When it comes to technical management, the most important point is the manager's role recognition. Therefore, the main content of this article is how to enhance manager's role recognition and continuously improve self-management capabilities.
As a manager, the first task is to recognize yourself and manage yourself well, establish a correct understanding of the manager’s role, and continuously improve self-management ability in actual management work, systematic thinking, continuous training, continuous practice, and gradual improvement Personal leadership.
To learn management and apply it to practical work, we must first understand the origin of management. In our country, many management ideas are hidden in various literature, philosophy, and historical books, such as "The Art of War", "The Analects", and Mencius, The University, The Doctrine of the Mean, Zizhitongjian, Wang Yangming's Biography and Practice Records, etc., have a lot of management wisdom. The origin of modern management is actually the origin and development of management in many cases. This is mainly derived from Western classical management theories, behavioral science theories, and modern management theories.
Therefore, regarding the definition of management, we can peek one or two from the remarks, works, and theories of some management masters:
Frederick Winslow Taylor believes: "Management is to know exactly what you want others to do, and make him do it in the best way."
Herbert Simon believes: "Management is to make decisions."
Henry Fayol believes: "Management is an activity process composed of functions such as planning, organization, command, coordination and control."
Peter Drucker believes: "Management is a kind of work, it has its own skills and tools And methods; management is an organ, a dynamic, dynamic organ that gives life to the organization; management is a science, a systematic and applicable knowledge; at the same time, management is also a culture."
Then, for the definition of technology management, a common saying is: technology management is used to plan, develop and realize technical capabilities, and accomplish organizational strategies and operational goals. Technical management usually refers to the management work done in the technology industry. Managers generally have a higher technical level, and at the same time lead the team they manage to complete a certain technical task. Managers use their technical knowledge and abilities to improve the efficiency of the entire team, and then complete technical tasks.
1. The role of managers
Many managers started from Xiaobai and gradually grew into management elites after thousands of hard work. Then, in this process, it is necessary to do a good job in the role conversion of managers, recognize the misunderstanding of the role of managers, and clarify the correct role of managers.
1. Change the role of managers
Most technical managers have jumped from engineers, so there will be several aspects of the role conversion problem: one is to change from a professional to a generalist, the other is to change from the right thing to the right person + thing, and the third is from the management. The fourth is to change from being arranged to active planning, the fifth is to change from process-oriented to goal/result-oriented, and the sixth is to change from pursuing individual performance to pursuing team performance.
2. Recognize the misunderstanding of the role of managers
In the process of transitioning to the role of manager, it is easy to enter some misunderstandings, such as bureaucratic tendencies. When upgrading from an engineer to a technical manager, there is usually a kind of amplification of this power, which is prone to impatience and aggressive bureaucracy. And other issues, which will cause work development and other aspects to be affected. Secondly, it is easy to blindly follow the opinions of subordinates and to position oneself as a representative of public opinion. Again, I still regard myself as an ordinary employee, no different from the previous engineer role. In addition, it is easy to act as a microphone.
In addition to the above-mentioned misunderstanding of role positioning, as a technical manager, it is also prone to problems such as finding excuses, shirking responsibilities, weak awareness of crisis, and lack of boss mentality. These are what we should pay special attention to in the process of transitioning to the role of technical manager.
3. Clarify the role of managers
As a technical manager, you must always understand the four dimensions of a manager: one is to represent the subordinate in front of the superior, the other is to represent the superior in front of the subordinate, the third is to represent internal customers in front of colleagues, and the fourth is to represent customers and suppliers. On behalf of the company.
Therefore, the role of the manager is to clearly define the corresponding positioning on the three levels of linking, initiating and paralleling.
- As a planner:
To be clear about the company's overall strategy, mid- and long-term planning, short-term focus, department positioning and development direction;
Keep in mind the department's annual work objectives and key tasks;
We must formulate specific action plans and implement tactics based on the goals, and decompose the overall goals to everyone.
- As the executor:
To each team member truthfully and accurately convey the company's overall strategy, department positioning and development direction, advocated values and concepts, etc.;
It is necessary to clarify the work responsibilities of the team and each position, and carry out relevant work according to the work process, standards, specifications, etc. in combination with actual conditions;
We must continue to pursue high-efficiency work and high-value output.
- As a crisis/problem solver:
Be good at discovering problems and making suggestions;
Don't be limited to a single solution, prepare multiple solutions;
It is necessary to formulate feasible emergency plans to effectively respond to and deal with crises.
