A manager is a person who achieves organizational goals with or through others by coordinating their activities.
Manager role
Introduce the content of the manager role.
The roles of managers in management are 10, which can be divided into three categories: interpersonal role, information role and decision-making role. 1. Interpersonal roles: nominal leadership role, leadership role and contact role. 2. Information role: the role of receiver, disseminator and spokesman. 3. Decision-making roles: entrepreneur role, resource allocator, problem solver and negotiator role.
In Cüneyt's so-called "management theory jungle", mintzberg is the founder of the school of manager role. The school of manager's role is a management school that appeared in the West in 1970s. It focuses on the analysis of managers' roles to examine their positions and work. Mintzberg believes that for managers, starting from the role of managers, we can find out the basic principles of management and apply them to the specific practice of managers.
The representative work of the school of manager's role is mintzberg's The Essence of Management. What did the manager do? How did they do it? Why are you doing this? There are many ready-made answers to these ancient questions, but mintzberg does not believe these ready-made answers easily, but studies the reality deeply. When he was a doctoral student, mintzberg took a stopwatch to record what the five managers were really doing, instead of listening to them say what they had done or asking scholars to imagine what they were doing. He spent a week observing and studying the activities of five CEOs. These five people come from large consulting companies, teaching hospitals, schools, high-tech companies and consumer goods manufacturers. Mintzberg found that in the process of enterprise management, managers seldom take time to make long-term considerations, and they are always led by one thing or another, and have no time to take care of long-term goals or plans. It is an obvious fact that the average time they spend thinking about a problem is only nine minutes. If a manager wants to do something regularly, such efforts are doomed to fail, because he will be constantly interrupted by others and will always need him to deal with other affairs. Therefore, mintzberg believes that management is planning, organizing, directing, coordinating and controlling from the perspective of management function, which is too pedantic. Ask any manager what he does and what he doesn't do, and I'm afraid no one can answer. Therefore, mintzberg advocated that management should not be analyzed from various functions of management, but should be regarded as a combination of various roles.
Mintzberg explained in The Essence of Management: "The concept of role is borrowed from stage terminology by behavioral science. A role is a set of organized behaviors that belong to a certain responsibility or status. " According to the research results of myself and others, it is concluded that managers do a lot of other work instead of working according to their functions as people usually think. Mintzberg divided the work of managers into 10 roles. This 10 role is divided into three categories, namely, the role in interpersonal relationship, the role in information transmission and the role in decision-making.
Mintzberg's management is the content of role theory.
1. Interpersonal role: Interpersonal role is directly generated from the official power of managers. The three interpersonal roles played by managers are: representative role (as a leader, he must exercise some ceremonial roles), leader role (managers and employees work together to ensure the realization of organizational goals through the efforts of employees), and liaison role (the role played by cooperating with individuals and groups in the organization and establishing good relations with external stakeholders).
2. Information role: The manager is responsible for ensuring that the people he works with have enough information so that he can finish the work smoothly. People in the whole organization rely on the management structure and managers to obtain or transmit the necessary information to complete their work: the role of supervisor (continuously paying attention to the changes of internal and external environment to obtain information useful to the organization, contacting subordinates or obtaining information from personal networks, and identifying potential opportunities and threats of working groups and organizations according to the information), the role of broadcaster (distributing the information obtained as a supervisor to ensure that employees have the necessary information to effectively complete their work), and the role of spokesperson (will be the role of.
3. Decision-making role: processing information and drawing conclusions. Managers make decisions and let the working group allocate resources according to the established route to ensure the implementation of the plan. Entrepreneur's role (investing in the opportunity discovered as a supervisor to take advantage of this opportunity), interference coping role (dealing with conflicts or problems encountered in the operation of the organization), and resource allocator (deciding which projects the organization's resources (financial resources, equipment, time, information, etc.) will invest in. ) and the role of negotiator (spending a lot of time, including employees, suppliers, customers and other working groups, conducting necessary negotiations to ensure that the team is moving towards.
