How to manage a company? What do I need to pay attention to?

Six abilities that managers should have:

1, communication skills. In order to understand the status of staff interaction within the organization, listen to the staff voice, a manager needs to have good communication skills, which is "good at listening" is the most important. Only in this way, so as not to let subordinates centrifugal separation, or not dare to put forward constructive proposals and needs, and managers can also rely on the subordinates' sense of identity, the degree of understanding and **** Ming, to know their own communication skills are successful or not.

2, coordination ability. Managers should be able to keenly aware of the mood of the subordinates, and the establishment of dredging, cathartic pipeline, do not wait until the deepening of the confrontation, conflict expansion, only to rush to deal with and defuse. In addition, managers should be more decisive in resolving serious conflicts or incidents that may expand the antagonism. Even when the situation is not clear, right and wrong, should also be taken instantly to cool down, cooling means, and after understanding the situation, immediately with proper and effective strategies to resolve the conflict. As long as you grasp the right to eliminate conflicts and the initiative, any form of confrontation can be solved.

3, planning and organizing ability. Managerial planning ability, not focusing on short-term strategic planning, but the development of long-term plans. In other words, excellent managers must be far-sighted, far-sighted, can not look like beans, only see the present and not see the future, and to let employees understand the company's vision at the right time, in order not to let employees lose their way. Especially for decision-making and planning, we should be able to use the ability of integration to effectively utilize the wisdom of the ministry and the existing resources to avoid the waste of manpower.

4. Decision-making and implementation capabilities. In the era of democracy, although there are many things to collective decision-making is appropriate, but managers still often have to make decisions independently, including the assignment of work, manpower coordination, resolve employee disputes, etc., which often test the manager's ability to make decisions.

5, training capacity. Managers must desire to have a strong work team, therefore, the training of talented people, has become an important task of managers.

6, the ability to control. There is a saying that "a leader will not go to build a business, but he will build an organization to build a business." According to this statement, a prerequisite for being a manager is the ability to build a team in order to further construct the business. But no matter how complex and varied the role of a manager may be, earning the trust of employees is a primary requirement.

The main management skills that a manager needs to have are:

1. Technical Skills

Technical skills refer to the understanding of a particular activity - especially one that involves a method, process, procedure, or technique - and the understanding of and proficiency. It includes specialized knowledge, the ability to analyze within the context of the profession, and the ability to apply the tools and techniques of the profession in a flexible manner. Technical skills are primarily concerned with work with "things" (processes or tangible objects).

2, personnel skills

Personnel skills refers to a person's ability to work effectively as a member of a group of administrative capacity, and the ability to establish a cooperative effort in the group he leads, that is, the spirit of collaboration and teamwork, to create a favorable atmosphere so that employees can freely express their personal views without fear. Personnel skills of a manager are the leadership, motivational and communication skills that a manager should possess in order to accomplish organizational goals.

3. Thinking Skills

Thinking Skills encompasses "the ability to see the business as a whole, including the ability to identify the various functions of an organization that are interdependent on each other, how a change in one part can affect all the other parts, and, in turn, the relationship between the individual business and industry, between the associations, and between the country's political, social, and economic forces as a the totality." That is, the ability to take a general view of the situation, to determine the important factors and to understand the relationship between them.

4, design skills

Design skills refers to the ability to solve problems in a variety of ways that are conducive to the interests of the organization, especially senior managers not only to identify the problem, but also must be like a good designer with the ability to find a practical solution to a problem. If managers can only see the existence of the problem, and only "see the problem people", they are not qualified managers. Managers must also have the ability to find solutions that work in the context of the situation they are facing.

The relative importance of these skills varies for managers at different levels of management. The importance of technical skills and personnel skills decreases from the lowest to the highest level of the organization, while the opposite is true for thinking skills and design skills. Technical skills are most important for managers at the lower levels, and personnel skills are also very helpful in frequent interactions with lower levels. As a manager moves up the organizational hierarchy from the grassroots to the middle and upper levels of the organization, the importance of personnel skills gradually decreases as the number and frequency of his direct contacts with subordinates decreases. In other words, for middle managers, the requirement for technical skills declines and the requirement for ideological skills rises, while having personnel skills remains important. For top managers, however, ideational and design skills are particularly important, while the requirements for technical and personnel skills are relatively low. Of course, this link between management skills and organizational hierarchy is not absolute, and some factors such as the size of the organization will also have some impact on this.