With the growth of enterprise scale and the complexity of market competition, it is impossible for any capable leader to combine these business factors alone. So professional managers came into being, so what abilities must professional managers have?
The first skill: make a plan.
The first step of management is to make a plan. The first article of Sun Tzu's Art of War? Start with the article? Tell us that all operations begin with planning, and the management cycle PDCA of Dr. Deming, a master of quality control, also begins with planning. Therefore, the first task as a manager is to be able to make a clear and effective work plan.
The second skill: decisive decision-making
As professional managers, their duty is to make decisions and lead their implementation. There are many variables in this process, which require them to make decisions quickly and decisively, which is the basis for the success of the plan. For example, should we strategically improve profits or stabilize turnover? Should talents be trained internally or hired externally? Decisiveness does not mean arbitrariness. When making these decisions, we should not only consider the variables of competitors, but also consider the limitations of time and resources, because these will affect the final decision.
Decision-making skills include premise assumption, reasoning ability, information collection, analysis and induction ability, logical judgment, game theory, psychological quality under pressure, how to avoid mental model and wrong systematic thinking, etc. These are all things that need to be tried and understood seriously.
The third skill: solving problems
No enterprise is without problems, such as poor product quality, poor service quality, insufficient manpower, low morale, financial distress, declining market share and so on. These problems are always the number one stubborn disease of catering enterprises. Whoever can solve these problems properly can go further. The skills needed to solve these problems are to define the problem, collect data, analyze the situation, find out the root of the problem, and finally use creativity to propose solutions. Therefore, a competent catering professional manager must have these knowledge and various processing skills in order to help enterprises out of their own way in the competition. In the past, these skills were considered as natural qualifications, but today's training tools have made great progress, and these skills can be turned into replicable content. Therefore, anyone who wants to be a professional manager should cultivate these skills as soon as possible.
The fourth skill: setting standards.
Without rules, you can't make Fiona Fang. In the face of catering enterprises with low standardization, it is particularly important to formulate practical system standards. Things in catering enterprises can be divided into two categories, one is periodic, routine and routine, such as food quality management, new product development and cost management, and the other is special and unconventional, such as guest complaints and accidents. Professional managers should first standardize the previous task as soon as possible to facilitate the normal operation of enterprises, and then concentrate on dealing with special tasks. Many enterprises have not standardized and standardized their routine work, so the changes in daily operations take up a lot of energy of managers, which will make subordinates feel at a loss and report everything upward, which will affect work efficiency.
The fifth skill: result control
Effective results in enterprise operation need not only correct decision-making, but also certain execution ability. In this link, how to effectively control quality, cost, efficiency and service level depends on the superb skills of catering professional managers. Too many constraints, employees stumble everywhere and morale is low; Insufficient constraints can easily lead to loopholes and increase operating costs. The main tests of control ability include: distinguishing the things that should be managed and the things that should not be managed, promoting post-event disposal to pre-event management and post-event management (for example, the quality problems of products may come from suppliers and be included in pre-event management), promoting the independent management of various departments, and gradually evolving from external control to self-management.
The sixth skill: performance appraisal
Every employee expects his efforts to be recognized and rewarded, and the morale of enterprises is also affected by the fairness of assessment. In order to make employees achieve good performance in a short time, threats and incentives can be used, but if they want to establish sustained performance, they need a fair and reasonable assessment method and incentive mechanism. The skills of performance appraisal include finding key performance indicators (KPIs) from a strategic perspective, transforming performance indicators into employee behavior standards, formulating face-to-face communication skills between performance standards and evaluation results, the ability of performance review and guidance correction, and incentive strategies for employees with different personalities. For example, McDonald's has turned past successful experiences into standardized operational procedures, and accordingly formulated assessment standards and control methods. Coupled with effective training and corporate culture, McDonald's can become a world-class catering enterprise.
The seventh skill: team building
A group must have three elements to be called a team: first, the goal should be concentrated; second, the members should be harmonious and help each other; third, the working methods should be consistent and flexible. The skills of team building mainly include: the ability to establish the same vision and goals, the ability to reconcile and apply differences among members, the ability to formulate the same norms and integrate new employees, the ability to guide the team to find a positive direction from experience learning, and the ability to promote health conflicts.
Eighth skill: leadership ability
At present, the most scarce resource of enterprises is management leaders, who can constantly surpass themselves, be strict with themselves, take the overall situation into account, convince employees and produce positive results. There are all kinds of birds in the forest. How to make all kinds of people in the enterprise work together effectively, how to make employees from superficial obedience to sincere dedication, how to make people with low morale regain their morale, how to make successful people not complacent and stagnant, how to make weak people have courage, how to make careless people not cause great disasters, and how to make people with different interests support each other all depend on the leadership art of catering professional managers. Leadership skills are mainly to distinguish the characteristics and status quo of subordinates, choose appropriate leadership style, emotional cognition, control and adjustment, incentive ability, shape * * * knowledge, firm belief and willpower.
Ninth skill: training subordinates
Since ancient times, China people have the habit of saving their skills, especially Chinese food. As the saying goes, they also teach their disciples to go hungry. In the past, because the economic subject was mainly based on personal productivity, and the acquisition and exchange of' information was very slow, anyone with exclusive secret recipe or martial arts secret had to hide it well to show uniqueness and differences. But now the situation is different from before, and it is impossible to break through the world by one person's unique skills. If an enterprise wants to succeed, it needs to recruit talents. However, talents are not born, the knowledge taught by schools is limited, and there are great differences among enterprises. Therefore, whether the core staff can be effectively trained has become an important key ability. Evaluating a manager's ability is not only about his work effectiveness, but also about improving employees' work ability. Cultivating subordinates' ability includes evaluating training needs, setting training objectives, compiling training materials, formulating various teaching methods, applying teaching tools and evaluating training effects.
The tenth skill: chair the meeting.
Meeting is an important activity for enterprises to communicate information, exchange opinions and form decisions. Distinguishing meeting types, preparing before the meeting, selecting topics, determining participants, arranging meeting places and seats, taking meeting minutes, handling disputes, guiding speeches, summarizing meeting conclusions, following up after the meeting and coordinating unfinished matters are all skills that professional catering managers should master.
Eleventh skill: communication and expression
Simply put, the main task of managers is constant communication. Therefore, clear, accurate and effective communication and expression ability is an essential quality for every catering professional manager. The expression skills mainly lie in the confirmation of the purpose, with few people to understand and accept, and then convey the intention effectively with clear logic, appropriate rhetoric, and the coordination of tone, body language and expression.
Twelfth skill: personal management
As the operator of the service industry, he should be more willing to set out from himself, constantly surpass himself, break through himself, set an example by himself and become an example for his subordinates. Personal management begins with time management. Everyone has only 24 hours a day, which is the fairest thing. Therefore, the success or failure of life, the quality of performance and the rise and fall of enterprises all depend on the effective use of time by every manager. When you do this, you can't do anything else, so how to use your time effectively is the primary task of personal management. Secondly, lifelong learning, especially systematic learning. Another important personal management theme is keeping healthy. The last thing that needs personal management is emotional intelligence, the so-called emotional intelligence, how to maintain a happy mood, how to maintain high morale, how to motivate yourself, and how to avoid interference and influence from the external environment. Professional managers do a good job in personal management to ensure that they can keep their best in their daily work, no matter what happens.
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