What skills should managers have in managing principles? The skills that managers should possess are: technology, personnel, thinking, design, ideas and interpersonal skills.

Robert lee L Katz listed three qualities or skills that managers need, and Heinz Weah Ritchie supplemented them. Generally speaking, the qualities or management skills that managers need mainly include: technology.

Technical skill refers to the understanding and proficiency of a special activity, especially activities involving 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).

Personnel issues

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.

think

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 look at the overall situation, judge important factors and understand the relationship between these factors.

design

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, but only "people who see problems", they are unqualified managers. Managers must also have the ability to find feasible solutions according to the current situation.

concept

Conceptual skills, also known as conception skills, refer to "mental ability to conceive and deal with ideas and abstract relationships". Generally speaking, conceptual skills refer to managers' ability to abstract and conceptualize complex things. Managers with conceptual skills can accurately grasp the relationship between work units and individuals, deeply understand the consequences of any action in the organization, and correctly exercise various functions of managers.

interpersonal

Interpersonal communication ability, also known as interpersonal communication ability, refers to the ability to successfully deal with others and communicate with others, that is, the ability to deal with interpersonal relationships. As a manager, you must have good interpersonal skills, so as to establish a well-organized team spirit.

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.

Character; function

The role of managers refers to various specific types of actions or behaviors that managers should have.

Information role

In the information role, the manager is responsible for ensuring that the people he works with have enough information to complete the work smoothly. Determined by the nature of management responsibilities, managers are not only the information transmission center of their units, but also the information transmission channels of other working groups in the organization. People in the whole organization rely on the management structure and managers to obtain or transmit the necessary information to complete the work. The information roles that managers must play include three roles: supervisor, disseminator and spokesman.

The role of the supervisor. Managers continue to pay attention to the changes in the internal and external environment of the organization in order to obtain useful information for the organization. Managers collect information by contacting subordinates and obtain information provided by the other party from personal networks. Based on this information, managers can identify the potential opportunities and threats of the organization.

The role of communicator. Managers distribute a large amount of information they get as information directors.

Spokesman role. Managers must pass on information to individuals outside the unit or organization.

Decision role

In the decision-making role, managers process information and draw conclusions. If information is not used for organizational decision-making, it will lose its due value. Decision-making roles include entrepreneurs, interference opponents, resource allocators and negotiators.

The role of entrepreneurs. Managers pay close attention to the changes in the internal and external environment of the organization and the development of the situation in order to find opportunities and invest in the found opportunities to take advantage of them.

The function of interference counter. It means that managers must be good at dealing with conflicts or solving problems, such as calming customers' anger, negotiating with uncooperative suppliers, or mediating disputes between employees.

Resource allocator role. The manager decides which projects the organization's resources are used for.

The role of the negotiator. Managers spend a lot of time negotiating, and the negotiating objects of managers include employees, suppliers, customers and other working groups.

Basic skills of managers

I. Technical skills

Generally speaking, it is "knowledgeable", "skilled", "only paying attention to one skill", "interlacing like a mountain" and "unfamiliar". Refers to the ability to use relevant working procedures, technologies and knowledge in a professional field to complete organizational tasks (generally, grass-roots managers have higher requirements).

Second, interpersonal skills.

Interpersonal communication ability, the so-called "understanding people", refers to the skills related to dealing with human relations, that is, the ability to understand others, inspire others and work with others.

"Everything is clear and knowledgeable, and the cultivation of human feelings is an article." To be a leader, you must have good relations with people around you, including superiors, subordinates, peers, outsiders and so on. This is the art of adjusting interpersonal relationships in leadership activities, including coordinating with superiors, coordinating with peers, and coordinating with subordinates.

Coordinate the relationship with superiors

To coordinate the relationship with superiors, we should pay attention to the following two points:

First of all, we should correctly understand our role, and strive to be offside and make contributions. Just don't make a decision when you shouldn't, don't make a statement when you shouldn't, don't insist on doing things you shouldn't do, don't answer questions you shouldn't answer casually, and don't "grab the camera" in situations where you shouldn't stand out.

Secondly, we should properly adjust expectations, control desires, and learn limited control. However, this is not enough to show that we have to obey the orders of superiors and leaders. The key lies in whether the policies of superior leaders are correct and reasonable. If there are improper or serious mistakes, we should also learn to fight rationally and stick to principles. To do this, the premise is to strengthen information communication and feedback with superiors, know the truth as much as possible, and avoid misjudgment.

