How Do Middle Managers Manage Effectively?

How to manage effective management of middle managers is philosophic in theory. In theory, it is scientific and is artistic in operation.

It is difficult to be a qualified managerial personnel. It seems difficult for middle managers of enterprises to be qualified because of their special status.

However, for the development of enterprises, Shu Road is still hard to achieve.

But where is the road?

Perhaps this management motto will give us a hint: "top managers should do the right thing; middle managers, right things; executive personnel do things right."

The key to effective management of middle managers is to do the right thing.

So how do we do things right?

We can simply say that this depends on changes in the responsibilities of middle managers, changes in skills and qualities, changes in the way in which time is used, and changes in values.

These are all true, but there are too many rules to make people feel at a loss. It's just like if we eat a little bit about the scientific diet, there will be only bones and bones.

So, I made an ax to the class and talked briefly from the following four aspects, hoping to be of some help.

How do middle managers carry out effective management 1, find their own position, and define their own responsibilities.

What role should managers play?

We can quote the classics or rely on our intuition to make a splash.

But managers should first be role models.

Managers' behavior not only affects their work efficiency, but also exerts a subtle influence on their subordinates. It virtually teaches employees how to approach work.

We always complain about how bad the subordinates are and how they lack the sense of innovation.

But we never ask ourselves: why do employees do this?

Where is the root of the problem?

"The strong will have no weak soldiers". The sheep led by the lion can defeat the wolf led by the sheep. Why?

The key lies in our leadership.

Unqualified managers will intentionally or unintentionally block employees' mouths, tie down their employees' hands, imprison their employees' minds, and let employees speak their minds and do what they want.

A boss said this sentence, our company's employees are good employees, without the staff's hard work, there can be no company today.

In the discussion of management, the same goes: "only incompetent leaders, there are no incompetent employees."

When middle managers have a clue to communication generation gap and trust crisis on behalf of the company, on behalf of employees, when the company is in communication, do middle managers need to reflect on whether their work is successful or not, is it a good example to play the role we should play?

The feeble language determines that body teaching is always better than words.

In view of the particularity of the position of middle managers, we must set an example and set the example.

Secondly, middle managers should be the collectors of employees' opinions and the perfectors of the system.

I always believe that the establishment of a system should be a process of "from bottom to top, from top to bottom", and a cycle of "coming from the masses to the masses".

Employees are the makers, practitioners and examiners of the system.

Middle managers should be the collectors and perfectors of employee feedback.

When a system is launched, the middle managers will be indifferent to the feasibility of the system and refuse to make any representations. Then he should be incompetent. He is in his position and will not be in office. This will bring about the phenomenon of system and operation of two pieces of leather.

Complain about each other, but do not know where the problem is, and the middle of the management is duty bound.

How do middle managers manage effectively? 2, grasp the principles of management and supplement the nutrition of management.

Many business executives will say, "don't tell me the process. I just want the result."

This shows that the most important thing for business operators is the result, and the result is more important than the process.

Managers should pay attention to details and manage the process. Only in this way can we get good results.

But the premise of the process is to focus on the results.

The first thing we want to think about is that there is no water source and how to fight.

Many managers say that I have no credit or hard work. It seems that if I work hard, I deserve more money. If you ask a manager what he has done, what he usually tells you is not how much his performance has improved, but how much he works day and night.

It's good if you can't stop. But if you are in the same direction when you run away, is it good?

Therefore, the question that middle managers should always keep in mind is: what is my achievement?

Within a reasonable and lawful scope, can we say that performance is fundamental and all others are secondary?

What the enterprise needs is a general who is "strategizing and winning the battle", not a "housekeeper".

Although there is only one marshal of a team, every manager of ours can think like a marshal and act like a soldier.

Practice is the harshest teacher and the most demanding adjudication. Those who can take up managerial positions must have been through stormy waves.

However, we should actively learn relevant theoretical knowledge.

As we all know, "sitting on the road is better than walking on the road"; we also know that "we need to feel at ease in paper, and we must know that we must act in this way".

But theory comes from practice and is used to guide practice. It is the crystallization of former people's practical experience.

Limited to the actual situation of each company, it will not directly teach you how to do it, but it will indirectly teach you how to think.

I think that's enough.

How do middle managers manage effectively? 3, correct attitude and dialectical thinking mode.

&nbs