Managers who meet the criteria for which option they meet are good delegates skills

According to Henry Mintzberg's research, managers play ten roles, which can be grouped into three broad categories of interpersonal roles: the role of nominal head, the role of leader, and the role of liaison; Information roles: including listener, communicator, and spokesperson; Decision-making roles:

These include the entrepreneur role, the chaos master role, the resource allocator role, and the negotiator role.

Effective managers should possess three basic skills: technical, interpersonal, and conceptual skills. Technical skills refer to a manager's level of understanding and proficiency in a particular activity, mainly how to "do things".

Interpersonal skills refer to a manager's ability to work effectively as part of a team and to work together as a team, primarily how to "treat people". Conceptual skills refer to the manager's ability to view the enterprise from a holistic perspective, that is, the ability to grasp the overall situation of the enterprise as a whole. It determines the overall success of the company and plays an important function of unification and coordination in the management process.

Managers at all levels need to master all three skills to some degree. However, the importance of these three skills is relative and changes with different levels of management. For low-level management, technical and interpersonal skills are the most important.

For middle management, management effectiveness depends heavily on interpersonal and conceptual skills. When it comes to senior management, conceptual skills become the primary skill for managerial success. I hope to provide reference for the content integrated above.

The most basic management skills of managers at all levels are to be able to identify and confirm all the control processes of the enterprise or the department, and the interrelationship between each process. In the management process, managers at different levels must keep an eye on all the control processes at each level, the difference is that the higher level managers focus on the core process, while the lower level managers should not only pay attention to all the processes within the level, but also focus on all the details of the process.

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View Answer Mega Bu Analysis [Correct Answer] (1) Technical skills.

Technical skills refer to the ability to accomplish organizational tasks using procedures, techniques, knowledge, and methods within a certain area of expertise. For example, production skills, financial skills, marketing skills, etc., all fall under the category of technical capabilities. For managers to work effectively, they must have a range of technical competencies.

For example, a restaurant manager may need culinary skills so that chefs can be substituted when he is not available, accounting skills may be needed to control revenues, costs, and staff payroll, or aesthetic skills may be needed to make the restaurant attractive to customers. Although it is not necessary for managers to be technical experts, they need to understand and acquire the basic skills relevant to the area of expertise they manage. Of course, managers at different levels have different levels of technical skills.

Technical skills are the most important for grassroots management and more important for middle management, while senior managers often only need a general understanding of technical skills.

2) Interpersonal skills.

Interpersonal skills refer to the skills related to dealing with interpersonal relationships, i.e. the ability to understand, motivate, and work with others. One of the distinguishing characteristics of an effective manager is that he or she has good communication and coordination skills, and is able to motivate people to integrate into a cohesive team. In order to effectively manage interpersonal interactions, everyone in the organization needs to learn how to form a tacit understanding with others, how to understand other people's perspectives and the problems they face.

Interpersonal skills are of much the same importance to senior, middle and junior managers.

3) Conceptual skills.

Conceptual skills refer to the ability to see the big picture and gain insight into the interaction and interaction between the elements of the enterprise and the environment. Managers with conceptual skills tend to perceive and identify opportunities and threats in their environment, understand how things relate to each other and identify key influencing factors, and weigh the pros and cons of different options against the inherent risks. Conceptual skills are most important for top management, more important for middle management, and less important for grassroots management.

To be an effective manager, you must have all three of these skills, and a lack of any one of these skills can lead to failure in management work. However, managers at different levels have different emphases of the three skills. In general, top managers place more emphasis on conceptual skills, middle managers have more important interpersonal skills, and junior managers have more prominent technical skills.

Answer analysis] See textbook p44-45.

Summary. Kiss!!! Hello, long wait!

The decisions made by lower-level managers are guided by their superiors, and the more decentralized the organization is. Decentralization is a provision and system for the rational distribution of power in a multi-level and multi-agency decision-making system. Decentralization is the symmetry of centralization. Centralization of power means that the power of all affairs is concentrated in the higher-level core organs, and the lower-level organs and ordinary organs can only act in accordance with the decisions, directives, and instructions of the higher-level core organs.

The more decentralized the organization becomes, the more decisions made by lower-level managers are guided by their superiors.

Kiss!!! Hello, long wait! Lower-level managers make decisions that are guided by their superiors, and the more decentralized the organization is, the more it is wrong to do something. Decentralization is a provision and system for the rational distribution of power in a multi-level and multi-agency decision-making system.

Decentralization is the symmetry of centralization. Centralization of power means that the power and authority of all affairs are concentrated in the core organs at the higher level, and the lower organs and ordinary organs can only act in accordance with the decisions, orders, and instructions of the core organs at the higher level.

When the degree of decentralization is relatively low, the head of the organization still maintains a "pyramid-shaped" distribution of power from top to bottom, but it is not concentrated at the highest point of the leader, and the "middle manager" also has a certain decision-making power; When the degree of decentralization is relatively high, the individuals in the organization are more free, and in the "flat organization", almost every member has a certain decision-making power. Hello, the above is the answer I provide for you, I hope my answer can help you, if you have any other questions, welcome to continue to consult, I will try to answer for you. If it's convenient, please give me a thumbs up, thank you, I wish you a happy life, goodbye!

In modern enterprise management, leaders who believe in jujube cherry blossoms should not only know people well, but also need to be good at people. The goodness and the same people here contain two meanings: one is to be good at seeking common ground while reserving differences with others, and do a good job in the unity of the upper and lower sides, so that everyone can work with one heart and one mind; The second is to share the achievements, interests and honors of work with one's subordinates.

Division of labour and coordination are the two basic functions of an organization. The rationalization of the division of labor of the team is an important prerequisite for highlighting the overall level of the top leader and enhancing the cohesion of the team. A reasonable and appropriate division of labor among the leadership group is not only conducive to consolidating the unity of the leadership group, but also has the effect of strengthening the core leadership, establishing leadership authority, and improving work performance.

The number one leader must adhere to the principle of "doing something and not doing something"; especially in the areas of human rights, financial rights, and decision-making powers, it is necessary to rationally divide labor according to the abilities of the leading members, scientifically delegate power, and avoid monopolizing power from affecting the overall work performance and even breeding corruption. Leaders focus on leaders, not stewards, so good leaders must incorporate the human element in all aspects of the business. If you can put people in an important position, respect and treat people with a sincere attitude, then others will follow you and grow and develop with you.

Leaders must establish the values, outlook on life and management that most people agree with, use their brains to lead by example, and correctly handle interpersonal relationships at all levels.

Summary. Hello, dear. As managers rise in the organization, their need for interpersonal skills is quite stable, and rightly so.

As managers rise in the organization, their need for interpersonal skills is quite stable. Is that right.

Hello, dear. As managers rise in the organization, their need for interpersonal skills is quite stable, and rightly so.

Hello, dear. A manager is a person who has the responsibility to supervise and direct the work of others in the organization, and who has the responsibility to contribute to the organization through his or her position and knowledge, so that he or she can substantially influence the organization's operation and ability to achieve results. The modern view emphasizes that managers must be accountable to the organization, not just have power.

The counterpart to the manager is the non-manager. Managers can be divided into grassroots managers, middle managers and senior managers.

Monson: Different levels of managers have different leadership requirements.