- As a role model:
To do a good job in self-management, keep up with the company's development and team growth;
Keep learning and make yourself a highly effective person;
Set a benchmark, set an example, and set an example for the team and subordinates.
- As a performance partner:
At the same time pay attention to individual performance of employees, team performance, and manager performance;
Establish an equal and negotiated relationship with subordinates;
We must do a good job of performance coaching to help subordinates achieve their goals and make progress.
- As supervisor/controller:
To maintain the rules of the game for teamwork;
To consciously maintain the implementation of the system, organizational supervision is more necessary;
Doing a good job of supervision/inspection is a manifestation of paying attention to work.
- As a leader:
Understand that the train runs fast and depends on the headband;
To understand the great role of leadership;
To understand the responsibility and mission of the leader.
- As a coach:
Understand that improving the ability and quality of subordinates is the responsibility of managers;
To "whip the slow cow", you can't "unload it without using" and do it yourself
Don't have a narrow mindset of "the church apprentice, the master starved to death".
- As an internal customer:
Treat departments and colleagues as internal customers;
To make communication and collaboration more smooth, orderly and efficient;
We must pursue efficient and high-quality cooperation.
2. Recognize yourself and manage yourself well
1. Become an effective manager
Peter Drucker, the father of modern management and the master among the masters, puts forward that the primary task of managers is to manage themselves well, which is now called "everyone is a manager" and "everyone should be his own CEO" .
Drucker believes:
In a knowledge society, individual roles are no longer restricted by organizational hierarchy, everyone can be a manager, and everyone has to cultivate the basic qualities of a manager.
Drucker's three most influential concepts are: management by objectives, knowledge workers and corporate social responsibility.
Therefore, on the road to becoming a technical manager, I personally think that it is necessary to systematically read and understand some management books, such as "Effective Managers", "Management-The Essence of Skills" and so on.
2. Time management
Whether it is the ancients' discourse on the importance of time, or the modern people's change in time perception, we all know the value of time. Therefore, we can talk about good management when we manage time.
In terms of time management, there is the famous four-quadrant rule. At the same time, it can help us to use the entire time effectively by recording where the time has gone. By prioritizing things, insisting on the priority, focusing on only one time at a time And so on, can help us better manage time. In terms of time management methods, there are well-known GTD, Pomodoro Technique, ABCDE Method of Eating Frogs, etc., and there are countless tools for time management, such as tick lists, efficient TODO, tomato potatoes and so on.
3. Do a good job of emotional management
Regarding emotions, Baidu Baike describes it like this:
Emotion is a general term for a series of subjective cognitive experience. It is a person’s attitude experience towards objective things and corresponding behavioral responses. It is generally believed that emotion is a kind of mental activity mediated by individual desires and needs.
I believe that many people have watched or heard of the cartoon about Secret Agents. There are five emotions mentioned in this cartoon, which represent happiness, sadness, fear, disgust and anger. In other words, we must be able to learn to tolerate and understand every emotion. At the same time, we must be able to correctly recognize and express emotions, which of course is also a manifestation of our ability to learn. We will face various pressures, for example, pressure from work, pressure from leadership, pressure from life, pressure from family, pressure from study, pressure from environment, etc. Therefore, we need to be ourselves Emotional management. This will involve a term called mental toughness.
Psychological resilience is the ability to recover from setbacks, learn from failures, gain motivation from challenges, and believe that one can overcome any pressure and difficulties in life.
Enhancing mental resilience is conducive to our good emotional management. Under high-intensity pressure, dealing with your emotions is a very important professional ability.
4. Enhance system thinking ability
In the book "The Fifth Practice", Peter Senge mentioned five kinds of cultivation, namely self-transcendence, mental model, shared vision, team learning and system thinking. System thinking is the core of the five disciplines. The practice of the structure as a whole allows people to see interconnected events and gradual changes.
5. Continuous learning and practice
This is the source of our continuous progress and continuous growth. We must stand on the shoulders of giants, stand on the management wisdom of ancient and modern management masters, establish a personal knowledge system, and continue to practice, improve and accumulate in our work. , Will definitely benefit.
Finally, borrow Stephen Covey’s "Seven Habits of Highly Effective People" to end this article. These seven habits are proactive, starting with the end, the important thing first, win-win thinking, knowing the enemy and understanding oneself, and integrating. Effective and constantly updated.
In this era of rapid development and change, as the uncertainty continues to increase, only by constantly updating and improving ourselves can we move on to a new growth path and go further and further on the road of technology management.