1, communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.
2. Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.
3. Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.
4, decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.
5. Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.
6. Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the premise of being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition.
The management skills that managers need mainly include:
1, technical skills
Technical skill refers to the understanding and proficiency of a specific activity, especially the skills related to methods, processes, procedures or technologies. Including professional knowledge, analytical ability within the professional scope and the ability to flexibly use the professional tools and skills. Technical skills mainly involve the work of "things" (processes or tangible objects).
2. Personnel skills
Personnel skills refer to a person's administrative ability to work effectively as a team member, and the ability to establish cooperative efforts in the team he leads, that is, cooperation and team spirit, and create a good atmosphere so that employees can freely express their personal views without scruple. Managers' personnel skills refer to the leadership, motivation and communication skills that managers should have to accomplish organizational goals.
3. Ideological skills
Ideological skills include: "the ability to regard the enterprise as a whole, including identifying various interdependent functions in the organization, how the change of one part affects all other parts, and then affects the relationship between individual enterprises and industries, associations and the overall political, social and economic power of the country." That is, the ability to take the overall situation into account, judge important factors and understand the relationship between these factors.
4. Design skills
Design skills refer to the ability to solve problems in various ways that are beneficial to the interests of the organization. Top managers, in particular, should not only find problems, but also have the ability to find a practical solution to a problem like excellent designers. If managers can only see the existence of problems and are only "people who see problems", they are unqualified managers. Managers must also have the ability to find feasible solutions according to the current situation.
The relative importance of these skills to managers at different management levels is different. The importance of technical skills and personnel skills gradually decreases from low to high according to the organizational level of managers, while ideological skills and design skills are the opposite. For grass-roots managers, having technical skills is the most important, and having personnel skills is also very helpful in frequent communication with subordinates. When the manager's organizational level in the organization develops from the grassroots to the middle and high level, with the decrease of the number and frequency of his direct contact with subordinates, the importance of personnel skills gradually decreases. In other words, for middle managers, the requirements for technical skills have dropped, while the requirements for ideological skills have risen, and personnel skills are still very important. But for top managers, ideological skills and design skills are particularly important, while the requirements for technical skills and personnel skills are relatively low. Of course, the relationship between management skills and organizational level is not absolute, and some factors such as the size of the organization will also have a certain impact on it.