As a manager of a company, what should I learn?

The company arranged for us to go to Cheng Ju to attend the "Advanced Training Course for Middle-level Cadres-Manager Skills Training". This training is a management professional course specially designed for middle-level managers in enterprises. The successful management mode of famous multinational companies, plus the experience of famous enterprise lecturers. The course focuses on the practical problems encountered by managers and emphasizes the improvement of skills in solving management problems. The course content is practical. The classroom atmosphere is warm and thought-provoking. Through systematic management process and rich case analysis, the lecturer draws incisive conclusions, which makes people feel heartfelt. After learning this course, let's make a summary:

Part I: Self-management of managers

At first, the teacher showed you a short video about the manager of a department, saying that her management was in place, but some of her subordinates were late, and some made mistakes ... There was no criticism and punishment for being late, and the one who made mistakes said that he had misunderstood, so he took things over and did it himself. When it's time to get off work, everyone gets off work on the hour, and she has to stay and work overtime. This led to a series of problems, which we also asked him, such as being late and leaving early, and the manager didn't deal with it, all by consciousness; Poor communication, the instructions issued by the superior can not be understood by the subordinate; I work overtime, my subordinates get off work, and the leader is not like a backbone, but more like a business backbone. So managers are very confused, especially in

First, the role can not be effectively converted

A property manager once told me that when he was promoted from an electrician to a small foreman, he had to carry a screwdriver and pliers with him every day, otherwise it would not feel like he was at work, and it would be like being lazy to meet people empty-handed. My psychology is similar to his. I dare not give some things to my people, always afraid of making mistakes, so I take it all on myself. Only what I do is the most practical and reliable. Through learning, I finally understand that management is to do things well through others. The teacher divides management into three levels: third-rate management, doing it yourself and others not doing it; Second-rate management, doing what others do; First-class management, do it yourself, others do it. People at the grass-roots level are in charge, and people at the top are in charge. Of course, whether a thing is done well or not is not that a leader will succeed if he does less, but depends on the strength of the team.

B, lack of management skills and art.

This includes leadership, the ability to influence others and the ability to follow. How a manager can lead a team well, the most basic thing is to have cohesion. The teacher followed the example of Confucius. When Confucius was poor, many disciples followed him.

C, there is a gap between mentality and organizational requirements

Most people hold the mentality of migrant workers at work. They can only invest in their jobs if they ensure a return. A successful leader first regards his work as his own career, because they know that there may be a return on investment, but there will be no return without investment.

The second part is the role and task of managers.

An excellent manager should be the operator's body double. He should have the thinking of operators, so he should understand what operators are thinking. The manager of an enterprise is nothing more than how to improve the competitiveness of the enterprise itself, how to satisfy customers and how to do the most with the least money. In today's society, the competitiveness is constantly changing, and the needs of customers are constantly changing, with low self-demand and high requirements for others; The external environment is also constantly changing, imitating and following the trend; Moreover, employees' motives have changed and their ideas have diversified. Some people just want to make big money and quick money, while others don't care about money, only care about their own development. Of course, some people want to make big money and have personal development.

Then, how should a manager treat his customers and how can he make the enterprise develop better? First of all, you should be a qualified subordinate. What is your role as a subordinate manager? You are body double, the boss, a work agent, a traveler on duty, a task executor, a reporter and a student. Your authority is based on the entrustment or appointment of your boss. You are the representative of your boss. Your words and deeds are a kind of duty behavior. You should obey the boss's orders and do things within your authority. As the main task of subordinates, one is to strictly carry out orders; The second information should get effective and timely feedback; Third, finish the performance.

Measures to assist the boss: report the work progress consciously and let the boss know; Answer the boss's questions, make it clear, and reassure the boss; Enrich yourself, study hard, understand the boss's language, and make the boss relaxed; Accept criticism, don't make a second mistake, and let the boss worry; When you are not busy, take the initiative to help others and make the boss effective; Accept the task without complaint and make the boss comfortable; It is necessary to put forward improvement plans for your own business and let the boss make progress.

The difference between leadership and management: (Leadership is doing the right thing, while management is doing the right thing)

Leadership: conception-challenge and change-innovation and adventure-long-term goal-result-encouragement and motivation.

Management: action method-maintaining order-cautiously removing danger-short-term planning-process-supervision and tracking.

What managers need to do as colleagues: change the role of internal customers, I am your customer and you are my customer; Understand the needs of customers and satisfy them. Difficulty in transition: I have an inherent understanding of the relationship between colleagues, and I am used to having internal decisions or decisions. Everyone values his role.

