What competencies should an organizer have?

In addition to what I said above, I think it is very important to have interpersonal relationships, you have to have a mass base, if not, it will be difficult for your work to be carried out!! There is also self-confidence, believing that you can do a good job, having a sense of the overall situation, and knowing how to make trade-offs!!

Organized, strong, temperamental, and convincing!

It is necessary to have a strong sense of collective honor.

It is also necessary to have strong organizational skills.

The main thing is that 'he has the ability'

Bert Consulting replied that the concept of organizational capability has been proposed for a long time, and the most famous of them is a formula: the sustainable success of the enterprise Strategic Direction Organizational Capacity. Purely from this formula, organizational capability should be understood as the ability to effectively support and implement the corporate strategy and ensure that the enterprise continues to move forward in the established strategic direction.

However, in reality, many world-renowned enterprises have often made more than one major adjustment in their strategic direction in the course of their development, but when we talk about the organizational capabilities of these enterprises, we find that they are relatively stable and have not been adjusted frequently with the change of corporate strategic direction. Therefore, for the intangible concept of organizational capability, accurate understanding and definition often directly affect the corresponding construction and optimization of the enterprise's design measures. In recent years, Bert Consulting has been deeply involved in the organizational capacity building work of many enterprises, and summarized and refined three basic views on organizational capacity based on enterprise practice

1.What is organizational ability: Organizational ability is the label of an enterprise based on the industrial ecology and different from competitors, and it is the direction of the construction of the workforce and the transformation of high-quality human resources within the enterprise.

2.Where does organizational ability come from: Organizational ability is rooted in the development process of the enterprise itself and is a gift of time. The acquisition of organizational capability for enterprise development is the realization process of "awakening the inner first, supplemented by external supplementation".

3.Where is organizational capability going: Organizational capability is not a static component of the enterprise, but a continuous evolving element that accompanies the development of the enterprise. The process of evolution mainly includes different manifestations such as upgrading and iteration, spitting out the old and absorbing the new, which complement each other with the strategic direction of the enterprise.

In this sense, organizational capability is more like a goal, a goal that is more specific and decomposable than a strategic direction. Under the guidance of this goal, enterprises can start to reform and optimize from many areas such as organizational form, process design, cultural construction, performance management, salary incentives, etc., and design and implement programs that are more conducive to forging the required organizational capabilities, so as to carry out organizational capacity building in various local areas. In recent years, the core work of the hottest organizational development (OD) positions in enterprises is to integrate the organizational capacity building work of different parts and give necessary guidance or help to effectively form a joint force.

Organizational ability is a person's comprehensive ability to start an activity and manage others, usually when there is a large-scale event, especially testing a person's organizational ability.

Organizational competence refers to the ability to carry out organizational work. It refers to the ability of a company to transform its various factor inputs into products or services with higher production efficiency or higher quality under the same investment as its competitors. For a business, organizational capabilities include a set of capabilities that the business has that reflect efficiency and effectiveness, and these capabilities can be embodied in any activity of the company, from product development to marketing to production.

Organizational ability is to organize people together and unite to do things together.

Organizational ability is the overall degree of grasp of an activity.

Organizational ability is the ability to organize all aspects.

It is the spirit of unity, which can lead everyone to add and make their team stronger.

Heyi believes that David Yurich once said that the core of HR transformation should focus on business, and the main job of HR is to help organizations achieve their commitments to customers, investors and other stakeholders by building organizational capabilities.

David Jurrich initiated a survey of 1,200 companies and 11 basic organizational capabilities, based on which the four elements of organizational capabilities were summarized:

1. Perception of the external environment: the ability to obtain, analyze and apply relevant information for the trends and changes in the market.

2. Customer first: the ability to continuously pay attention to and solve the unmet customer needs now and in the future, and change the mentality from serving customers to first-class customers and even creating needs.

3. Innovation throughout: It means that the organization will innovate in all aspects of the value chain: business model, chain, product performance, product launch system, sales channel, manufacturing, service, talent development and branding – covering all links, from start to finish, with a special focus on the opportunities presented by digitalization and other emerging technologies.

4. Ubiquitous agility and flexibility: Agility and flexibility refers to the ability to respond to and improve opportunities in emerging markets. Agile and agile businesses embrace change, learn continuously, and move quickly and flexibly.

