The key to transferring technology to management posts is to realize that management is to let others work to divide money for yourself. This is the way. The rest of the project management tools, personnel motivation skills, are all skills.
Letting others work to share money for oneself is not exploiting the surplus labor force. Only the capitalists who pay for the work are the capitalists. The management post is also required to go to work. If necessary, you have to get out of the field to engage in skills, but it is indeed different from before the transfer. Some students will be obsessed with past technical success, or be affected by other factors, and fail to get to the essence of management, resulting in various low-level mistakes. From the perspective of management responsibilities, we will discuss the points of attention or pitfalls.
The grass-roots managers are mainly responsible for arranging the tasks separated from the superior strategy, tracking the execution results, and guiding and evaluating employees. In this process, the first pit is to like yourself when encountering difficulties. A heroic leader is suitable for leading a small team to quickly tackle key problems, but it is not conducive to increasing the team ceiling. The second pit is the lack of tracking and assessment, because technicians tend to default to others. Will do things with all my heart, even if there is a problem, although angry but embarrassed to blame and punishment, or use the piece-rate method to evaluate employees instead of strengthening planning and review.
Senior managers are mainly responsible for distributing worries upwards, such as supporting the boss in formulating strategies and promoting implementation, and improving team performance from the perspective of cost-effectiveness. In this process, the first pitfall is not figuring out that their first team is an executive headed by the boss They, instead of heading a team composed of subordinates, lead to failure or failure to implement the overall strategy decomposition task, such as resistance to tasks that are beneficial to the overall situation due to the interests of small departments, or failure to allocate resources to subordinates, which leads to the impact of a meeting on small matters The progress of the project, or the failure of inter-departmental communication and lubrication, or the failure to maintain the team’s emotions and confidence, and the continuous loss of personnel affecting the progress of the project, or the failure to do a good job in recruiting and training results in subordinates not being able to undertake the tasks. In short, the leadership has not delivered things. Finished, the second pit is not considering cost performance. Although the leadership arrangement is finished, there is a lack of support for the continuous improvement of the internal team or the improvement of the efficiency of the entire company. Of course, this has gone from management to operation.
Finally, let me talk about the main enemy of technology transfer management, not the picky bosses of the buddhist subordinates, but the leaders of other business lines who are purely management-oriented. As mentioned earlier, management is to let others work and pay for themselves. , These pure management students are not a line of students. I don’t know what I can do in advance. They are very good at using resources from other departments. To put it nicely, it is called resource integration, which is to integrate other people’s resources to their own use, but the cost Still with others, most of the methods used are to throw the pot to others. After squeezing your value, you still say that you are not good. I call it cloud management. There are many managers, but most of them are irresponsible or want to let them. Others are responsible, and they are the enemy of doing practical things. If there are fewer people like this, just give him two busts. If there are more people, it's better to prepare to change jobs.