to solve conflicts of different nature. We should try our best to avoid destructive, emotional and life-threatening conflicts. Once we find signs of such conflicts, we should cut the gordian knot and nip in the bud. For constructive and cognitive conflicts, we should give appropriate guidance, use conflicts to explore different opinions and stimulate more creativity. Jack, former CEO of General Electric Company. Welch attaches great importance to the positive role of constructive conflict and cognitive conflict. He believes that enterprises must oppose blind obedience, and every employee should have the freedom to express different opinions, discuss the facts on the table, and respect different opinions. It is this constructive conflict that has nurtured the unique corporate culture of General Motors and enabled General Electric to achieve sustained and rapid development in the past twenty years.
If there is no conflict in your core team, everyone is in harmony, everyone supports the suggestions made by the leader or other members with both hands and does not hear any objections, then as the leader of the team, you should be careful. William Jr., CEO of Wrigley Gum. Legre once said: "If two people always agree, it means that one of them doesn't need it." According to this reasoning, does it mean that the leader has actually become a "one-man army" At this time, the leader should review your leadership ability. Is it a crisis of confidence? Is it an arbitrary leadership style? Or is there something wrong with the management system?
6) Matching with enterprise development.
An excellent leader should adjust his leadership style and methods at any time according to the different stages of the company's development and large-scale management objects. As Kōnosuke Matsushita said: "When I have 100 employees, I will stand in front of the employees and direct my subordinates;" When the number of employees increases to 1000, I must stand among the employees and ask them to help me. When the number of employees reaches 10,000, I just need to stand behind the employees and be grateful. "
Different stages and scales of development should adopt different leadership styles. For example, for small enterprises and start-ups with a small number of employees, business leaders can take the lead, set up their own authority and example power by actions, and guide employees to follow suit, that is, adopt a leadership style of "leading by example"; You can also combine the leadership style of "patient persuasion", pay attention to family management, listen to each member's complaints and persuade them. With the continuous development of the company and the gradual expansion of the workforce, the leadership style of "patient persuasion" may no longer be practical. At this time, we should gradually shift to the direction of institutionalization and adopt other more effective leadership methods. We should gradually turn to the direction of institutionalization and adopt other more effective leadership methods. We should gradually turn to the direction of institutionalization and adopt other more effective leadership methods. We should gradually turn to the direction of institutionalization and adopt other more effective leadership methods.
Different industries or industries should adopt different leadership styles, otherwise the leadership of enterprises will be greatly reduced, and even lead to the brink of death. For example, high-tech enterprises are faced with a changeable, fast and competitive environment. At this time, it is necessary to stimulate team vitality and encourage innovation. If enterprises adopt "mandatory" leadership, innovation may be inhibited; However, traditional enterprises are faced with a relatively stable, slow-developing and small profit margin market, which requires in-depth, comprehensive and strict management to reduce consumption and cost. At this time, "mandatory" leadership may become an ideal choice.
Third, establish corporate culture and strengthen leadership.
Culture and leadership are two sides of the same question and cannot be understood separately. On the one hand, in a sense, corporate culture is the culture of corporate leaders, and their recognition and support is the key to the success of corporate culture construction. Therefore, leaders should have a unique ability to create, integrate and manage culture. On the other hand, the formation of corporate culture and corporate values has been widely recognized by members, which makes every member of the enterprise have a sense of mission and will further enhance the leadership of the enterprise.
The core of corporate culture is the same values, and different types of enterprises need different values to match it. For example, high-tech enterprises focusing on R&D can take organizational innovation and technological innovation as one of their corporate cultures, because only continuous innovation can bring competitive advantages to enterprises. As for the traditional processing and manufacturing enterprises that mainly focus on assembly line production, they should advocate a corporate culture with rigor, order and discipline as the core, rather than unilaterally encouraging innovation.
The success of an enterprise lies not only in having a set of core values, but more importantly, it can always use these values to guide actions and sublimate the leadership of the enterprise. If we just regard the values of the enterprise as a slogan and the leaders put on a show at the conference, but actually do not use the values of the enterprise to guide our actions, it will only give people a false impression and lose prestige in front of employees and customers. Over time, leadership will disappear.
Fourth, adapt to the cultural background
Every country or region has its own unique cultural background. For example, western culture is direct, while eastern culture is implicit. Even China and Japan, both of which belong to the oriental culture, have very different ways of thinking and values. Therefore, for business leaders of cross-cultural management, they should adopt different leadership styles for teams or personnel with different cultural backgrounds, otherwise it will affect the exertion of leadership, and even lead to cultural conflicts in serious cases, with disastrous consequences.