Management Is Actually A Secret Of The World

Zheng Lei / Wen

Young people like to learn management theory and skills, and hope to be a manager. This is very natural and reasonable from the perspective of human nature. Because it is young, it is not easy to do a good job in management, because it contains the road of life, and needs certain social experience and training. This is a dilemma and a paradox. I did management in the second year after graduation from university. There were many people in the manufacturing industry, so during the ten years of working in multinational enterprises, I managed nearly 100 people. Later, as an MBA student and a doctor of economics, he gradually alienated himself from the front line of management. As a teacher and consultant to entrepreneurs and executives, he began to have different views on management theory.

I don't think management is a science. It's an art of dealing with people. Senior leaders emphasize leadership and the ability to build on humanities. The planning, organization and implementation required by grassroots managers are not so much theory as practical skills. In fact, many theories of management science can't be used. On the contrary, some experiences are deep enough for reference and learning. The Oriental Publishing Center recently published a small book "Guan Dui: why a good supervisor is not necessarily a good supervisor". I think this book is full of insights that managers should understand, and it is worth reading for interested readers.

There are two common types of grass-roots managers, one is "hard to force" and the other is "good people" who hum and ha ha. Their management performance is not high, and they are all managers with poor leadership. This book first tells you how to make people willing to do things you can't do yourself. Although every manager will admit that he is not omnipotent in his heart, only when he really faces this problem will he try to use his subordinates' power to break through his own limitations. To do so, first of all, we should be able to recognize people. To be more accurate, we should have different incentive and incentive methods for subordinates with different personalities and aspirations. The manager who looks at the people and dishes, looks at the face and the situation, seizes the opportunity to let the subordinates play to the maximum extent is the smart manager. Many managers think that the position is power. Everything is self-centered, which may be effective in the short term or for some people, such as middle-aged employees who have to bear the pressure to speak up. However, in the face of the new generation of "back waves" who have gone on the basis of "leaders don't listen to the word", they will lose the battle immediately.

Managers must understand that authority does not come from power and position, but from the genuine support of your subordinates. Their efforts and achievements deserve your great praise and thanks. And your achievements are based on the concerted efforts of your subordinates. With this in mind, I believe that wise managers should be able to put themselves in a proper position. As a manager, using power to force subordinates to do things is the last resort. Although you are a manager, you should not always manage subordinates. Instead, you should try to stimulate their own voluntary work motivation and create a working environment and psychological state that can make employees spontaneous. In a word, managers should be proficient in business, but more importantly, they should be proficient in human nature and fully understand their subordinates. Although the book gives some examples and suggestions on how to manage the most troublesome subordinates, it is obvious that this ability can not be learned from books. The EQ of managers may be a hard indicator. Some people are not competent for management positions. If they are assigned to management positions, it should be the fault of their superiors. This is also the main theme of this book. We should understand the characteristics of each subordinate. Unfortunately, many organizations do take professional ability or qualification as the standard for promoting managers, and some of them are really not good at dealing with people all the time.

Office politics is another problem that managers have to deal with. Generally speaking, a team of more than three people must have interpersonal conflicts. Most of the time, the root cause of affecting the work is not the work itself. The managers are in the position of compromise and compromise. They should not only keep aloof, but also can't let it develop. To consider the subtle psychology between superiors and subordinates and among colleagues, this book also gives a lot of management details and tips that we usually don't pay much attention to.

Managers are not always busy with personnel without doing "serious things". The key lies in division of labor and proper authorization, which can improve subordinates and managers themselves. As managers, we all have the desire to continue to make progress. There are usually two prerequisites for promotion: the ability to meet the standard, and there are successors. The former refers to the leadership and professional ability of holding higher management positions, while the latter refers to whether the manager has the ability to cultivate subordinates. When your subordinates have enough ability to do your work, you will feel pressure, which is also a driving force for you to rise.

In addition to what managers should do, this book also makes some analysis and tips from the perspective of subordinates. As a managed person, readers may hope that their superiors can do better. They can also see how well they have done as subordinates. People in the workplace are under the supervision of their superiors at any time, and many people have the opportunity to become managers of other people. Management is actually a secret of the world, not a grand principle.

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