What are the criteria for a good professional manager?

What are the criteria for a good professional manager?

What are the criteria for a good professional manager? Everyone wants to do well in their career, but some excellent professional managers have certain standards, and many people don't know what these standards are. Let's share the standards of excellent professional managers. Let's have a look.

What are the criteria for a good professional manager? 1 1, shouldering the core mission.

Things or organizations are constantly changing and developing, which is a natural law. The operation of society or organization is always in a development and evolution from low to high, from ignorance to science. It is an inevitable law that organizations and individuals that cannot adapt to environmental changes will be eliminated. The inevitable law of enterprise management development is that the development of modern enterprises has a transformation process from experience management to scientific management and then to cultural management. In this process, the productivity of an enterprise can be directly increased by 50x50 or 50x50x50, that is, by at least 2500 times or 125000 times. Therefore, managers at all levels of enterprises must undertake three core missions: leading change, continuous improvement and creating high performance (transformation).

2. Scientific decision-making

Warren bennis, a master of leadership, was the first to suggest that leaders do the right thing and managers do the right thing. The fundamental prerequisite for professional managers to "do the right thing" is scientific decision-making, which requires them to master the basic systematic knowledge of strategic management and decision-making management.

3, the integration of values, cohesion organization * * *

The great philosopher Plato pointed out: "If there is no God, there is nothing". The "God" of an enterprise is actually the enterprise concept system and core values. All the great organizations in the world are great organizations that share the same values and cooperate with each other like running water. Organizations with disordered values are bound to face difficult cooperation and cooperation, and it is impossible to establish a happy workplace and fruitful communication. The integration of values is the core and soul of leadership.

4. Build a well-trained team

Jim Collins, a leading master, pointed out that an organization must have well-trained people, well-trained thoughts and well-trained behaviors from excellent to excellent. How to establish an effective talent replication system and how to build a well-trained and invincible team by relying on the power of the system is the key to the ability transformation of enterprise managers in China.

5, rely on the system to motivate employees.

Excellent employee motivation depends on the strength of three systems: self-motivation system, management motivation system and leadership motivation system. How managers systematically master the knowledge and skills of establishing three incentive systems is the key to continuously and effectively motivate employees.

Step 6 work methodically

The orderly development of managers' work depends on the construction of effective management system and the effective construction of excellent implementation system of enterprises, especially the strategic process, personnel flow and operation process. Management functions in the operation process: planning, organization, inspection, control and other important knowledge points are also the focus.

7. Continuous improvement and transformation.

Toyota has become the leader of global manufacturing enterprises, and its core cultural genes are "respect for employees" and "continuous improvement". Only when ordinary employees use the power of system to ensure the continuous improvement of organization and individual behavior can they stably produce great quality products when they enter the factory. From this point of view, continuous improvement is the inevitable way to achieve great changes, and it is also the core measure of excellent or outstanding managers.

8. Create high performance

Drucker, a master of world management, pointed out that the fundamental purpose of enterprise existence is to create customers. Only by creating customers can organizations achieve high performance and sustainable development. How to satisfy customers at home and abroad through the strength of organizational system and fruitful work, and then create excellent work performance, is the embodiment of managers' professionalism.

What are the criteria for a good professional manager? 2 How do professional managers change jobs?

Zhang Shuo, Dean of Guanghua School of Management, Peking University, said that there is no shortage of entrepreneurs and people who want to be bosses in China today, but there is a lack of professional managers who sincerely serve their bosses and have morality. If a manager lacks sufficient and trustworthy professional ethics, it will not only benefit himself and the enterprise, but also have visible risks to the future boss.

Job hopping is understandable. When talents flow, the talent market can be active, and when talents are active, wealth can be obtained. An active talent market is beneficial to both employers and individuals. But the way and process of job hopping, different choices bring different results.

Professional managers are not technicians. Once job-hopping, he is an "airborne soldier" manager, rarely going to the grassroots level and starting from the grassroots level. For enterprises, the loyalty of "airborne troops" managers is low, and the process of authorization has also paid huge costs and risks. How to explain the problem of hiring professional managers instead of promoting company employees to the old employees of enterprises? Once the new manager fails, can the enterprise afford to bear the loss? Enterprises are willing to take these problems and risks to hire new professional managers, that is, they are not satisfied with the working ability of the original members, hoping to see the performance quickly and make profits quickly. "Airborne soldiers" need time to get familiar with corporate culture, systems and concepts, and it takes a long time to adapt. Once the contradiction between the two is irreconcilable, it will inevitably lead to the rapid departure of professional managers. In the past three years, there have been many such examples in high-level enterprises.

