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The Middle Class Must Have Six Major Professionalism, Which Is Conducive To The Growth Of Enterprises And Themselves.

2014/8/10 19:48:00 25

Middle Level Essential Professional Quality Enterprise Self Growth

"P > a href=" http://sjfzxm.com/news/index_cj.as ">" "> can be /a." the middle leadership problem is a cliche in both academia and practice. The Baidu search for "middle leadership" can get about 1 million 560 thousand search results. Many masters of management have put forward a brilliant view around this topic.

If there is a final solution to this problem, it is to put the most suitable person in the right place. As Sloan did in general motors, the middle managers (or even the grass roots) would be directly determined by the top level. They would spend hours studying a hiring manager at the top level, and Sloan insisted that this was the best thing he should do.

a person who masters more basketball theories can never be a qualified basketball player without basketball training. But this does not prevent him from becoming a basketball expert.

To achieve this pformation, in addition to practice or practice, we can let middle managers try to speed up the process in some simulation scenarios and case studies.

This requires training institutions to go deeper into enterprises, research cases and scenes, and emphasize the links of experience and sharing in the process.

< a > href= > http://sjfzxm.com/news/index_cj.as > > /a >, the enterprise provides a practical learning plan for the new mid-level managers. It can learn to draw up the standard of the new middle managers to achieve the sole responsibility and the training and practice to meet this standard according to the learning path map, so as to shorten their job adaptation time.

The promotion of middle-level leadership can not be achieved solely by either side of the business, academia or training field. It requires concerted efforts. Starting from the needs of middle managers, a set of leadership demand management systems, such as excitation, supply and satisfaction, are set up to enable them to enjoy learning, understanding, learning and doing well, and get real promotion.

as we all know, the middle level is the core force of enterprise management. They are in the pivot of "uploading" and "releasing", and the efficient operation of enterprises is inseparable from them.

Middle level cadres are the core strength of enterprises and even all organizations. They are the "spinal column" connecting "brains" and "limbs", but the problems in the middle level are often the most troublesome problems at the top level.

The middle class felt that they had the most grievance and fatigue. The senior executives felt that the middle level of execution was not enough.

since the backbone is the core link between the strategic level and the operational level of enterprises, it is the backbone of building the first-class enterprises. Therefore, how to cultivate and enhance the leadership of these middle managers is the focus of enterprises.

> a href= "http://sjfzxm.com/news/index_cj.as" > < < /a >, to enhance the leadership of middle managers is mainly done in the following six aspects:

1. The influence of the middle level leaders is less than /strong > /p >

decision making depends on experience, assistant and wisdom. Leadership and executive power can be depended on system, power and duty. Only influence is personality, personal prestige and reputation, which affects the team's thoughts, behaviors, habits and even decisions with their personal qualities.

To enhance the influence of middle-level leaders, we must first know what is influence. The so-called influence is a special kind of interpersonal influence. Every person in the organization will influence others and accept the influence of others, so every employee has latent influence and realistic influence.

in the organization, leaders and members jointly push forward the team towards the established goal, thus forming an organic system. Leaders' personality characteristics and leadership art, staff's subjective initiative, the positive interaction between leaders and employees, the formulation of organizational strategy and business objectives, and the process of realization are directly related to the leadership of the enterprise's leaders themselves. Teacher Tan Xiaofang said that the core of leadership is a continuous influence on others, and the influence comes from the following three aspects:

two, ideological strength.

The first source of influence is the ideological quality of leadership.

.

the thinkers mentioned here refer to those who have their own unique mode of thinking and philosophy, have a unique judgement on complex problems and have a complete value system.

2, experts.

A solid foundation and excellent skills in a professional field can make a leader a respected expert.

Experts have the authority to speak in specific fields, have more understanding and knowledge of specific problems than ordinary people, and have the ability to apply such knowledge to practice.

Such experts often have considerable influence.

3, character.

Some leaders have some kind of flashy quality.

This quality includes not only the moral principles of human life, but also the perseverance and perseverance of people in the face of difficulties, empathy and empathy in the process of communication with people, tolerance of people with different personalities and ideas, and courage and composure in dealing with crises.

three, the learning power of middle level leaders /p >

learning power refers to learning motivation, learning perseverance and learning ability.

Managers with learning ability have the problem of how to pform their learning ability into competitiveness.

If all the members of an enterprise can devote themselves to the continuous growth of learning ability, the enterprise is a learning organization.

For today's enterprise competition, we will say that talent competition, resource competition and so on, but the learning organization theory tells us: enterprise competition is a learning talent.

The reason is very simple, and the learning ability is strong. After a few years, it is not that talents will become talents, but talents will become high-level talents.

