Self-management of professional managers

Self-management of professional managers
In the new economy era, the era of knowledge economy, human resources man-agement HRM is becoming more and more important to enterprises, while professional managers themselves seldom attract the attention of enterprises, this article attempts to elaborate on this point of view to attract the attention of professional managers and managers, so that the professional managers can remain invincible in the fierce market competition.
Basic Quality Requirements for professional managers
1. Cultivate the charm of professional managers. First, let's take a look at the results of the Jone R, P. French, Bertram, and Raven studies. He divides the power of professional managers into the following forces.
(1) threat: A professional manager uses the deprivation of power, the assignment, punishment, dismissal, distribution, and other measures of despicable work to influence or even threaten subordinates, so as to make subordinates succumb to his will.
(2) statutory power: A professional manager can exert his or her influence in the organizational structure, that is, use the power of his or her position to control his or her subordinates.
(3) Compensation: professional managers can leverage salary improvement, recommendation for promotion, assignment of superior jobs, and rewards for good job performance to influence subordinate behaviors.
(4) expert strength: professional managers can use all their profound knowledge, rich experience, advanced technology, and outstanding judgment to win the honor of their subordinates. For example, when a subordinate accepts a method proposed by a professional manager, it does not accept it because it is the most effective, but is durable to accept it for confidence in the ability of professional managers, in this case, the leader plays an expert role.
(5) attractiveness-a professional manager can recognize the professional manager with respect from his subordinates and worship the professional manager, and tries to act according to the will of the professional manager. At this time, the professional manager plays an attractive role, this attraction must be the inconscious actions of subordinates.
2. Improve management. When a professional manager gives orders, trains employees, promotes disciplinary actions, or distributes jobs, there is a lot of knowledge. Here, we must recognize the differences between people.
(1) Differences in physiology (2) Differences in temperament (3) potential differences (4) differences in abilities (5) Differences in interests (6) Differences in personality (7) differences in attitudes (8) Differences in conduct (9) Differences in endurance
About authorization
The so-called authorization refers to the assignment of several jobs to subordinates for performance. The behavior consists of three elements: (1) Assignment of workers and (2) granting of power; (3) responsibility creation. Authorization is a powerful means to make full use of management capabilities. It also has the following benefits:
(1) authorization allows professional managers to take full advantage of management functions. The upper-level supervisor's authorization scope accounts for 60%-85% of its internal work, the middle-level supervisor accounts for 50%-75%, and the lower-level supervisor accounts for 35-55%.
(2) authorization is a highly productive in-service training.
(3) Authorization can enhance the sense of belonging of subordinates.
(4) Authorization can improve the performance of subordinates.
Obstacles to authorization performance and reasons:
(1) worried about subordinates making mistakes.
(2) worried about the unsatisfactory performance of subordinates.
(3) fear of losing control over subordinates.
(4) unwilling to give up handy power.
(5) It is easier for subordinates to perform their tasks.
(6) The appropriate subordinate authorization cannot be found.
From the management point of view, the above six reasons are difficult to establish. authorization is not a question of "can't", but a question of "willingness. One thing to be clear is that authorization involves a certain number of technologies, at least 10 of which are limited in length and will not be discussed here.
By the way, to learn whether your authorization skills are superb, please answer ten questions honestly: (1) when you are not present, does your subordinates continue to promote routine work? (2) Do you feel that your daily work takes too much time to schedule? (3) in case of an emergency, is the department under your management helpless? (4) Are you too careful about the details? (5) Do your subordinates often have to wait for you to "start" before starting work? (6) Do your subordinates intentionally avoid providing comments? (7) are small groups in your department confused and unable to unite? (8) Do you often complain that your work cannot proceed as planned? (9) do you think it takes too much time to deal with trivial work? (10) Do your subordinates only execute your commands without enthusiasm for work? If you are sure to answer the above questions, it indicates that your authorization scope skills have room for discussion and improvement.
Employee incentive
When a and B participate in a donkey-catching competition, the rules of the competition are very simple: No matter what means, as long as the donkey can be rushed from one farm to the other end in a short time, it is a win. A stood behind the donkey and kicked the buttocks of the liar with one foot. The donkey was afraid of pain. So when a kicked, it took a step forward. If a didn't kick, it stopped, result A took an hour to kill the donkey. B is riding on the back of the donkey, holding a bamboo in his hand, there is a carrot hanging at the end of the bamboo, this carrot is just in front of the donkey, the donkey wants to eat radish, so often before rush, result B only took 10 minutes to let the donkey reach the end. After this example is completed, I have no need to say anything. In fact, you must know the analytical architecture of Abraham Maslow. The minimum level requires the least importance, but must be satisfied first. In short, the means to meet the needs of employees can be roughly classified into three categories: (1) the provider of the work itself; (2) the provider of the supervisor; (3) the provider of the policies of the Organization.
Avoid two types of superiors
1. Good Sir boss. Its style is very similar to that of elders in the family. For the purpose of "people", he often maintains his attitude towards the news, advocates tolerance, tolerates from time to time, and changes everywhere. The incorrect idea of this type of Boss is that (1) Soft management is regarded as the management of the same person; (2) conflict is regarded as useless; (3) a harmonious atmosphere helps boost morale and productivity.
2. overbearing superiors. Such superiors, on the one hand, agree with and flatter their superiors without any effort, and on the other hand, urge themselves and their subordinates to improve their work performance. In their minds, subordinates are only tools to improve their work performance. Therefore, they do not care about their feelings, benefits, or prospects. They make their local residents absolutely obedient and execute commands. Under this type of manager, organizations and members are all affected, roughly as follows: (1) over-strict supervision will make subordinates a "obedient machine" in a considerable program ", the creation and imagination of subordinates will be lost. (2) In the minds of its subordinates, the boss represents the organization, and its subordinates impose centrifugal force on the organization, causing a low morale. (3) The dominant boss has to solve the problems that can be solved by harmonious interpersonal relationships due to social relationships. (4) In the mind of a dominant boss, conflict represents the result of controlling the relaxation of the system. They have always taken suppression measures against the conflict, which will promote the intensification of the conflict. As conflicts cannot be resolved, conflicts within an organization occur frequently.
All in all, management means a lot. Some people say that it is done by others; others say that it is to coordinate conflicts, resolve conflicts, and combine various parties; some people say that management is goal-oriented ....... As a manager, some people set up to listen for 50%, talk for 35%, read for 10%, and write for 5%. Of course, management should be closely linked with strategic decision-making, business intelligence, and interpersonal relationships. With the rise of new and high technologies, management experts remind managers not to forget to share their success with others. What I need to say is, what are the things we lack or are worth learning from?