Analyze how to become a qualified manager from the management point of view

1, the manager is a position and the corresponding power of the manager's authority is the manager to engage in management activities of the qualification, the higher the position of the manager, the greater its power. Organizations or groups must give managers certain powers. If a manager is in a certain position, but does not have the corresponding authority, then he can not carry out management work. Weber believed that managers have three kinds of power: traditional power: traditional practices or hereditary, such as the emperor's hereditary system; transcendental power: from the worship and followers of others, emotional and irrational, not based on the rules and regulations, but based on the prestige established in the past; legal power: legal power, that is, the power prescribed by the law, through the legitimate procedures of the power, such as through the direct election of the president. President, for example, through direct election.　But in fact, in the management activities, managers only have the legal power, it is difficult to do a good job in management, managers should pay attention to the work of "personal influence", to become a certain authority of the manager. The so-called "authority" refers to the prestige and prestige of the manager in the organization, which is a kind of non-compulsory "influence". Authority is not statutory and cannot be authorized by others. Although the authority has a certain relationship with the position, but mainly depends on the manager's personal quality, thinking, knowledge, ability and level; depends on the organization with the thought of **** Ming, feelings of communication; depends on mutual understanding, trust and support. This "influence" once formed, a variety of talents and the majority of employees will be attracted to the manager around, heartily accept the manager's guidance and command, thus generating enormous material power.　2, the manager is responsible for any organization or group of managers, have a certain position, are to use and exercise the corresponding power, but also to assume certain responsibilities. Power and responsibility is a contradictory unity, a certain power and always linked to a certain responsibility. When the organization gives the manager - a certain position and status, thus forming a certain power, accordingly, the manager at the same time also bear the organization - a certain responsibility. In the organization of managers at all levels, the responsibility and power must be symmetrical and clear, no responsibility for the power, will inevitably lead to improper use of power by managers, no power of responsibility is vague, difficult to bear the responsibility. People who have the right but not the responsibility or who have the responsibility but not the right are difficult to play their due role in the work, and they can't be the real managers.　Responsibility is the basic requirement for managers, managers are granted the power at the same time, should have the corresponding responsibility for the fate of the organization or group, the corresponding obligations to the members of the organization or group. Power and responsibility should be synchronized, the greater the power, the heavier the responsibility. Comparatively speaking, responsibility is more essential than power; power is only a means to fulfill responsibility, and responsibility is the real symbol of a manager. If a manager only has the authority, but not the corresponding responsibility, then he is not good at management. The difference of the manager is because he is a responsible person. If a manager does not fulfill his responsibility, it means dereliction of duty, which is equal to giving up the management.　3, Western management scholars on the role of the manager of the main theory of the famous American management scientists Peter F. Drucker (Peter F. Drucker) 1955 put forward "the role of the manager" (The role of the manager) concept. Drucker believes that management is an invisible force, which is manifested through managers at all levels. So managers play the role or responsibility is roughly divided into three categories: 1) management of an organization (managing a business), the survival and development of the organization. To this end, managers must do: First, to determine what the organization is doing? What goals should there be? How to take active measures to achieve the goal? The second is to seek the maximum benefit of the organization; the third is to "serve the community" and "create customers".　(2) management manager (managing manager). Organization of the upper, middle and lower three levels, everyone is a manager, at the same time everyone is managed, so managers must do: First, to ensure that the vision of the lower levels, willingness, efforts can be directed towards the *** with the goal; Second, to cultivate the spirit of collective cooperation; Third, to train the lower levels; Fourth, to establish a sound organizational structure.　3) Managing workers and work (管理工人和工作). Managers must recognize the premise of two assumptions: one is about work, its nature is constantly and drastically change, both physical labor and mental labor, and the proportion of mental labor will be more and more large; the second is about people, to correctly recognize the "individual differences, integrity of the person, the cause of the act, the dignity of the human being" for dealing with the importance of the relationship between all kinds of people at all levels. Secondly, with regard to human beings, it is necessary to correctly recognize the importance of "individual differences, the whole person, the cause of behavior, and human dignity" in dealing with the interrelationships between people at all levels.　Henry Mintzberg a widely cited study that managers play ten roles, these ten roles can be further summarized into three categories: interpersonal roles, information roles and decision-making roles.　