Choosing learning is to choose progress. Without learning ability, it is not competitive. Improving learning ability is to enhance competitiveness, creativity and leadership.

for today's us, learning has become a kind of demand that can not be ignored. The change of the whole world driven by the growth of knowledge economy is the rapid updating of knowledge and the acceleration of the whole human race. In such a society, we are driven away exhausted, but at some point, we always find ourselves unable to adapt to the high-speed operation of the society.

Time is flowing, we grow old day by day, the world is updating day by day, and the gap between us and the world is widening unconsciously.

Therefore, we know that our life needs knowledge filling, and we need the perfection and accumulation of knowledge.

Therefore, learning has become a must for people in the workplace. It can even be said that the competitiveness of learning has become a decisive factor in the competition between enterprises and individual workplace.

Mrs. P, the former president of the United States, once said, "we must make our young people develop a habit of reading good books. This habit is a treasure that is worth holding in both hands, looking at it, and do not throw it away." Roosevelt

Another economist has said that "learning without learning is a sin, learning is economic, learning in an economic way, creating economic and creating benefits through learning."

Tan Xiaofang, a leading leadership training expert, said that as a middle-level leader, he should learn from theory, practice and mutual communication. He should not only pay attention to learning methods, but also have a correct attitude towards learning.

General Secretary Hu Jintao pointed out that leading cadres at all levels must firmly establish the idea of lifelong learning, pform learning experience and achievements into ideas for planning work, promote work measures and leadership skills.

As a leader, only with systematic knowledge, can we observe and grasp the overall picture and the overall situation of work in depth, so that we can build up our thinking and action on the basis of science, enhance the overall concept and the overall and systematic work, and reduce and avoid the one-sided nature.

Practice has proved that without scientific way of thinking, we can not correctly observe and deal with problems; and lack of scientific and cultural knowledge, it is difficult to grasp the law of development of things.

The richer the scientific and cultural knowledge is, the more profound the objective laws are, and the more accurate decisions are made.

most of the business people read books to "mirror people, and history to be wise". The essence of the nature we seek will often be found in history, or the history of a profession, or the history of a successful enterprise.

But our nation always suffers from criticism that does not like learning, especially those who come out of University. Those knowledge has already been read in high school.

Managers with learning ability have the problem of how to pform their learning ability into competitiveness.

Some students asked me, "how can we learn effectively?" I think the middle level leader --

to learn, learn what you need now and in the future.

to learn, we must learn how to deal with problems that have occurred, are happening or coming soon;

to learn, we must learn something that can be consistent with the actual situation of the enterprise and can be effective in use.

four, middle level change force /p >

Change is inevitable. Many collaborative and self-organized systems have begun to pform globally. P

Mr. Tan Xiaofang believes that as a middle-level leader in twenty-first Century, we must understand these systems and understand how to work together with them to succeed in cross national and cross cultural collaboration. Collaborative requires higher levels of thinking and communication, and requires understanding the core values of collaboration and the principles of cooperation with the collaborative and self-organizing system at the global level.

The "command and control" CEO in the past P is hard to survive in today's highly interconnected and cooperative environment.

The idea of "collaborative leadership" is everywhere. The so-called collaborative leadership refers to those who have high EQ, have wide connections, and are authorized by following their own people rather than according to the organizational chart.

Management Master HerminiaIbarra and MortenT.Hansen think this is obviously not the CEO of your father's age -- those who want to be collaborative leaders need new tools and technologies.

five, middle level cooperation force /p >

linking people and ideas within and outside the organization.

Leaders should play the role of "global connectionist", keep in touch with their employees, customers, ideological leaders and other industry colleagues, and share wisdom within the organization.

"In order to link their organizations to a wider world, collaborative leaders need not only establish links with traditional fields -- local clubs, industry associations, customers and suppliers -- they need wider connections."

six, middle culture strength /p >

using a variety of talents.

Numerous studies have shown that people with different cultural backgrounds are more intelligent than those from a similar background.

But identifying talents and merging them together to form a team of different races, sexes, cultures and age requires special leadership.

Leaders have to master cross-cultural management skills in the face of multi-ethnic teams with multiple cultures.

in my opinion, there is a key difference between leaders' excellence: whether they can establish successful cooperative relations.

A weak leader never believes in his success unless he sees others fail.

Nowadays, the challenges faced by enterprises are very complex, so that individuals or single organizations are hard to solve.

In order to get a long-term and effective solution, we need not only internal coordination among organizations, but also cooperation with customers, suppliers and even competitors.

Leaders must create a spirit of mutual cooperation by eliminating internal struggles and narrowness. Only by achieving internal cooperation can external competitive advantages be formed.