Six abilities that managers should possess:

1. Communication skills. In order to understand the status of employee interactions within the organization and listen to the voices of employees, a manager needs to have good communication skills, among which "being good at listening" is the most important. Only in this way will subordinates not be distracted or afraid to make constructive suggestions and demands. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and enthusiasm.

2. Coordination ability. Managers should be able to be keenly aware of the emotions of their subordinates and establish channels for communication and venting. They should not wait until antagonism deepens and conflicts expand before rushing to deal with and resolve them. In addition, managers must resolutely resolve serious conflicts or contradictory events that may amplify the opposition. Even when the situation is unclear and right and wrong are unclear, measures to cool down should be taken immediately, and after understanding the situation, conflicts should be resolved immediately with appropriate and effective strategies. As long as we grasp the first-mover and initiative to eliminate contradictions, any form of opposition can be easily resolved.

3. Planning and integration capabilities. The planning ability of managers is not focused on short-term strategic planning, but on the formulation of long-term plans. In other words, excellent managers must be foresighted and foresighted. They must not be blind-sighted and only see the present but not the future. They must also let employees understand the company's vision in a timely manner so as not to cause employees to lose their way. Especially when making decisions and planning, it is necessary to properly utilize the integration ability, effectively utilize the wisdom of subordinates and existing resources, and avoid waste of manpower.

4. Decision-making and execution capabilities. In the era of democracy, although there are many things that are appropriate for collective decision-making, managers still often have to make independent decisions, including allocating work, coordinating manpower, resolving employee disputes, etc., which often test the decision-making ability of managers.

5. Training ability. Managers must desire to have a strong work team, so cultivating outstanding talents has become an important task for managers.

6. Control ability. There is a saying that goes like this: "A leader will not build a business, but he will build an organization to build the business." According to this statement, the prerequisite for being a manager is to be able to build a team. Further build the enterprise. But no matter how complex and varied the role of a manager is, winning the trust of employees is the primary condition.

The management skills that managers need to possess mainly include:

1. Technical skills

Technical skills refer to the knowledge of a special activity - especially the methods , process, procedure or technical activity - understanding and proficiency. It includes specialized knowledge, analytical skills within a profession, and the ability to flexibly apply the tools and techniques of that profession. Technical skills are primarily work involving “things” (processes or tangible objects).

2. Personnel skills

Personnel skills refer to a person's administrative ability to work effectively as a group member and to establish cooperative efforts in the group he leads. , that is, the spirit of collaboration and team spirit, creating a good atmosphere so that employees can freely express their personal opinions without any scruples. Managers' personnel skills refer to the leadership, motivation and communication skills that managers should possess to achieve organizational goals.

3. Ideological skills

Ideational skills include: "The ability to view the enterprise as a whole, including identifying the various interdependent functions in an organization, and how to change one part Able to influence all other parts, and thus the relationship between individual enterprises and industries, communities, and the political, social and economic forces of the country as a whole. "That is, to be able to see the overall situation, determine the important factors and understand these. relationship between factors.

4. Design skills

Design skills refer to the ability to solve problems in various ways that are beneficial to the interests of the organization. In particular, senior managers must not only identify problems, but also act like a A good designer has the ability to find a practical solution to a problem. If managers can only see the existence of the problem and are just "people who see the problem," they are unqualified managers. Managers must also have the ability to find workable solutions based on the current situation they face.

The relative importance of these skills to managers at different management levels is different. The importance of technical skills and personnel skills gradually decreases from low to high according to the organizational level of the manager, while the opposite is true for ideological skills and design skills. For lower-level managers, having technical skills is the most important, and having personnel skills is also very helpful in frequent interactions with lower-level managers. As a manager develops from the bottom to the middle and senior levels in an organization, as the number and frequency of direct contact with subordinates decreases, the importance of personnel skills also gradually decreases. In other words, for middle-level managers, the requirements for technical skills have dropped, while the requirements for ideological skills have increased, while having personnel skills is still important. But for senior managers, ideological skills and design skills are particularly important, while the requirements for technical skills and personnel skills are relatively low. Of course, the connection between this kind of management skills and organizational level is not absolute, and some factors such as the size of the organization will also have a certain impact on this.