[Edit] Interpersonal Roles
First, the role of nominal leaders.
This is the most basic role of a manager. As a manager is a formal authority and a symbol of an organization, he should perform his duties in this respect. As the head of the organization, every manager has the responsibility to preside over some ceremonies, such as receiving important visitors, attending some employees' weddings, having lunch with important customers and so on. Many responsibilities may sometimes be routine affairs, however, they are very important to the smooth operation of the organization and cannot be ignored.
Second, the role of leaders.
As the manager is the official leader of the enterprise, he should be responsible for the work of the members of the organization, which constitutes the role of leader at this point. Some of these behaviors are directly related to leadership relations. Managers are usually responsible for hiring and training employees, and encouraging or guiding employees to achieve the harmony between personal needs and organizational goals in some way. In the role of leaders, we can see the influence of managers most clearly. Formal power gives managers strong potential influence.
Third, the role of contacts.
This refers to an important network that managers maintain relationships with countless individuals or groups outside the organization they lead. Through the study of each kind of management work, it is found that managers spend as much time with colleagues and others outside the unit as they do with subordinates. This connection is usually achieved by participating in various foreign conferences, various public activities and social undertakings. In fact, the contact role is specially used to establish the manager's own external information system-it is informal and private, but it is effective.
[Edit] Information Role Monitor Role
First, the role of the monitor.
As a supervisor, managers constantly check their own environment to get information. They ask contacts and subordinates, and actively collect information through various internal affairs, external affairs and analysis reports. A lot of information collected by supervisors is in oral form, usually rumors and rumors. Of course, there are also some opinions of the board of directors or questions from social institutions.
Second, the role of information disseminator.
Information that may need to be collected through the manager's external personal contact within the organization. Managers must share and distribute information, pass external information to the inside of the enterprise and pass internal information to more people. When there is no convenient contact between subordinates, managers sometimes send information to them alone.
Thirdly, the role of the spokesman.
This role is outside the organization. The manager sends some information to people outside the organization. Moreover, managers, as the authority of the organization, require information about the plans, policies and achievements of the organization to be transmitted to the outside world, so that people who have a significant impact on the enterprise can understand the operating conditions of the enterprise. For example, the CEO may spend a lot of time dealing with influential people, reporting financial status to the board of directors and shareholders, and fulfilling the social responsibility of the organization.
[Editor] The role of decision-making and the role of entrepreneurs
The role of entrepreneur means that managers act as initiators and designers of organizational change within their scope of authority. Managers must strive to organize resources to adapt to changes in the surrounding environment and be good at discovering and discovering new opportunities. As an entrepreneur, when a good idea comes up, the president either decides a development project and directly supervises the progress of the project, or entrusts it to an employee. This is the beginning of the decision-making stage.
First, the role of the crisis handler
The entrepreneur role describes the manager as the initiator of change, while the crisis handler role shows that the manager will respond to pressure involuntarily. Here, managers can no longer control the imminent strike, the bankruptcy of big customers or the default of suppliers. Timing is very important in crisis management. Moreover, this kind of crisis rarely appears in the conventional information flow, and most of them are sudden emergencies. In fact, every manager must spend a lot of time dealing with emergencies. No organization can consider every emergency in advance.
Second, the resource allocator
The manager is responsible for assigning responsibilities within the organization. Perhaps the most important resource he assigns is his time. More importantly, the manager's schedule determines his organizational interests and implements the organizational priorities. Being close to managers means being close to the nerve center and decision makers of the organization. Managers are also responsible for designing the structure of the organization, that is, determining the formal relationship between division of labor and coordination, and assigning the work of subordinates. In this role, important decisions must be approved by the manager before implementation, which can ensure that the decisions are interrelated.
Third, negotiators.
Organizations must constantly conduct various important informal negotiations, most of which are led by managers. Research on management at all levels shows that managers spend a lot of time in negotiation. On the one hand, because the participation of managers can increase the reliability of negotiations, on the other hand, because managers have enough power to control various resources and make decisions quickly. Negotiation is the unshirkable duty of managers and the main part of their work.