Solution: think more about other people's feelings and less about training people on some occasions; Think more about others and less about their shortcomings; Praise others more and satirize others behind their backs less; Ask more questions about other people's difficulties and smile more brightly.

As a superior's task: to give employees a good working environment, which refers to the working atmosphere, team atmosphere and so on. Strive to improve employees' work skills, focusing on guiding training; Improve employees' working attitude and let them know that experience is a process of saving for everyone; Give employees the opportunity to grow up and let them have their own career development and planning.

As your own task: learning and improving, although learning is a long-term process, not very urgent, but very important, because it determines your future; There is also a healthy body, and health has a future; In addition, we should pay attention to making friends. Friends are an indispensable part of one's life. Finally, always encourage yourself, for example, after a period of intense work, give yourself a small reward and make a small memorial for your efforts.

Definition of leadership: it can inspire and lead others to achieve common goals, boost morale and guide people to look forward to the future.

An excellent leader should have both ability and political integrity, and put morality first and foremost. Here I quote Aokang's employment standards: having both ability and political integrity, unconventional use, virtue without talent, cultivating use, talent without virtue, and restricting use. How to be a leader with both ability and political integrity should have the following contents: moral character-self-motivation (dare to face environmental pressure, overcome difficulties, meet challenges and forge ahead), professionalism (firm belief and pursuit of the cause, continuous improvement of work, continuous summary and perfection, continuous transcendence), and sense of responsibility (take the initiative to take responsibility, be objective and pragmatic, and not be influenced by personal interests); Have a broad mind, vision and overall situation; Self-knowledge, self-transcendence (sincerely understand each other, appreciate each other, learn to compromise, appoint people on their merits, and have the spirit of cooperation); We should be fair, honest and self-disciplined, modest and civilized. Talent-keen insight (good habits from beginning to end, analytical ability from the outside to the inside, predictive ability from near to far, ability to look at paintings outside the picture, and my mainstream coordination ability); Innovative spirit (not blind, decisive after full argumentation); Good at summing up and improving (tempering ideas again, deeper analysis, finding out gaps and deficiencies, establishing norms and improving processes); Have a strong pragmatic spirit (be down-to-earth, don't just talk but don't practice, have goals, be not only superior, not only pro, but only true); Ability to bring out an excellent team. (charisma, command and coordination ability, guidance and training ability, effective motivation)

A good manager in employees' minds should have a sense of responsibility and be brave in taking responsibility; Wise and far-sighted; Tolerant and generous, with personality charm; Care about the work of subordinates and make plans for their development; Rewards and punishments are clear, a bowl of water is flat, and there are principles when it comes to it; Can mobilize and create a good working atmosphere, really let employees speak, with human touch; High efficiency, strong organization and coordination ability; Experienced and able to bear hardships.

The third part is effective motivation skills.

Motivation is the process of getting others to do what you want them to do.

Management incentive mechanism is divided into six types:

The first is to divide people's character into good and evil according to the basis of human nature, that is, one needs to be rewarded and the other needs to be punished. There is a class of employees (proposed by Douglas) who regard work as natural as rest and entertainment. If they make a commitment to a certain job, they will conduct meridian guidance and self-control to complete the task; Generally speaking, everyone can not only take responsibility, but also actively seek to take responsibility. Most people have the ability to make correct decisions, not just leaders. There is also a class of employees (proposed by McGreal) who don't like work by nature and will avoid it whenever possible. Because they don't like work, they must take compulsory measures or rewards and punishments to force them to achieve organizational goals. Whenever possible, they will shirk their responsibilities and be content with the status quo. Most employees like ease and have no ambition.

The second is to strengthen the theory. Skinner, a professor of psychology at Harvard University, pointed out that in order to achieve a certain goal, human beings take the same action on the environment. When the end of the behavior is beneficial, this behavior will be repeated; When it is unfavorable, this behavior will weaken or disappear. Four forms of reinforcement: positive reinforcement → reward, negative reinforcement → punishment, no reinforcement → contempt, pre-reinforcement → warning. Here, pre-reinforcement is the most important, and propaganda is the last punishment. Inspiration of motivation to managers: 1. Break down a big goal into many small goals, and use the successful results of each step to strengthen people's enthusiasm for the goal. When people make achievements, praise and reward them in time. 3. Strengthen hearing, vision and perception in daily work.

The third is the two-factor theory. The two factors have two components: one is internal factors, including the sense of achievement in work, trust and appreciation in work, challenges and interests in work itself, responsibilities in work, development prospects of work, personal promotion opportunities and so on. One is health care factors, including enterprise policies and administrative management, technical supervision system, salary, interpersonal relationship, working environment or conditions, and job security.