Coordinate the relationship with subordinates

The lower class is the main target for leaders to exercise power. Therefore, it is of great significance to handle the relationship with subordinates in a fair, democratic, equal and trusting way. In order to realize this requirement, the headmaster must attach importance to the art of controlling the balance, gravity and elasticity of his subordinates.

. The art of balance is to establish a harmonious and balanced relationship with subordinates on the basis of fairness and equality, to achieve psychological acceptability and interest compatibility, and to achieve behavioral consistency.

. Gravitational art is a process in which leaders draw the distance between themselves and their subordinates and make them closely unite around them to work together. In short, leaders should be attractive. Only when the superiors and subordinates are consistent in goals, emotions, psychology, attitudes and interests can such leaders have prestige.

. The art of elastic control. It is a process in which leaders control their behavior through a standard test with a certain elastic space or range. Realizing flexible control can not only give subordinates a full sense of freedom, but also give them the necessary legal constraints. This is an important art for leaders to exercise power.

Coordinate the relationship with colleagues

As a leader, coordinating the relationship with peers is an important aspect affecting personal development and an important factor for the positive and healthy development of the whole team. Correctly handling the feelings with peers can start from the following two aspects;

First of all, enhance the feelings with peers. Emotion is the "coordinator" of interpersonal relationship, and the relationship between peers should be harmonious and be each other's "psychological defense line", so that they will be comfortable and happy when doing their work.

Secondly, competition and cooperation coexist. Dealing with the relationship with leaders at the same level requires leaders to keep their eyes open, recognize the world clearly and not be a frog in the well. We should think that the competition between our peers and ourselves is a good environment to hone ourselves and correctly grasp the peer relationship that is both competitive and cooperative.

Third, conceptual skills.

Conceptual skills refer to the ability to look at the whole world and realize why something should be done, that is, the ability to gain insight into the complexity of the interaction between enterprises and the environment. Specifically including; The ability to understand the relationship between things and find out the key influencing factors. Be able to determine and coordinate all aspects of the relationship. The ability to weigh the advantages and disadvantages of different schemes and the inherent risks, and so on.

Lower-level managers mainly need technical ability and interpersonal skills; Higher-level managers need more interpersonal skills and conceptual skills; High-level quantity managers especially need strong conceptual skills.

What are the methods of recruiting managers in Principles of Management? What are the ways to recruit managers?

internal promotion

External recruitment

Even internal promotion is to select talents from within.

External recruitment is to select talents from human resources outside the enterprise.

What professional knowledge should a supermarket manager have? Professional knowledge that supermarket managers should possess.

Hygiene: The cleanliness of stores is very demanding. A good shopping environment in a supermarket does not depend on the grade of decoration, but largely on cleanliness. It is required to keep the floor clean, shelves clean, freezers clean, containers clean, goods clean, glass clean, walls clean and self-clean.

Display: Display is the most important content in the operation of chain supermarkets. Beautiful, plump and attractive display has always been the goal pursued by supermarkets.

Adjustment: 70/30 adjustment of commodity structure, adjustment of quantity of commodities displayed per unit area, adjustment of styles, colors, prices and specifications, adjustment of best-selling commodities and unsalable commodities, adjustment of commodities in competitive stores, adjustment of commodities in promotional activities, and adjustment of commodities in current season, current season and holidays.

Quality: Management quality, commodity quality and service quality are the key contents in store operation, and quality first is one of the important means for chain supermarket stores to win.

Competition: There are many things that can be avoided in operation, and only competition is inevitable. Understand the operating conditions of other supermarkets in the same business circle, including information on prices, sales, services, commodities, promotions, etc., improve their competitiveness, stabilize the customer base and sales share of the business circle, and then expand the business circle purchased by store customers.

Promotion: With the increase of competitive shops, the narrowing of business circle and the shortening of customers' shopping time, we will introduce preferential, over-priced and special-priced goods to customers, hold interesting and entertaining activities or seasonal and holiday promotion activities, pay attention to the functions of products, enhance customers' desire to buy, show famous, special and excellent products that need to be used and eaten every day, pay attention to commodity prices, and enhance customers' buying opportunities to achieve the purpose of increasing sales.