It is impossible for two or three people to hold a management position together unless they can act as an entity. In other words, they can't divide the role of 10 unless they can combine it very carefully. These 10 characters form a complete angular state and are a whole. They are interrelated and inseparable. No character can leave this framework without touching other characters. For example, the role of interpersonal relationship arises from the official authority and position of managers in the organization; This has produced three roles in information, making him an important information nerve center in a special organization; The unique position of obtaining information makes the manager in the central position in the major decision-making (strategic decision-making) of the organization, and makes him play four roles in the decision-making. We say that this 10 role constitutes a complete angle, which does not mean that all managers attach equal importance to each role. However, in any case, the functions of interpersonal, intelligence and decision-making are inseparable. This 10 role shows that the manager is a comprehensive and responsible person from the organizational point of view, but in fact he has to undertake a series of professional work, which is both a generalist and an expert.
Enterprise is the core idea of economic organization with profit as its fundamental purpose.
What is the core idea? What does it contain? What's the role?
The core concept defines the lasting characteristics of an organization-a long-lasting self-identity that transcends the product market life cycle, technological innovation, management fashion and individual leaders. Knowing who you are is far more important than knowing where you are going. Because where to go will inevitably change with the times, leaders will die, products will be outdated, markets will change, new technologies will appear, and management fashions will come and go, but the core concept of an excellent company, as the guiding principle of the company and the source of innovation inspiration, will last forever. In the process of company growth, decentralized management, diversified investment, global expansion and internal diversification, core concepts have played an excessive role. For example, the core idea is like Jewish teachings. For thousands of years, displaced Jews adhered to this doctrine even during the Great Diaspora.
-Is there a concept of "correctness"? -
Some companies, such as Johnson & Johnson and Wal-Mart, regard customers as the core of their philosophy, while others, such as Sony and Ford, do not.
Some companies, such as Hewlett-Packard and Marriott, regard caring for employees as the core of their corporate philosophy, while others, such as Northcom and Disney, do not.
Some companies, such as Ford Motor Company and Disney, regard products and services as the core of their corporate philosophy, while others, such as IBM and Citibank, do not.
Some companies, such as Sony and Boeing, regard bold adventure as the core of their corporate philosophy, while others, such as HP and Northcom, do not.
Some companies, such as Motorola and 3M, regard innovation as the core of their corporate philosophy, while others, such as American Express and Procter & Gamble, do not.
In a word, we haven't found any special concepts closely related to becoming an excellent company. Our research shows that the authenticity of the concept and the degree to which the company always conforms to the concept are more important than the content of the concept.
The key question is not whether the company has a "correct" core concept or a "pleasing" core concept, but whether there is a core concept that guides and inspires people in the company and is consistent.
The core concept needs two clear components: core values and core mission. Under the guidance of the core concept, the business philosophy is produced according to the needs of the market and management, and directly serves the business strategic planning. Can be adjusted and changed.
Core concept = core mission+core values
Core values
It is the fundamental creed of the organization, that is, several general guiding principles; Not to be confused with specific culture or working methods; You can't self-destruct your position for economic interests or short-term interests.
It is the spirit and enduring principle of the company-a set of eternal guiding principles that do not need external adjustment. From one's own inner beliefs, not from the needs of the market. Let's take a look at the views of the founders of some excellent companies on core values. Please note that they didn't say such things until they were successful, but insisted on such ideas before they were far from successful, or when they just started their business. Successful people don't have different ideas from others after their success, but they succeed because they always believe in their own ideas.