The fourth is expectation theory, which reflects the relationship between demand and goal with three factors. To motivate employees, we must make them clear: (1) Work can provide them with what they really need; (2) What they want is linked to performance; (3) As long as you work hard, you can improve your grades.

The fifth is the fairness theory, whose basic view is that people's enthusiasm for work is not only related to the actual amount of personal remuneration, but also closely related to whether people feel fair about the distribution of remuneration. People will always consciously or unconsciously compare their own labor costs and rewards with others to judge whether they are fair or not. The sense of fairness directly affects employees' work motivation and behavior. Therefore, in a sense, the process of motivation is actually a process of comparing people, making fair judgments and guiding behavior accordingly.

The sixth is goal setting. The most direct condition of performance-related work behavior is the performance goal of employees. Therefore, the importance of setting goals is a task that employees will complete in a certain period of time in the future. The influence of different payment methods and target levels on performance; The relationship between goal setting and sense of responsibility; The intermediary role of individual differences in goal setting, especially the influence of pursuing feedback behavior, a variable of individual differences, and so on.

The most commonly used incentive methods are:

1, goal motivation → "jumping to the goal", and motivation plays the strongest role.

Enterprises should formulate medium-and long-term development plans and conduct extensive and in-depth publicity among employees, so that employees can see the prospects and goals of enterprise development. At the same time, enterprises should involve employees and listen to their opinions with an open mind when formulating medium and long-term development plans. Participation consciousness is the expression of employees' self-worth needs. In the era of knowledge economy, most enterprise employees hope that enterprise leaders can provide them with a stage to display all their wisdom and talents, so as to realize their self-worth, which is the high-level pursuit of enterprise employees' spirit and should be loved and respected. Only by letting employees know the objectives of the enterprise and providing them with opportunities to make suggestions and suggestions can they satisfy their desire to realize their self-worth, stimulate the spark of their creative thinking, and get many unusual ideas and valuable suggestions. Goal motivation is a kind of motivation from a long-term perspective, which is conducive to maintaining the long-term enthusiasm of employees.

To play the role of goal motivation, we should pay attention to:

1) Individual goals are as consistent as possible with collective goals.

2) The set target direction should have obvious sociality.

3) The difficulty of the target should be appropriate.

4) The target content should be specific and clear, with quantitative requirements.

5) There should be both short-term phased goals and long-term overall goals.

2, criticism and encouragement to requirements, timely, to the point, according to the correct standards and values.

Treating employees with poor consciousness and blindly creating a good soft environment for him and helping him may not necessarily make him feel the importance of "radish", and sometimes it is inseparable from the threat of "stick". Threatening them with your authority occasionally will stop their passive and lax mentality in time and inspire them to play their potential. Employees with strong self-awareness also have times of satisfaction, stagnation and depression, and they also have dependence. Appropriate criticism and punishment can help them recognize themselves and re-inspire new work morale. . (1) Criticism shall not be made public. Some managers always feel that criticizing and accusing others is a very serious matter, so they always subconsciously find a formal occasion to criticize with more serious tone and expression. What needs to be reminded here is that if you want criticism to have an effect and not make the other party rebellious, you must let criticism "be done in secret." (2) Criticism must be well-intentioned. There is a saying: "our criticism should be well-intentioned, not malicious;" Our criticism should be an encouragement, not a blow; Our criticism should be to safeguard human dignity, not to humiliate personality; Our criticism should be love, not hate, but deep and passionate love hidden under the severe appearance. "Yes, because criticism itself is not a pleasant thing. If the criticism of leaders is no longer well-intentioned, then criticism can only be the fuse that creates contradictions between employees and leaders. Therefore, leaders should pay attention to their attitude when criticizing employees. (3) only for things, not for people. The critical point of "focusing on things instead of people" not only makes it easy for employees to objectively understand their own problems and convince them, but also prevents employees from thinking that you are biased against them. More importantly, it can also form a level playing field in the department, so that employees will not have flattering ideas for their own interests. Therefore, when criticizing employees, we should try our best to be right and not to people. (4) The way of criticism should be euphemistic. Euphemistic criticism is also called indirect criticism. Generally speaking, the way to say this sentence through the other party is to make a diversion and let the criticized person have room for thinking. Its characteristic is implicit and euphemistic, which does not hurt the self-esteem of the critics. (5) Criticism should be specific. In other words, let employees understand the reasons for being criticized, so as to achieve the effect of convincing others by reasoning. Because no one wants to accept shady criticism. At the same time, it's best to criticize only one thing at a time, and don't mention what employees did wrong before. Remember: the purpose of criticism is not to blame the employee, but to motivate him to do things well. Therefore, leaders must be specific when criticizing employees.