Inventory: Inventory is the yardstick to measure business performance. There are many hidden losses in the store that cannot be accurately calculated in daily operations. Inventory loss can be corrected timely and correctly through inventory. Verify the quantity, unit price and total amount of goods in the direct delivery order before inventory, adjust the quantity, unit price and total amount of goods in the direct delivery order, and verify the amount of goods damaged. There must be a third person to verify whether the quantity of goods is fraudulent during the inventory.

Inventory: Commodity inventory is an important issue in supermarkets and an important evaluation index in operation. Only with the correct inventory information of the computer system can the computer system provide the correct recommended order to the greatest extent and really control the inventory of the store.

Training: Training is the first successful process of chain supermarkets, and the needs of development, operation and management of chain supermarkets are the purpose of training and training.

Safety: Customer safety, employees' own safety and store safety are equally important. Don't omit all safety measures for convenience. Safety is an important work in operation. When unsafe behavior occurs, it should be reported to the management of the mall and the security department of the headquarters at the first time.

Loss prevention: Loss prevention is another important aspect in operation. Even if the sales volume is large, if the loss prevention exceeds the standard, it means that all previous efforts are in vain. Although the loss cannot be lost, it can be minimized by strict and effective methods. The key point is to manage the loss of suppliers' delivery. Customers and employees unpack packages privately and vent the loss of damaged packages. Cashiers collude with customers not to pay.

Information: timely, effective and correct use of information from headquarters and stores, communication with employees on objectives, achievements and problems, so that all employees in the store can understand them, which will help to realize the overall economic indicators of the store and reduce all kinds of rumors that are not conducive to the operation of the store through communication.

Expenses: Control of various expenses is the key point in operation, especially personnel expenses, which often account for a fairly high proportion of gross profit. Therefore, it is necessary to control personnel by selling 45,000 yuan per person per month, and paying an average of 2.60 yuan for goods sold at 100 yuan (0.60 yuan for goods sold at headquarters 100 yuan), give full play to personnel efficiency and control other expenses: water and electricity.

Assessment: The quality of operation is the embodiment of benefits, but the embodiment of benefits must be implemented through assessment. But the position determines the power, and the power determines the rules and regulations and assessment regulations. In the course of business operation, everyone must be assessed by rules and regulations and assessment regulations, so as to reflect the authenticity and correctness of business results, and make rewards and punishments equal and promotions equal.

Cooperation: Nothing in a shop can be done by one person alone. Playing the role of the team is the only way to operate. In the management of chain supermarkets, if we want to treat management as fun and enjoyment, we must carry forward the cooperative spirit of all employees.

Honesty: Honesty is an important quality of people, and it is also a very demanding quality in the format of supermarket chains. It requires operators to keep their own quality honest, ensure authenticity, not impetuous, not fraudulent, and have good professional ethics.

What problems should be paid attention to when selecting and appointing managers in Principles of Management? Urgent 1. How to make sure he is the right person?

2. What kind of ability does he have?

Can he lead his team well?

What qualities should a kitchen administrator have? Have good professional ethics, abide by professional ethics and love catering service.

Have certain modern kitchen management concepts, knowledge and skills.

Grade requirement

Kitchen manager

(1) has a high school education or above, or a higher skill level certificate.

(2) More than two years working experience in the kitchen.

(3) Participate in special training, complete corresponding courses and pass the examination.

Senior kitchen manager

(1) has a college degree or above, or a skill level certificate of technician or above.

(2) More than five years working experience in the kitchen front line, including at least two years management experience.

(3) Take part in special training, complete corresponding courses, take part in kitchen management practice, complete papers of more than 3,000 words, take the exam and pass.

Training content

1, professional ethics and code of conduct for kitchen administrators

2. Introduction of modern kitchen management

3. Modern kitchen cost management

4, food nutrition and hygiene and kitchen safety management

5, the organization and implementation of large banquet

6. Kitchen design layout and equipment management

As a manager, what are the main management skills that managers should possess?

I. Technical skills

Generally speaking, it is "knowledgeable", "skilled", "only paying attention to one skill", "interlacing like a mountain" and "unfamiliar". Refers to the ability to use relevant working procedures, technologies and knowledge in a professional field to complete organizational tasks (generally, grass-roots managers have higher requirements).

Second, interpersonal skills.

