From R & D manager to department manager-confusion and solution for a new manager

At the beginning of last year, I was promoted from a development manager to a department manager in a third-level department. After the joy, the confusion came along. In the old saying, I was lucky enough to have a single disaster, confusion also comes one after another.

I. Development Manager

What are the changes in titles? What are the differences between department managers and development managers? These confusions emerged when a leader commented on me. The leader said that your mentality needs to change. Now you feel like you want to be a big development manager, not a department manager. This sentence has aroused a lot of thinking and reflection. The work done as a department manager is indeed similar to that of a development manager. It is still the old path. But what are the differences between the two positions, what should I do?

2. You have to quit your hand.

This is because you have to be busy with a lot of management tasks, and because the Department is a newly established Department and a compilation of 16 people, there were only four people at the beginning of the year, and a lot of recruitment work took a lot of time, there are other things that make it impossible for you to enter the R & D status. Ten minutes on the stage, ten years on the stage, and so many years of skill, in the management of the position, gradually abandoned, a little bit of perseverance and heartache.

3. Force failure

After paying more attention to management, the use, research, and R & D of new technologies have become a task for other members of the team. However, the use of new technologies is often not smooth sailing. When there is a problem with new technologies during the release of products on the project, I often feel helpless and anxious, you can only give some guidance from your own experience and feelings. I really want to pull up my sleeves and drop my arm, but I have a lack of strength.

Iv. Simplicity

Only R & D personnel can handle the tasks they have arranged, so there is no need to consider too much. Now, we have encountered more pressure and problems. This project requires urgent support, and the new requirements of that project should be matched as soon as possible. Personnel in this project cannot come back, need to continue maintenance, lack of personnel, and the product release should be on time, the technology used by the project needs to be supported by various departments, the project needs to appease the customer's sentiment, and so on. The contact area suddenly becomes wider, and things become more and more, things are arranged, and importance is sorted, time management is very important.

I have been thinking for a long time, and many puzzles have not been solved, and there are some confusions and pains. When I first took office at the beginning of the year, I asked the leaders about how to manage a department. After hearing this, I was unable to decide how to operate the service. I had no real right, my income was not owned by me, and I was not responsible for bonuses, wages, and welfare. How can I operate the service? These two words have been stuck in the mind, and are slowly being tasted and pondered. In the middle of the year, the leaders recommended another book "goal-simple and effective common sense management". The goal book focuses on a factory manager who is on the verge of collapse. When they are different, they look for different goals and find effective outputs based on the Goals, discovering bottlenecks and ineffective outputs will bring the factory back to life and become the best-performing factory in the company. After reading this book, I had a lot of thoughts and feelings in my mind. I also tried to compare the ideas in the book with the questions I was thinking about and reflect on them. Indeed, what is my goal? For me, what is effective output? The problem has changed, but it is still difficult to see the flowers and the moon in the water. It's not bad, it's also a bit chaotic, and the meaning of the management that the leader says. So I continued to explore my own path with my thoughts.

In the twinkling of an eye, it's another year. Now, it's time to make a conclusion in the middle of the year. Many people have their own answers to their questions, and they can't tell if they're right or wrong, but their management path is gradually on the way, I would like to share with you my comments here. The difference between a development manager and a department manager is that the two have different goals. Therefore, the effective outputs of the two are different. As a department manager, the primary purpose of the company is to increase the product revenue and increase the company's interests. All things that are conducive to increasing the product income and increasing the company's interests can be effectively produced. This requires the department manager to improve product quality and effective functions, quickly respond to project and market requirements, make products that fit the market and meet market development. It is necessary to be close to first-line customers, listen to the voice of the market, and set the development direction of the product and the overall trend of the Department. The differences between development managers and department managers are obvious when you understand the differences between goals. Of course, the department manager also needs to carry out the overall operation and management of the Department, maintain the interests and development of the entire department, match the development routes of employees with the department routes, and deploy the Department as a whole, combat capabilities and other management work. In addition, changes in positions must correspond to psychological changes. Some things are always to be discarded, but there are different ways and methods to be abandoned. instead of dropping them all at once, they pass on experience and knowledge. In the final analysis, although they leave their hands, qu is also disconnected, but these capabilities must be handed over to the R & D teams. In addition, these experience skills are still being used for product planning and product development, and the judgment and auxiliary functions are not completely useless.

 

In some cases, you cannot do it yourself, but as a department manager, what you need to do is to take full consideration, and a real team does not rely on personal heroism. You must learn to let go, so that employees can develop quickly. All development depends on everyone in the team, and they cannot work on their own. However, it is necessary for team members to make good efforts, make effort, and provide guidance and support to department managers. It is necessary to support employees to quickly develop and access more new things.

To manage a department, you need to manage all aspects, consider risks, and coordinate resources. It is necessary to comprehensively consider financial indicators, market dynamics, process sorting, improve effective output, and increase market share. In this case, we must face all aspects. Only by actively facing these aspects can we better develop our departments. Customers' opinions, criticisms, and guidance are the source of product development. It is not feasible to build a product that only relies on its own departments to fight independently. Therefore, it is necessary to conduct coordinated operations and allocate resources to deliver projects and R & D products faster and better.

If you understand the goal, the confusion will naturally disappear. When a confusion disappears, there will be another confusion. At this time, you need to constantly find your own goals and find your own effective output. There is a long way to manage. As a new manager, there are still more confusions and confusions to face. However, no matter what the path is, there must be an optimistic and exploratory mentality.