What professional knowledge does a middle and senior manager need to know?

The competencies of managers can be broadly divided into three types: technical competence, interpersonal competence and conceptual competence. The professional knowledge that the subject refers to basically means technical ability. These three abilities will have different proportions depending on the position.

To put it simply, the lower the position, the more important the technical ability, and the team leader should be the most skilled person in the group; The higher the position, the more important the conceptual ability, and the focus of the chairman should be on the direction of the future, rather than the details of the moment; As for interpersonal skills, it has always been important. That is, for middle and senior managers, although technical competence is no longer as important as at the grassroots level, it is still indispensable. It's hard to imagine how a "layman" who doesn't understand professional skills at all can manage his experts. ‍‍

The words must be passed, if the words are not enough, even they can't convince themselves to lead the team, and the other is to care about the team members, so that they feel that they can communicate with you.

For middle and senior managers, although they do not need to be as proficient in professional knowledge as the grassroots level, they need what is often referred to as "the big picture". Where the overall picture comes from, it can only come from one's own familiarity and understanding of the work, which inevitably involves professional knowledge. Due to the position, middle and senior managers do not have to master complete and profound professional knowledge, but they must grasp the outline and know a series of questions such as "what is the right thing", "how to do things correctly" and "how to do things correctly".

It's hard to bring the current team. As a middle-level manager, you still have to have professional knowledge, otherwise, the layman will lead the insider, and no one will obey you. Many people think that as a manager, it is OK to be able to employ people, understand incentives, and be united.

In fact, this is all wishful thinking on the part of the theorists. If you don't believe me, you go to an unfamiliar field and take the team to try, and the custody will make you jump up and down, vomit and diarrhea. Management, not by flickering, but also by real effort, that is, professional knowledge + management ability. ‍‍

As the position progresses, the proportion of technical skills decreases, while the proportion of conceptual skills increases. In other words, for middle and senior managers, what kind of thinking is more important than what kind of technology they master, so the main time and energy should be invested in thinking and cognition, rather than professional technology. Set the strategy, think about the goal, straighten out the route, and leave the technical matters to the technical staff of the team to tackle the key problems.

As a middle and senior manager, the main job is to make decisions and identify talents. Therefore, it is necessary to understand human resource management and psychology.

To recruit talents with professional value, first of all, you must have the ability to identify professionals, such as drug research and development professionals, in addition to looking at the graduation school and major, but also to look at the project ability, only if you understand professional knowledge, you can identify professionals in interview communication, and similarly, you also know what kind of business direction and thinking will arouse the interest and willingness of professionals. Professional knowledge allows you to have real discernment and recognize talents and pseudo-talents.

I believe that managers should have the ability to understand professional knowledge, build the organization into a flat one, stimulate the potential and vitality of the organization, create customers and serve customers, rather than setting up too many levels internally, increasing internal friction in management, and also have to go to the scene to dialogue with customers, tap new needs to seek the transformation of customer management.

The ability to think, knowledge is dead and ever-increasing, and it is also alive and well in reality. With the ability to think, everything is connected, and even when you go to areas you don't understand, you will find déjà vu. Practicality is what managers should have.

This is also the direction of education and cultivating people.

From the current era of Internet information, customer needs are constantly changing, and our services and products are even a little behind the needs of customers, coupled with the fragmentation of information channels, it is not easy for large companies to "directly block" the business of a new start-up company, and the channels for customer acquisition are more and easier than before, but the requirements are higher.

As a middle and senior manager, you must first understand how to train a person, and in addition, you must understand the knowledge of this management level.

There is also a lot of knowledge required for senior management, so it is important to learn it.

I don't know how to have technology, I know a little bit about management, I understand a little bit of logical reasoning, and I know a little bit about communication above the university. I don't understand the professional point of speaking.

The main tasks of the top management include:

1.Strategic development.

direction setting and resource provision;

2.Formulate the general plan and strategy of the organization, grasp the general policy of the organization, and evaluate the performance of the entire organization;

3.Participate in major decision-making and take overall responsibility for a department, and have both the dual role of staff officer and supervisor;

4.Manage the major components of a company or enterprise, and approve plans, budgets and major investments.

The nature of the work of the company's senior management.

1) "Under one person, above ten thousand, is the backbone of the organization;

2) The performance requirements put forward by the boss are often principled, but his instructions to his subordinates must be specific and operational;

3) the necessary passage for the flow of information up and down;

4) Long-term requirements On the one hand, decision-making is always linked to long-term, and on the other hand, enterprises cannot frequently replace senior management;

5) The effort of work is based on physical strength, wisdom, skills and mental strength, the first three can be perceived externally or can be explained clearly to others, but psychologically.

The stress and exhaustion that you are under, only you know.

Top management is one of the most difficult jobs to do and the highest level of challenge.

Senior management can consider problems from the perspective of the overall situation, and all decisions are made on the basis of considering the overall situation, seeking greater interests for the collective and the interests of the majority of people. And not by their own preferences.

Executives are also human beings, and they also have their own selfishness and self-interest, but they are qualified senior executives who can consider the collective from the perspective of the overall situation.

Senior management can consider problems from the perspective of the overall situation, and all decisions are made on the basis of considering the overall situation of the allocation and reform, and seek greater benefits for the collective and the interests of the majority of the people. And not by cultivating your own preferences.

Executives are also human beings, and they also have their own selfishness and self-interest, but they are qualified senior executives who can consider the collective from the perspective of the overall situation.