1. Interpersonal communication ability, the so-called "understanding people", refers to the skills related to dealing with interpersonal relationships, that is, the ability to understand others, inspire others and work with others.

2. Coordinate the relationship with superiors

To coordinate the relationship with superiors, we should pay attention to the following two points:

First of all, we should correctly understand our role, and strive to be offside and make contributions. Just don't make a decision when you shouldn't, don't make a statement when you shouldn't, don't insist on doing things you shouldn't do, don't answer questions you shouldn't answer casually, and don't "grab the camera" in situations where you shouldn't stand out.

3. Secondly, we should properly adjust expectations, control desires, and learn limited control. However, this is not enough to show that we have to obey the orders of superiors and leaders. The key lies in whether the policies of superior leaders are correct and reasonable. If there are improper or serious mistakes, we should also learn to fight rationally and stick to principles. To do this, the premise is to strengthen information communication and feedback with superiors, know the truth as much as possible, and avoid misjudgment.

4. Coordinate the relationship with subordinates

The lower class is the main target for leaders to exercise power. Therefore, it is of great significance to handle the relationship with subordinates in a fair, democratic, equal and trusting way. In order to realize this requirement, the headmaster must attach importance to the art of controlling the balance, gravity and elasticity of his subordinates.

5. The art of balance is to establish a harmonious and balanced relationship with subordinates on the basis of fairness and equality, to achieve psychological acceptability and interest compatibility, and to achieve behavioral consistency.

6. Coordinate the relationship with colleagues.

As a leader, coordinating the relationship with peers is an important aspect affecting personal development and an important factor for the positive and healthy development of the whole team.

Competition and cooperation coexist. Dealing with the relationship with leaders at the same level requires leaders to keep their eyes open, recognize the world clearly and not be a frog in the well. We should think that the competition between our peers and ourselves is a good environment to hone ourselves and correctly grasp the peer relationship that is both competitive and cooperative.

Third, conceptual skills.

1. Conceptual skills refer to the ability to look at the whole world and realize why something should be done, that is, the ability to gain insight into the complexity of the interaction between enterprises and the environment. Specifically including; The ability to understand the relationship between things and find out the key influencing factors. Be able to determine and coordinate all aspects of the relationship. The ability to weigh the advantages and disadvantages of different schemes and the inherent risks, and so on.

2. Lower managers mainly need technical ability and interpersonal skills; Higher-level managers need more interpersonal skills and conceptual skills; High-level quantity managers especially need strong conceptual skills.

How to Improve the Quality of Archivists (1) The office file management system needs to be improved.

File management has not been taken seriously, and the file management system is not perfect. In order to make archives management work in a coordinated and orderly way, we should put archives management in an equally important position and actively improve it. First, solve the problem of file security, keep important files confidential, and take the same measures for confidential files of the same level, so as to make the file security work more thorough and effective. Classified management measures should be taken to facilitate the use and re-supervision of queries. Non-important work in the field of archives management is completed by both parties, which not only ensures teamwork and mutual supervision, but also ensures the safety of archives and strengthens the improvement of archives management system.

(B) the relevant staff and units need to strengthen the awareness of file management.

At present, there is no obvious progress in file management, and the relevant units lack sufficient management awareness to make the file management work orderly and strengthen the understanding of the importance of the unit's work. Non-essential units should achieve management awareness, strengthen management style, improve management concepts, keep pace with the times, and make the file management work significantly improved.

(3) The professional level of archivists is high enough.

The high professional quality of archivists leads to the close relationship between office file management and the development of office file management. It is conducive to strengthening the professional level of managers. It is necessary to select high-quality and talented former employees for professional quality training so that they can adapt to the development of the times and the needs of work.

(d) The collection of archives has been sufficiently strengthened.

It is necessary to strengthen the collection of archives and guide the order of archives management. It is necessary to strengthen the categories of office document collection or sort it out from the same angle, and manage it effectively with computers.

(E) Archives management needs to be combined with network information technology.

The combination of file management and network informatization has effectively improved the work efficiency of managers. The rapid application of network informatization makes file management more convenient and fast, changes the inefficient paper management mode, and strengthens the order, accuracy and rapidity of file management.

What kind of ability should the manager of a car 4s shop have to play the strings with hairy tips and attract me into the picturesque long-scroll dating spring?