A recruitment website has investigated more than 60 multinational companies in China. The results show that the most attractive factors for professional managers are: career development (73.5%), reward and affirmation (57%), salary and welfare (49%), training (43%), work content (29%) and working environment (23%). "Salary and welfare" ranks after "reward affirmation". Many professional managers quit their jobs not because of insufficient income, but also because of many other factors, which also laid the groundwork for them to continue to quit their jobs once they are not adapted.

Gao Yanling is the executive director of an automobile technology development company in Beijing. 1990 graduated from university and has changed jobs six times so far. Regarding job-hopping, Gao Yanling said that the choice of job and marriage is actually the same. Everyone started with a beautiful goal and saw many advantages of each other, all for the sake of * * *. The goal is to go on for a long time, but in fact any reality will not be so perfect. When professional managers change jobs, they don't hold the idea of jumping after working for two years. They all want to keep this good state all the time. Only in the end, the ideal and reality may not be consistent, and there will be the idea of job-hopping. But as a professional manager, can your values, ideology and principles be integrated with the platform provided by the enterprise, and is your self-worth well reflected in the enterprise? If the answer is no, you have to choose to leave.

Gao Yanling said that job-hopping is a kind of torture. This at least involves the question of whether you can adapt to the new company, which is unknown. If you accidentally violate the company's dogma, you may die. Just like a swimmer, when you learn to swim in a new swimming pool, you may be in danger if you don't know the depth.

The basic credit mechanism has not been established for the mainland market, which is not sound in law and morality. Top executives and bosses of famous enterprises often turn against each other. When we first cooperated, we met very late. Within a few months, we went to court and became black-eyed chickens. At this stage of development, the job-hopping of professional managers is more dangerous.

professional manager

First of all, there must be a good reason to resign.

For professional managers, their professional loyalty plays a decisive role in shaping their personal brands. For an enterprise, it needs a professional manager who doesn't need to find a job, rather than taking in a resigned manager who has failed in his job. If a professional manager voluntarily submits his resume, he must have a good reason. For example, a large number of mergers and acquisitions of companies have prompted managers to re-plan their careers; In other words, professional managers have reached an insurmountable height in a company, both in position and salary. Professional managers with bad records should not think that they can hide the truth. In fact, his name is likely to have appeared in the industry blacklist.

Second, be careful when choosing a new company.

Professional managers get a job opportunity, depending on whether it is a new career opportunity or a replacement for existing people. If you are replacing the manager who resigned, you should ask the higher level further. When a professional manager enters a new company without knowing the situation, it is easy to have a lose-lose situation. The organizational structure of a company is unclear, and the human resources director must report to the general managers in Asia Pacific and China at the same time. The relationship between them was complicated, and finally the human resources director chose to resign. As a result, the new manager who took over left the company less than a week after taking office, which caused great harm to the enterprise and the new manager itself.

Professional managers should understand the overall situation of the company through various channels. If the company is in an embarrassing situation and entrepreneurs want to find someone to change the status quo, then professional managers should choose according to their own abilities, industry development and company development potential. To comprehensively judge whether you can do it.

When managers make job-hopping decisions, the first consideration must not be salary. Smart professional managers should first talk about future bosses, colleagues and teams, and a small working environment is an important factor to determine the success or failure of managers in the future. In fact, as long as the company's brand and popularity are strong enough, its promised cash income has a considerable competitive advantage.

Third, we should stress morality and professionalism.

Even if you have considerable opinions and disapproval of the original enterprise, you should do a good job of handover. The handover must be very clear, and it is best to have the human resources department or the direct supervisor present to avoid leaving sequelae. Don't give the company a lot of opinions and convey a lot of negative views just because you are about to leave your job. The opinions of professional managers do not necessarily have universal significance, and companies do not necessarily have corresponding mechanisms to accept and handle these opinions. But for professional managers, it may have a negative impact.