1) Interpersonal roles Interpersonal roles arise directly from the formal power base of managers, who play interpersonal roles when dealing with organizational members and other stakeholders. Interpersonal roles include representative roles, leader roles, and liaison roles.　① Representative role. As the head of their organization, managers must exercise some duties of a ceremonial nature. For example, managers sometimes appear in community gatherings, participate in social activities, or entertain important customers, etc. In doing so, managers exercise the role of representative.　② Leader Role. Since managers are responsible for the success or failure of their organization, they must play the role of leader within the work group. In this role, the manager works with the employees and ensures the achievement of organizational goals through the efforts of the employees.　③ Liaison role. Managers play the role of liaison both in working with individuals and work groups within the organization and in establishing good relationships with external stakeholders. Managers must be sensitive to important organizational issues so that they can build relationships and networks within and outside the organization.　2) Information Role In the information role, managers are responsible for ensuring that the people they work with have enough information to be able to do their jobs successfully. By the very nature of managerial responsibility, managers are both the information transfer center for their unit and the conduit for information to other work groups within the organization. People throughout the organization depend on the management structure and the manager to obtain or transmit the information necessary to get the job done. The information roles that managers must play are specifically subdivided into three roles: supervisor, communicator, and spokesperson.　④ Overseer role. Managers continuously monitor changes in the internal and external environments of the organization to obtain information that is useful to the organization. Managers gather information by contacting subordinates and obtain unsolicited information from each other from their personal networks. Based on this information, managers can identify potential opportunities and threats to the organization.　⑤ Communicator role. Managers distribute the large amount of information they acquire as information monitors.　⑥ Spokesperson role. Managers must communicate information to individuals outside the unit or organization.　3) Decision-making role In the decision-making role, managers process information and draw conclusions. If the information is not used for decision making in the organization, this information loses its proper value. Decision-making roles specifically include four more roles: entrepreneur, interference dealer, resource allocator, and negotiator.　(7) Entrepreneurial role. Managers pay close attention to changes in the internal and external environment of the organization and the development of events, in order to find opportunities, and the opportunities found to invest in order to take advantage of such opportunities.　⑧ Interference dealers role. It means that managers must be good at conflict management or problem solving, such as calming the anger of customers, with uncooperative suppliers to negotiate, or mediate disputes between employees.　⑨ Resource Allocator Role. The manager decides which projects the organization's resources will be used for.　⑩ Negotiator Role. Managers spend a great deal of their time negotiating, and managers negotiate with employees, suppliers, customers, and other workgroups. Skills of Managers Regardless of the type of manager in an organization or what level of management he is at, all managers need to have certain managerial skills. Robert-L-Katz lists three qualities or skills required of managers, which are supplemented by Heinz Wyrick. In summary, the qualities or managerial skills that managers need to have are: 1. Technical Skills Technical skills refer to the understanding of and proficiency in a particular activity - especially one that involves methods, processes, procedures, or techniques. 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 mainly related to the "thing" (process or tangible objects) work.　Personnel skills Personnel skills refers to the administrative ability of a person to work effectively as a member of a group, and the ability to establish cooperative efforts in the group he leads, that is, the spirit of collaboration and teamwork, to create a favorable atmosphere so that employees are free to express their personal views without fear. Personnel skills of a manager refers to the leadership, motivation and communication skills that a manager should have in order to accomplish organizational goals.　3、Thinking Skills Thinking Skills encompasses "the ability to see the enterprise as a whole, including the ability to identify the various interdependent functions of an organization, how a change in one part can affect all the other parts, and consequently the relationship between the individual enterprise and industry, between associations, and with the totality of the nation's political, social, and economic forces. " That is, the ability to take a general view of the situation, to determine the important factors and to understand the relationship between these factors.　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 problems, 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 ideological 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 level is not absolute, and a number of factors such as the size of the organization may also have an impact on this. [edit] Difference between cadres and managers From a managerial perspective: managers are supposed to be engaged in managerial work, while cadres are mainly engaged in functions such as conveying instructions