An individual's agility is both a mindset – embracing growth, curiosity, and other innovative qualities – and a whole set of skills – such as the ability to ask good questions and imagination in conjunction with business development.

The necessary conditions for becoming a good member of the organization include initiative, responsibility, and a holistic view.

1. Initiative.

From a personal point of view, this is the positioning of oneself, and taking the initiative means moving oneself forward. From an organizational point of view, the organization must like those who take the initiative and take responsibility, rather than passing the buck after ordering something to go down.

2. Sense of responsibility.

It's not good to take the initiative alone, it's not good to take the initiative alone, it's like just talking and not practicing. If you take the initiative, you have to do things well.

3. Overall view.

An excellent member of the organization should think about his own work from the perspective of the organization as a whole, and then coordinate the resources of the organization as a whole to do his own work well, and in addition, he can obtain the satisfaction of personal self-interest through the service of Wang Wei.

The essential qualities of a good organization

1. An excellent organization should be a strict organizational structure.

Each individual employee has a common material and structural basis: that is, the various functions and necessary conditions for the formation of the organization; The necessary conditions of the organization include people, money, materials, and sales, and the enterprise organism formed by the combination of talents with different professional skills. Organizational formation is a systematic project, which not only requires the division of labor and cooperation of various professions, but also requires an organic combination of common goals, ideals and necessary professional skills.

2. Excellent tissues have the ability to metabolize.

Excellent tissues continue to evolve through time, survival of the fittest, and the formation of the metabolic function of the tissue! Introduce outstanding talents into the organization, stay in the organization, please get off the negative energy people, expand imports and open exports, through recruitment, training, education, retention, with a good promotion mechanism to always.

3. Excellent tissues have the ability to grow natural beams.

Once an organization can not continue to grow, or do not grow at all, the organization must have a problem, or the organization itself has a problem, whether it can continue to grow is an important indicator to measure the excellence of an organization, so excellent organizations will take continuous growth as a measurement standard, and constantly improve through reflection to achieve rapid growth of the organization, constantly correct mistakes, and achieve stable growth in performance.

The necessary conditions to be a good member of the organization include:

a.Identify with the idea BTake responsibility cInitiative DThe big picture.

Answer analysis a, b, c, d.

The basic characteristics of a good team are: clear goals, clear roles, mutual skills, mutual trust, good communication and appropriate leadership. A team is a community composed of grassroots and management personnel, which makes reasonable use of the knowledge and skills of each member to work together to solve problems and achieve common goals.

1. Clear goals: Each member of the team can have different goals and different personalities, but as a whole, there must be a common goal.

2. Clear roles: The members of an effective team must have a clear role positioning and division of labor in a clear organizational structure, and team members should clearly understand their own positioning and responsibilities.

3. Mutual skills: Team members should have the basic skills to achieve common goals, and be able to cooperate well.

4. Mutual trust: Mutual trust is the most significant characteristic of a successful team.

5. Good communication: Only when there is a smooth exchange of information between team members can the emotions of members be exchanged, the behavior of members can be coordinated, and the team can form cohesion and combat effectiveness.

6. Appropriate leadership: Team leaders often act as coaches or backers, providing guidance and support to the team, rather than trying to control subordinates.

Managers are divided into three levels, and each level has no role.

Bai is the same. 1. DU grassroots managers.

The main duty is straight.

Zhi receives command and supervises on-site DAO operators to ensure the completion of various plans and instructions issued by superiors. Their main concern is the completion of specific tasks.

2. Middle-level managers.

Connecting link. The main responsibility is to correctly comprehend the spirit of the instructions of the high-level, creatively combine the actual work of the department, and effectively command the grassroots managers to carry out their work. The focus is on day-to-day management.

3. Senior managers.

Take full responsibility for the organization, mainly focusing on communicating the organization's external connections and determining the organization's general policies. Pay attention to the creation of a good environment and the correctness of major decisions.

There are 10 roles in management work, and these 10 roles are divided into three categories: interpersonal roles, information roles, and decision-making roles. 1. Interpersonal roles:

Nominal Leader, Leader, Liaison. 2. Information role: the role of the receiver, the role of the communicator, and the role of the spokesperson.

3. Decision-making role: 4. Entrepreneur role, resource allocator, troubleshooter, negotiator role, chaos control.