What qualities do you think a good manager should have? How to cultivate!

Six abilities that managers should possess:

1, communication skills. In order to understand the interaction of employees in the organization and listen to the voices of employees, a manager needs to have good communication skills, of which "being good at listening" is the most important. Only in this way can subordinates not alienate themselves from Germany or dare to put forward constructive suggestions and requirements. Managers can also know whether their communication skills are successful through their subordinates' sense of identity, understanding and * * *.

2. Coordination ability. Managers should be sensitive to the emotions of their subordinates and establish channels for persuasion and venting. Don't wait until the opposition deepens and the contradictions expand before rushing to deal with them. In addition, managers should resolutely solve serious conflicts or contradictory events that may expand the opposite. Even when the situation is unclear, we should take immediate measures to cool down and use appropriate and effective strategies to resolve conflicts immediately after we understand the situation. As long as we master the preemptive right and the initiative to eliminate contradictions, any form of opposition can be easily solved.

3. Planning and integration ability. Managers' planning ability focuses not on short-term strategic planning, but on long-term planning. In other words, a good manager must have a vision, have a vision, can't see the present but can't see the future, and let employees know the company's vision in time, so as not to let employees lose their way. Especially in decision-making and planning, we should properly use the integration ability, effectively use the wisdom of subordinates and existing resources, and avoid manpower waste.

4, decision-making and execution ability. In the democratic era, although there are many things suitable for collective decision-making, managers often have to make independent decisions, including allocating work, coordinating manpower and solving employee disputes. This often tests the decision-making ability of managers.

5. Training ability. Managers must be eager to have a strong work team, therefore, cultivating outstanding talents has become an important task for managers.

6. Control ability. There is a saying: "A leader will not set up an enterprise, but he will set up an organization to set up an enterprise." According to this statement, the prerequisite for being a manager is to be able to build a team in order to further establish an enterprise. But no matter how complicated and changeable the role of managers is, winning the trust of employees is the first condition.

The management skills that managers need mainly include:

1, technical skills

Technical skill refers to the understanding and proficiency of a specific activity, especially the skills related to 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).

2. Personnel skills

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.

3. Ideological skills

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 take the overall situation into account, judge important factors and understand the relationship between these factors.

4. Design skills

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.

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.

-96 articles refining the quality of excellent managers.

I. Basic spirit

1. Take rationalization as the goal.

2. Dedication

3. The concepts of quality and number.

4. Be good at time management and have a sense of time

In the end, the spirit of Excellence is even better.

6. Overall planning, cost-effectiveness, humanized management and ABC principle.

7. Identify with the company's business philosophy, and correct the ambition, ideal and direction.

8. Start from the basics, don't be afraid of hardship, and don't aim too high.

9. People can't and don't want to do it, but do it well.

10. Ask me how much I can get first, and then ask me what I can do for the company.

1 1. Treatment is a by-product of job performance: first-class talents create first-class profits, and first-class profits are first-class treatment.

12. Positive attitude

13. Loyalty and responsibility

14. Be a man and do things with principles and priorities.

15. Make achievements in employment, regardless of grades.

16. Always be grateful.

Second, about work.

17. Recognize the objectives and implement management by objectives.

18. Do a good job in independent management and inspection.

19. Work standardization and management institutionalization

20. Analysis of working hours and rationalization of personnel

2 1. Innovation and breakthrough

22. Independent and decisive

23. Try to absorb new working knowledge and new methods.

24. Computerize homework as much as possible.

25. Put your heart and soul into your work.

26. Do a good job in P-D-C-A management cycle.

27. Thoroughly implement schedule control to ensure that the work is completed within the time limit.

28. Do a good job in 5S rectification management.

29. The tools are complete and properly maintained.

30. Fair and reasonable work distribution

3 1. Check performance at any time

32. Pay attention to data and be good at statistical analysis.

33. Pay attention to safety and confidentiality

34. Respect the suggestions of subordinates as much as possible.

35. Study how to improve the work.

36. Must have the knowledge needed for the job.

37. Careful planning

38. Carefully check and take improvement measures.

Third, about the boss.

39. Try to correct the boss's misunderstanding.

40. If there are any ambiguities in the orders or policies issued by superiors, we should understand them.

4 1. Have confidence in the company and the boss.

42. Carry out the boss's orders

43. Don't bother your boss.

44. Any problem solved by an individual should be reported to the superior.

45. Be prepared and keep abreast of the situation.

46. Don't criticize the company and the boss behind their backs.

47. Take full responsibility for the work of this unit without any explanation.

48. Problems that need to be asked for instructions from superiors should be reported for discussion as soon as possible.

49. Regularly report the work process and results.

Fourth, about colleagues.

50. Mutual cooperation and assistance

5 1. Do not infringe upon the duties of other units.

52. Successful and effective conference management.

53. Good interpersonal and communication skills.

54. Exchange knowledge and views.

55. Maintain close contact and coordination with other units.

56. Balance appropriate organizational capacity.

57. Be sincere and enthusiastic about your colleagues.

58. At the same time understand the job.

59. If necessary, they can perform the duties of agents.

60. Accept colleagues' criticisms and suggestions.

5. About subordinates.

6 1. Responsibility to motivate subordinates to work

62. Cultivate team spirit and morale.

63. Don't be stingy with words of encouragement and praise.

64. Maintain discipline

65. Accept consultation and discussion on personal deployment issues and help solve them.

66. Treat subordinates fairly

67. Reward subordinates and cultivate correct hobbies and entertainment methods.

68. Orders and instructions should be sincere and clear.

69. Let subordinates know the working policy and purpose.

70. Reward and implement the improvement proposed by subordinates.

7 1 Cultivate everyone's strengths and make use of his weaknesses.

72. Avoid punishment and scolding.

73. Education and training deployment

74. Training agents

75. Tell your subordinates as much as possible about them.

Clearly point out everyone's responsibilities.

77. Select talents, train talents, use talents and retain talents.

78. Care for subordinates and understand them.

79. Give full play to one's talents, find a correct position and allocate work according to one's ability.

Sixth, how should we deal with ourselves?

80. Get rid of superiority and vanity

8 1. Establish and maintain a good image

82. Have a sense of humor and be eloquent.

83. Keep learning and enrich yourself.

84. Success without complacency

85. The supervisor must take full responsibility.

86. Don't speak ill of your subordinates

87. Don't collude and take advantage of opportunities.

88. Always be calm.

89. Be aware of inferiority complex.

90. Don't be frivolous.

9 1. Self-health management, full of energy.

92. Choose good, stubborn but not persistent, normal.

93. Set an example by example everywhere.

We should be aware of our shortcomings and overcome them.

95. Don't let your people quarrel.

96. Calm, careful and unhurried.