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Enterprise

Chapter 2 Managers

Management Chapter 2 Managers are a type of person between "owners" and "operators". They are also employees of an enterprise. Their main responsibilities are to direct and coordinate others to complete specific tasks and direct subordinates to carry out work.

Edited at 2023-10-29 13:38:11

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Chapter 2 Managers

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Outline

Chapter two manager

what is a manager

Different groups in the enterprise

owner

manager

operator

manager definition

A type of person between "owners" and "operators" is also an employee of the enterprise. Their main responsibilities are to direct and coordinate others to complete specific tasks and direct subordinates to carry out work.

Enterprise requirements for managers

Correctly perform the management responsibilities entrusted by the owner, propose goals, formulate plans, coordinate commands, correct deviations and other means to unleash the power of subordinates, improve the efficiency of the enterprise, and achieve expected benefits.

Manager's Responsibilities

Morality

Managers control wealth and manage others, which requires convincing moral cultivation.

ability

Management is a profession that requires completely different working abilities than ordinary business work.

Skill

Different managers have different role requirements in the organization, which vary depending on the management level and functional division of labor.

Manager ethics

Social responsibility

Integrity operation and management

Maintain, promote and develop the business reputation of the enterprise

Practice morality and think about justice when seeing benefits

The relationship between balance and morality is based on agreement, reasonable, and thinking about what is beneficial and what is right.

Compliance and compliance

Institutional rules; fairness norms; procedural justice

corporate loyalty

Organizational People and Organizational Behavior

Unite as one, contribute value, obey arrangements, and have the courage to take responsibility

Managers and Management Behavior

Overall view, pioneering view, exploration view, demonstration view, support view

Righteousness and peace of mind

Personal equality

There is only a division of labor between managers and subordinates, not superiority or inferiority.

behavioral respect

Respect employees’ ideas, efforts, and individual needs, etc.

justice in outcome

Adopt the same standards for employees and yourself, and evaluate the performance of different employees objectively

Manager ability

Execution ability

Task reception

Obey instructions

Acceptance of responsibility

Task understanding and confirmation

Task execution

Task results and feedback

control

The ability of managers to comprehensively utilize human resources requires managers to measure, measure, and evaluate the work of their subordinates, and to promptly correct deviations that occur.

Build consensus

Division of tasks

Collaboration support

Team development

Governing power

Coordinating ability to grasp the overall situation

Reasonable planning

Ability to effectively organize business activities

manager role

role type

interpersonal role

information role

decision-making role

Hierarchy and division of labor

Management levels and management roles

Differences in position permissions

Differences in functional focus

Differences in role nature

Functional division of labor and managers’ roles

Differences in the distribution of managerial authority across the vertical structure of the organization

Role relationships and manager roles

Managers and superiors

Managers and peers

Managers and subordinates

manager skills

Three key skills for managers

conceptual skills

interpersonal skills

Technical skills

Complementary to three skills

It is particularly important for managers to adapt to environmental changes and innovate management activities.

Mintzberg's role theory

Mintzberg put forward his point of view in the 1960s. Compared with the situation at that time, today's management activities have undergone significant changes.

Lower level managers

Areas of grassroots management

Manufacturing entrepreneurship and grassroots management in non-manufacturing industries

Business and non-business management

The nature of grassroots management

Small structure

It is usually an indivisible management unit and the smallest management structure of the enterprise.

Work carefully

The management content is specific and requires patience and meticulous work attitude, as well as an awareness of in-depth details.

Full management

"Although a sparrow is small, it has all five internal organs", which involves the overall management of people, finances, materials, production, coordination and other aspects.

Real task

Focusing on implementation requires that specific work and instructions be implemented and produce results.

Mass nature

It is necessary to deal with grassroots workers and give full play to the initiative of the masses.

Improvement consciousness of grassroots managers

obedience consciousness

Teamwork

business research awareness

Management improvement awareness