Three Types Of Managers With Different Value Choices

If the decision-making level of an enterprise is determined by

In many enterprises, it is not entirely the operator's decision making mistakes that take a detour in the development of many enterprises, but because the executive layer is not strong enough, and good ideas and methods can not be implemented, so that some promising projects will be left behind.

At the same time, managers as executive layer will affect the decisions of enterprises more or less, which will affect the direction of development, the way of development and the choice of measures.

In this sense, if the manager of an enterprise constitutes the core of an enterprise, the executive as an executive layer is the backbone of the existence and development of an enterprise.

In many cases, the choice of a certain project is directly restricted by the status quo of the execution layer.

Therefore, Liu Chuanzhi, chairman of Lenovo's board of directors, stressed: "there is no right person not to do it".

The appropriate person here is not a technician or a general employee, but a manager, that is, a manager who can take charge of a certain project, be responsible for the operation of the project, and ensure the smooth progress of the project.

In a business, this kind of human resources determines the stamina of an enterprise's development.

Under normal circumstances, even high-level technicians can be recruited through high salaries, but managers can not achieve them by simply attracting high salaries.

In an enterprise, a manager should play his specific role and take on his responsibilities. This is not only related to his ability, but also to the coordination and integration of his long-term running in with the enterprise organization.

If there is no running in, it is difficult to achieve the integration and coordination with the enterprise team.

In this sense, managers are specific human resources.

Managers can be divided into three categories because of their different levels in the operation of enterprise organizations.

First, on-site supervisor.

That is to say, a person who assumes certain management responsibilities at the production and operation site of an enterprise.

Second, middle managers.

They are people who upload and communicate bridges to business decisions.

They are often responsible for a department, a unit, or an independent company or business unit.

Although they are in charge of the business side, they have been relatively wide, but the direction and way of their business management has been decided.

They only carry out specific measures in accordance with the established direction and way, and implement them through specific management.

Third, senior executives.

In general, senior executives are also participants in business decision making, and may even be absorbed into the making process of major decisions such as business policies and directions.

But they are not the final decision makers. They are not invited to participate in the discussion of business decisions. They are not solely to make their value choices reflected in business decisions. They are a democratic measure taken by business decisions to ensure that their own value orientation can be more fully implemented.

However, the difference between senior executives and middle managers is not that they have a greater impact on the business activities of certain enterprises.

They can play a decisive role in the successful implementation of decisions made by enterprises.

The three small categories of managers have their own value choices.

Therefore, they are totally different in the order of concern for the four major values of enterprises.

Because of their relatively low level of skills and knowledge, field managers are in fact not in an advantageous position in the labour market, often oversupply.

Therefore, they are very interested in their position, so they are concerned about the four major values of enterprises: risk value, reputation value, paction value, and finally the value of return on investment.

Only when the value of risk and social reputation are sufficiently high, can the development of enterprises be relatively stable so as to ensure their professional stability and stability of their career development.

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The middle level supervisor is better than the on-site supervisor.

Generally speaking, being able to become a qualified middle level supervisor has a certain talent, and this talent itself has certain scarcity.

In this case, although they will value their career development, they are more interested in their own influence and value realization.

Therefore, the value of enterprises they concern is first of all, the value of social good reputation.

If they feel that their development is confronted with obstacles, they will easily jump to a new business after they have a high reputation in the society.

This kind of social reputation itself will provide a support for the pformation of his work.

Next, they are concerned about the value of the paction gains of an enterprise.

Only when the scale of enterprises is large enough, can their career develop, and only when the scale of enterprises expands, their career development will have ample opportunities.

They will also pay attention to the value at risk of enterprises, because their career development still has a lot of space, so they do not want to go too many detours.

Their concern about return on investment is relatively low. The growth of investment returns may bring some benefits to employees through employee dividends and options, but this effect is relatively small for them.

Senior executives are different.

Those who can become top executives will have certain accumulation of knowledge, skills and abilities of enterprises, so they will become a highly scarce resource in the labor market, and they will be robbed even if they can not enter the labour market at all.

Although they will value the size of their economic returns, what they value is no longer the size of the economic benefits themselves, but the recognition of their value by the size of the economic benefits.

The main value they seek also rises to the realization of self worth and the expansion of social influence.

Their order of concern for enterprise value is thus close to managers.

They do not attach much importance to the value at risk of enterprises, because they can easily realize their value through professional pformation.

After they become top executives of specific enterprises, the space for career development in this particular enterprise has become rather limited.

Therefore, their greatest wish is to expand the scale of enterprises, so that they can gain more extensive influence and have greater personal experience capital, so that he can get a good job when changing an enterprise.