Stand your ground:

As for how to be a good manager, there is a self-evaluation in the adult world, but if it is misplaced at different stages, then it cannot be a good manager.

Grass-roots management considers high-level things, even if you are talented, it will eventually be wiped out, middle-level to think about high-level affairs, you have the strength to make it impossible to imitate, high-level consideration of grass-roots managers, that is completely putting the cart before the horse.

The so-called management level is the level of the management position set on the authority level chain. When the size of the organization is fixed, there is an inverse proportional relationship between the management level and the management amplitude. The greater the scope of management, the fewer layers of management; On the contrary, the smaller the management range, the more management levels.

Therefore, the management level can be reduced from two perspectives: first, when the management width remains unchanged, the management level can be reduced after reducing the organizational size; Second, when the organizational size remains the same, increasing the management broadband can reduce the management level. Either way, the most critical consideration is to consider the efficiency of organizational operation, and the management level design can generally be divided into the following four steps:

1.According to the vertical division of functions of the enterprise, the basic management level is determined. 2.

The specific management level is calculated according to the effective management range. 3.Determine specific management levels in accordance with the requirements for improving organizational efficiency.

4.According to the characteristics of different parts of the organization, local adjustments are made to the management level.

Of course, a middle and senior management needs to understand professional knowledge, but it does not need to be too detailed in professional knowledge.

In the process of work, everyone will have their own division of labor and positioning problems. For grassroots employees, employees need to master the corresponding professional knowledge, and at the same time, they also need to provide labor value through professional knowledge. For middle management, middle management needs to continuously improve their interpersonal coordination skills, and in this way, they can manage the team ineffectively.

For middle and senior managers, middle and senior managers need to do a good job of overall planning, and at the same time, they also need to form a corresponding overall view and overall view.

Middle and senior managers need to have the right expertise.

In my personal opinion, middle and senior managers do not need to go over the wall in professional knowledge, but at least they need to master basic professional knowledge. In this case, middle and senior managers can have a basic directional concept of the corresponding business, which can further guide middle and senior managers to make corresponding choices. On the contrary, if middle and senior managers do not even understand professional knowledge, many people may only be able to act on paper.

Middle and senior managers need to have a corresponding view of the overall situation and the overall situation.

Because middle and senior managers are generally not the executive level of the company, they need to form a corresponding overall view and overall view as much as possible, and they also need to have unique insights into the development of the industry. They may not be good at day-to-day business work and don't know the details of professional knowledge, but they can plan and adjust the company's development strategy and lead the company forward in this way. <>

There will also be some professional talents in middle and senior managers.

In most cases, top managers are managerial talents, who are more adept at coordinating the company's operational strategy. In many Internet companies, a small number of middle and senior managers are professional and technical talents, and they are gradually transforming into managers through their professional skills. Such a situation is generally rare, and relevant middle and senior managers will also pay more attention to the company's technological breakthroughs.

Need. Mastering some professional knowledge can avoid some unnecessary troubles and make others more respectful.

Personally, I think that senior managers need to have professional knowledge in relevant aspects, so that they can be qualified to manage simplicity and reason, and other personnel will be very helpful to themselves in the future. Only with professional knowledge in related aspects can we meet the needs of the company's development and have a certain support for our own career.

A middle and senior manager needs to know some professional knowledge, so that he can better manage his subordinates.

The so-called one-minute management method is to divide management into several modules, the core is a one-minute goal, a minute of praise and a minute of punishment. The brilliance of the one-minute management method is that it greatly shortens the management process, which can have an immediate effect, the following is how I sort out how to do a good job as a middle and senior manager, the article I hope you like it!

One-minute goal

The so-called one-minute goal is that employees write their work goals on paper, and the goals cannot exceed 250 men, and they must be able to read clearly in one minute. According to the 28th law, 80% of the fruits of labor come from the establishment of goals, without goals, employees will have no sense of direction, work will be disorganized, and at the same time, leaders and employees will have differences in goals. In the survey, Beijing headhunters found that the goals of the executives and employees of many enterprises are always quite different.

As a manager, you should know your employees. Work goals, but many times managers think that employees should know this goal, so there will be inconsistencies in the direction of struggle. At the same time, the establishment of goals should not be too much, if the beard and eyebrows are grasped together, it will take care of one or the other, and the last thing is nothing, once, the one-minute goal is the management method that every one-minute manager must be familiar with.

A minute of compliment

Everyone has the psychological expectation of being praised, and as an employee, when they are praised by managers, they will be more enthusiastic about their work and more hopeful for tomorrow. One minute praise, pay attention to timely praise, in a project, can be divided into many links, when an employee or a team is doing well, a minute manager should not be stingy with their praise, give appropriate praise can improve the sense of responsibility of employees, improve work enthusiasm, then the project will be completed more perfectly.

One minute penalty

When an employee's subordinates make a mistake, they should be put forward in time and given a certain punishment, of course, this punishment is a small punishment, the time can not exceed one minute, and the punishment can not be biased, and it should be done to the person and not the right thing. In this way, employees can be psychologically balanced, correctly recognize their own shortcomings, and will correct them in time. The essence of one-minute punishment lies in timely punishment, many managers like to record the mistakes of employees one by one, and then calculate them together at the monthly meeting or quarterly meeting, this practice of accounting after the autumn often makes managers and employees conflict, which affects the trust and feelings between each other, and the most important thing is that the team is disbanded, going their own way, the timeliness of one-minute punishment can greatly reduce this probability and make the whole team more harmonious.