Ralph Larson, CEO of Johnson & Johnson, put it this way: "The core values advocated in our creed may become our company's competitive advantage, but this is not the reason why we adhere to these values. We adhere to these values because they clarify our position. Even in some cases, such values will put us at a disadvantage in the competition, we still have to persist. " Thomas jr Jr., the former CEO of IBM, once talked about core values (which he called faith). He wrote the article "Belief in an Enterprise" on 1963. He said: I believe that the real difference between a company's success and failure can often be attributed to how much energy and great talent the company has inspired its employees. What did the company do to help these people find the same purpose? ..... How can the company maintain this sense of purpose and direction after many changes from generation to generation? ..... (I think the answer lies in) the power of what we call beliefs and the appeal of these beliefs to employees. I firmly believe that any organization that wants to survive and succeed must have sound beliefs as the premise of all policies and actions. Secondly, I think the most important and only factor of an enterprise's success is to faithfully abide by these ideas ... Faith must always be put first, and if policies, practices and goals seem to violate basic beliefs, they must be changed.
See how Walton explains Wal-Mart's first value: "(We) put customers first ... If you don't serve customers and don't support people who serve customers, then we don't need you."
Our research shows that successful companies usually have only a few core values, ranging from 3 to 6. In fact, we find that no successful and excellent company has more than six core values, most of which are less than six. Because only a few values are real core values, these values are fundamental and deeply rooted in the company, and the opportunity to change or compromise is extremely rare.
If you already have a company value statement or are going to create a new one, you may ask yourself, "Which of these values are we determined to follow? No matter how the external environment changes, even if the environment is no longer conducive to us to have these values, and even let us be punished, we still do. " These questions can help you understand what the real core values are.
It is very important that we strongly encourage you not to copy the core values of a visionary company (a successful company in your mind) as the core values of your organization. The core idea does not come from imitating the values of other companies-even those of excellent companies. It does not come from following the instructions of outsiders, from studying management books, or from pure intellectual operation to "calculate" what values are the most pragmatic, popular or profitable. When formulating core ideas, the most critical step is to grasp what you really believe, not what other companies regard as values, nor what the outside world thinks should be ideas.
It is important to understand that the core idea exists in the internal elements and is not affected by the external environment. In the world excellent companies we studied, the core values do not need rationality or external affirmation, nor will they sway with the trends and fashions at that time, or even change with the market situation.
The founders of excellent companies will not sit still and ask, "What corporate values can best accumulate our wealth?" Or ask, "What values will look great on smooth paper?" Or: "What beliefs will please the financial community and employees?" They are by no means like this. They declare their thoughts and beliefs that exist in their hearts and are engraved in their bones. For them, it's as natural as breathing. The key is not what they believe, but how deeply they believe in it (that is, how consistent their organizations believe in it). Here again, the key word is "truth"-no artificial seasoning, no saccharin, completely 100% pure truth.
We emphasize our research results again. The most important thing is not what kind of core values we have, but whether we have our own core values.
In order to extract the core values from the organization, you need to maintain absolute self-honesty. If you design more values, it is probably because you have not really considered the essence, or you have confused the core values (which will not change) with business strategies, business practices and cultural standards (which will change from time to time).
We have never met a company that can't find a set of core values, even in a global company composed of people from different cultures. The key is how to start from the individual level and then rise to the organizational level.
Those who are responsible for clarifying values should explore such questions, or screen our listed values through the following questions to determine the real core values. These questions are as follows:
1, what kind of values do you hold in your work-that's what you have been pursuing, and you will stick to it whether it is beneficial or not?
2. Would you describe the core values you hold at work to your children or other relatives, and hope that they will stick to the same values when they grow up and come out to work?
3. If you wake up the next morning and have enough money for a lifetime, will you still stick to such core values?
4. Can you foresee that your core values will be as meaningful as today after 100 years?
If someone points out that some of your core values will put you at a disadvantage in the competition, are you still willing to stick to it?
6. If you want to establish a company in a brand-new field in the future, what core values will you inject into this new company? Regardless of the industry this company is engaged in?
Summary: A company should not change its core values because of changes in the market. On the contrary, if possible, it can change the market to maintain its core values.