3, example motivation → the leader's example is a silent command, which can also stimulate the enthusiasm of subordinates.

The power of example is infinite. In ancient China, the exemplary role of leaders was highly respected. Confucius pointed out: managers are "honest and do things without orders;" His body is not right, although he disobeys. "The personal behavior of managers is actually the object of imitation by subordinates, and it is a silent command; The story of "Dayu didn't enter the house for three times" and the idiom "take the lead" all illustrate the importance of setting an example.

4, reverse motivation → prompt employees with the opposite results, the results are unacceptable to them, thus moving towards the established goals.

This method does not directly encourage people to achieve a certain goal, but hints or hints at another result contrary to this goal, which makes them unacceptable and makes them move forward towards the established goal without hesitation. Reverse motivation is an artistic way of motivation.

5, commitment to encourage → commitment, content, scope should be clear, to master the sense of proportion, just right.

We must adhere to the following principles: First, the principle of accuracy. Accuracy is reflected in two aspects: first, the content of the promise should be accurate, and the promise should not be chaotic; Second, the scope of commitment should be accurate and not endless. The second is the principle of moderation. That is, the subjective promise should conform to the degree of the objective thing itself, that is, it is just right to master the discretion. The third is the principle of fairness. When making promises, managers must have a fair scale, and they must not make promises indiscriminately, nor should they be unfairly rewarded or punished, so as to fully mobilize everyone's enthusiasm and creativity. The fourth is the principle of pertinence. "The blind man won't thank you for giving him a mirror." Managers should deeply grasp the different needs of subordinates and make targeted commitments.

6. Crisis encouragement → "If there is no ambition far away, there will be immediate worries" to constantly enhance the sense of crisis, pursue happiness and suffer hardships in principle.

A nation with a strong sense of hardship is the most promising nation. An enterprise with a sense of hardship must also be an enterprise full of hope. For enterprises, the biggest risk is that there is no sense of crisis. All successful enterprises are crisis-conscious enterprises. First, instill in employees a sense of crisis in the future.

Business leaders should tell employees that the achievements of enterprises are only history. In the highly competitive market, enterprises are in danger of being eliminated at any time. To avoid this danger, there is only one reason, that is, all employees work hard to make the enterprise stronger and invincible forever.

Second, instill personal future crisis in employees.

The crisis of enterprises and the crisis of employees are linked together, so all employees should establish the crisis consciousness of "everyone is in danger", and both company leaders and ordinary employees should always have a sense of crisis. Tell employees that "if you don't work hard today, you have to work hard to find a job tomorrow". If employees have acquired this knowledge, they will actively create a positive working atmosphere.

Third, instill in employees the product crisis of the enterprise.

Business leaders should let employees understand that there are many enterprises that can produce the same products. If consumers want to have a soft spot for the products of enterprises, the products must have their own characteristics. This feature is that it can provide customers with special value that others can't provide, that is, "no one has me, no one has me, and no one has me."

Fourth, actively carry out self-competition (skills) and self-elimination (products) within enterprises.

Fifth, strictly control the quality, prevent defective products from leaving the factory, and strictly control enterprises.

Sixth, improve the quality of service, take every customer complaint seriously, and don't lose big because of small things.

In short, only by constantly instilling the concept of crisis into employees and letting employees know the difficulties of the enterprise's living environment and the possible adverse effects on work and life can employees be effectively encouraged to work hard voluntarily.

7. Respect incentives → respect the value orientation and independent personality of employees at all levels, especially the little people and ordinary employees of enterprises.

It includes three interrelated aspects: trust, respect and support.

A, trust is the basis of respect for people, but also the performance of respect for people. A person's trust in others is itself an incentive. Trust in management can usually be manifested in letting employees decide their own working methods and procedures within a certain range, giving employees reasonable autonomy and allowing employees to participate in management decisions.

B, respect is to respect the personality of employees, respect their self-esteem, self-love, respect their enterprising spirit, respect their independence, respect their advantages, strengths and correct highlights buried in shortcomings, weaknesses and mistakes. Everyone needs respect, and everyone can be inspired by respect;

C. Support mainly supports employees' creative suggestions and daily work. In management, the two sentences "I instruct you to do it" and "I support you to do it" have different effects. When an employee makes a mistake, it is not a simple criticism, but an initiative to take responsibility, and at the same time point out the direction and support him to correct the mistake. When employees have difficulties, they don't turn a blind eye, but actively support them to solve problems for employees and increase their sense of security and trust.

