For example, a very important factor why Iacocca was able to revive Chrysler, which was on the verge of bankruptcy, was that he had worked at Ford Motor Company before coming to Chrysler, so he was we

For example, a very important factor why Iacocca was able to revive Chrysler, which was on the verge of bankruptcy, was that he had worked at Ford Motor Company before coming to Chrysler, so he was well aware of the technical characteristics and market conditions of automobiles. If he were sent to a chemical plant or electronics company that was on the verge of bankruptcy, the situation might change. In addition, professional managers can also use their profound knowledge, rich experience, advanced technology and outstanding judgment to continuously win the admiration of their subordinates. For example: Liu Chuanzhi of Lenovo, Zhang Ruimin of Haier, Wang Shi of Vanke, Ni Runfeng of Changhong, Bill Gates of Microsoft, Jerry Yang of Yahoo, Zhang Chaoyang of Sohu, Wang Zhidong of the former Sina, etc. are all experts in their respective industries. 3. Professional managers should have necessary management skills: such as the basic principles and knowledge of enterprise management, international enterprise management operation methods; master the basic knowledge and related skills of financial management, relevant financial systems and regulations; Familiar with the basic theoretical knowledge of investment, and familiar with relevant national macro policies and economic regulations. As a professional manager, you must clearly realize that you should be at the managerial level most of the time and avoid getting bogged down in specific things. "Manager" is the "stand-in" for the "business owner", that is, the investor of the enterprise delegates some of his rights and responsibilities to the manager, and the manager performs the work he wants to do on his behalf. The "boss" pays more attention to the external environment of the company, and is always concerned about the survival and development of the company in a fiercely turbulent and unpredictable environment. Managers, while thinking about problems from the perspective of "boss", pay more attention to the internal affairs of the enterprise, whether the daily work of departments and branches implements the enterprise's development strategy to the letter; whether the work of the department meets the needs of the enterprise. whether it has improved the company’s competitive advantage, etc.

4. Professional managers must be familiar with the basic knowledge, basic theories and methods of modern human resources management, as well as relevant laws and regulations, master the basic procedures and methods of human resources management, be good at employing people, and be able to unite and cohere people. People's hearts. "To compete for the world, you must first compete for people; if you want to win the market, you must first compete for people." The decisive factor in the success or failure of an enterprise is its talent. In the final analysis, the competition between enterprises is still the competition of enterprise talents. Konosuke Matsushita, known as the God of Japanese Management, founded and led Panasonic Electric Company, with total assets of more than 4 trillion yen, total sales of nearly 5 trillion yen, and a total of 250,000 employees. He loves talent as much as his life and is eager to seek talents. He said: "With excellent talents, your career will prosper; otherwise, your career will decline. Panasonic can develop today because it knows how to use people a little better than others." The ability to identify, select, appoint, assess, evaluate and motivate talents is a must for professional managers. No matter how outstanding a professional manager is, he is not an all-rounder and needs a group of outstanding talents to hold senior management and operational positions around him. . Therefore, as a professional manager, you must respect employees, value employees, know people well and be open-minded, establish a humanistic awareness, fully stimulate and mobilize employees' enthusiasm and creativity, discover and tap people's potential, cultivate and use it, and use it to achieve their goals. The personal development of employees and the development of the enterprise are integrated to achieve the optimal allocation of human resources and product structure to achieve the best economic and social benefits.

5. Professional managers must have strategic planning, design and organizational implementation capabilities, and be able to correctly formulate the strategic development goals of the enterprise. Business strategy is the overall plan for an enterprise to survive and develop. Grasping the future is the essence of a company's business strategy. However, due to the uncertainty of the future, it brings not only opportunities to the company, but also often accompanying challenges. Risks and Threats. Because under the planned economy system, the external operating environment faced by enterprises is simple and fixed, and because most state-owned enterprise managers (professional managers) are influenced by traditional concepts, they generally ignore the role of corporate strategy in promoting corporate operations. Many managers believe that it does not matter whether a company has a strategy or not, as long as it is profitable, it can still survive without a strategy. Although some managers acknowledge the importance of corporate strategy, they believe that corporate strategy is far away from the company and will not be used in the short term.

Some people may think this is too illusory and elusive, but culture does indeed affect all aspects of business activities, whether it is the market, employees, change and innovation, etc. The main body of corporate culture is people. People here refer to people within the company, including decision-makers, and people outside the company, including customers and society. A mature enterprise must pay attention to the construction of corporate culture. Its culture must be recognized, accepted and promoted by customer groups (employees and external customers). For enterprises to continue to develop, their management and business models are different, but their pursuit of core values ??is the same. That is to say, the values ??of professional managers should be consistent with the customer base. Therefore, I believe that a mature enterprise, as far as its culture is concerned, must have a consistent value orientation reached by a homogeneous group, which must be unanimously recognized, accepted and promoted by the employees of the enterprise and the markets and customers it faces. concepts and values. As a professional manager, one of his important responsibilities is to guide the construction of corporate culture. Carefully study those successful companies, such as Haier's "sincerity forever", TCL's "create value for customers", American GE's pursuit of "simplicity, speed, confidence", etc. Corporate culture and team spirit often play a decisive role. The formation of a company's unique corporate culture and team spirit is largely related to the personal style of professional managers. Excellent professional managers have the ability to create a harmonious internal corporate atmosphere and create a vigorous corporate culture. This ability is outstanding in four aspects: first, the formation of team values; second, the team development goals are deeply rooted in the hearts of the people and become the common pursuit of every member of the team; third, the differences pursued by each person in the team are consistent with the team. The organic unity of values ????and development goals; finally, the ability to promote and inspire team enthusiasm.

In the competition of the modern market economy, enterprises as the main body of market competition should be operated and managed by professional managers or entrepreneurs. Only in this way can the separation of ownership and management rights be achieved. Only in this way can an enterprise become a "real enterprise" and its managers become "real entrepreneurs". At present, professional managers are still a new thing in our country. The class of professional managers has not yet been fully formed in China. The market for professional managers is still in its infancy. The market evaluation of professional managers is still being explored, and the rules for professional managers have yet to be established. However, the rapid development of my country's economic marketization and the reality of rapid growth in demand for professional managers require us to strengthen the training of professional managers as soon as possible, improve the quality of professional managers, and improve the professional manager system.