Core task
Mission is the fundamental reason why a company exists besides making money. How to realize and achieve this mission? Take a look at what Packard, founder of HP, said at a senior management meeting in 1960s. After a brief welcome, he began his conversation: I want to discuss the reason why a company exists, in other words, why are we together? I think many people mistakenly think that the purpose of the company is only to make money. This is actually only an important result of the existence of a company, and we must further explore the real reason for our existence. In the discussion, we will inevitably come to a conclusion that a group of people come together, which we call the organizational existence of the company, in order to enable Qi Xin to work together to accomplish what one person can't do-make contributions to society. This name sounds common, but it is the fundamental factor. . . You can see the whole business society everywhere, and you can see that some people are only interested in money and are not interested in anything else. However, most of the fundamental motivation comes from the willingness to make achievements in other fields, such as making a product and providing a service, which is basically doing something valuable. So, let's keep this in mind and discuss the reason why HP exists. . . . The fundamental reason for our existence is that we must provide something unique (which can contribute).
"Realizing profit is not the correct purpose and goal of management-it is just a means to achieve all the correct purposes and goals."
The task does not have to be unique. Like core values, the key is truth, not being different. With the proper concept, the mission can become a broad-based, basic and lasting thing. A good mission should be used to guide and motivate the organization for many years.
Mission is like a star on the horizon, which can be pursued forever, but can never be reached. The mission can never be realized, which means that if a company wants to devote itself wholeheartedly to its mission, it must always inspire change and progress. Walter Disney's next dialogue won the essence of the mission: "As long as there is imagination in the world, Disneyland will never be completed." No matter what Boeing does, it will never surpass the end of aviation technology. HP can never say, "There is nothing we can do." Disney can continue to develop, from cheap cartoons to complete cartoons, to Mickey Mouse Club, Disneyland and so on. In the 2 1 century, it may develop an unknown cause, but it will never go beyond the core work of "bringing happiness to millions of people".
No matter how the company evolves, it may enter a surprising new career, but it is still guided by its core mission. This is of great significance, that is, if you consider the mission for your organization, we encourage you not to just write down specific instructions about your product line or customer level (our purpose is to make certain products for some customers). For example, for Disney, "We exist to make cartoons for children" is doomed to be a bad mission statement.
We find that missions are sometimes announced implicitly or informally. It is not a slogan, but actually exists in every corner of the organization and silently integrates into the company.
The core task is to guide and motivate. "Maximizing shareholders' wealth" will not arouse anyone in the management of this company (except shareholders), and it has little guiding effect. "Maximizing shareholder wealth" is only suitable for companies that have not realized their true core mission. This is a substitute for ideas, and it is a poor substitute.
If forced to choose between core values and core mission, we believe that core mission has a greater guiding and inspiring effect on the company, but at the same time, core mission is more difficult to define than core values. An effective mission reflects the importance people attach to the company's cause-it determines their motivation, not just the description of products and target customers. The mission expresses the deepest reason why the company exists outside the interests.
In a changeable society, in an atmosphere of cynicism about corporate life, and in an economic situation that is increasingly divided by entrepreneurs, enterprises need to be more aware of their mission than ever before, so as to help themselves make their work more meaningful and attract, retain and motivate outstanding talents.
Summary: several key points of the core idea
One thing is very important: you don't need to "create" or "formulate" core ideas, you can only find core ideas. The formation of ideas does not come from the observation of the external environment, but from the internal examination.
We can't "install" new values and missions on people, and people must have the quality to accept them. Managers often ask, "How can we make people have the same core ideas as us?" Come on, you can't do it! We can only find, attract and retain those who are easy to accept our core values and mission, and let those who are not easy to accept our core ideas find other jobs.
Of course, in a strict core concept, you can also allow diversity, because even if you have the same core values, people who agree with the same core mission cannot have exactly the same concept and appearance.
Clarifying the core idea is not a word game exercise. The key is to grasp the essence and the essence of core concepts, not just to write a perfect declaration. We can share our thoughts with others in our own language. We don't have to recite these words word for word.
What distinguishes the good from the bad is not the content of their core ideas, but the authenticity, discipline and consistency of their core ideas and their cooperation. For example, what sets you apart is not what you believe, but how much you believe. When you deeply believe in something, you will keep it for a long time and integrate it into your life in the same way. It is so natural.