8. Participate in incentives → establish a system in which employees participate in management and put forward reasonable suggestions to improve the sense of participation of the owners.

Participation motivation is essentially a role motivation. For example, letting subordinates participate in decision-making is to let them step out of the role of "executor" temporarily, and "guest" is the role of "decision-maker". Another example is to let employees hold shares, which is the so-called "property right incentive". Often 80% of employees only hold about 20% of the company's shares. As for each employee, the shares in his hands are only symbolic and have no right to transfer. From the perspective of motivation, I think it is only to let employees play the role of the company's owners psychologically, that is, to let employees think that "I am also one of the owners of the company", so as to get a symbolic satisfaction in spirit. Participation in motivation plays an extremely important role in management, so I list it as an incentive method, which is briefly introduced as follows. What is participation? Participation is "you have me!" Participate in each other, that is, "you have me and I have you!" what is love ? Love is integration, a sense of unity, and it is inseparable from each other! What is loyalty? Loyalty is the belonging of the soul, constant trust and pure commitment! What is dedication? Dedication is a noble choice, a selfless investment and a selfless contribution! Full participation is the starting point of love, the guarantee of loyalty and the premise of dedication.

9. Honor incentive → Honor reward for employees' labor attitude and contribution, such as meeting recognition, issuing simple certificates, and making publicity reports on the honor list in the media inside and outside the company.

Honor incentive is an ultimate incentive means, which mainly links work achievement with promotion, promotion, selection of pacesetter, evaluation of advanced, etc., and calibrates it in a certain form or name. The main methods are praise, reward and experience introduction. Honor can be a kind of power that constantly urges honor winners to maintain and carry forward their achievements, and it can also inspire others and stimulate the motivation of keeping up with the joneses, learning and catching up, thus producing better incentive effect. From the management point of view, the pursuit of good reputation is the need of managers' achievements and development, or Maslow's respect and self-realization. Respect is not fear and awe. Respect means being able to look at a person's true colors and realize his unique essence. Respect is to let him develop his nature freely. How to carry out honor incentives? The following requirements are required: 1. Meet the self-esteem needs of employees. 2. Publicly acknowledge the contribution of employees. 3. Don't be stingy with titles and titles.

The specific measures of honor incentive are: 1. Conduct appraisal activities for outstanding employees. 2. Give employees the honor of non-performance competition. 3. Issue internal certificates or letters of appointment. 4. Encourage employees with the help of honor wall and enterprise yearbook. 5. Named after the employee. 6. Carry out incentive tourism. 7. Honorary incentives for backward employees.

10, competitive incentive → advocate orderly and equal competition among employees and departments within the enterprise, and survive the fittest.

It is necessary to introduce moderate competition so that employees can feel the gap and the crisis of competition. Backwardness means unemployment. After the introduction of competition, employees' inertia disappeared and they didn't want to advance. They will all work hard in the dark and their work efficiency will be improved.

1 1, cultural encouragement → The future of the enterprise represents the reason for the existence of the enterprise, a state that the future organization can achieve, and a blueprint to describe this state.

12, emotional motivation → pay more attention to employees' lives, remember employees' birthdays, and reveal their little secrets to employees.

Emotional motivation is an incentive way to strengthen emotional communication, coordinate the relationship between leaders and employees, make employees get emotional satisfaction and stimulate work enthusiasm. In the specific operation process, it can be said that it varies from enterprise to enterprise. This project can be completed by increasing the dialogue with employees and increasing their participation in the process of enterprise management. In order to strengthen emotional motivation, enterprise leaders must go deep into the front line and employees, exchange ideas and feelings, and enhance mutual understanding and trust.

First, respect employees. The need for respect is also a basic human need. We should truly regard employees as the owners of enterprises, earnestly put respect for employees into practical actions, respect employees' choices, respect employees' creation, respect employees' labor, and earnestly safeguard employees' self-esteem.

The second is to trust employees. Leadership's trust in employees can make employees truly feel the existence of their own values and get the source of motivation for hard work. Trust employees from the heart and believe that they will do a good job; Learn to properly authorize and let employees do it.

The third is to care for and support employees. We should always pay attention to the work and life of employees, actively do practical things, do good things and solve difficult problems for employees, and vigorously support, encourage and help employees to do their daily work.

Emotional incentive mode

1. Establish a harmonious relationship between superiors and subordinates, and enhance affinity and influence.

2. Promote the coordination and integration of the relationship between subordinates.

3. Create a healthy and happy group atmosphere and satisfy the sense of belonging of the members of the organization.