What Are Personnel?

Managers are people who exercise management functions in an organization, direct or coordinate others to accomplish specific tasks, and their performance is directly related to the success or failure of the organization.

manager

According to Kunz, managers ^[1]

According to the management level it is in, it can be divided into

There are two sources of managers in the organization: external recruitment and

For businesses, training is available

Most of the failures in actual authorization are not because managers do not understand the nature and principles of authorization, but because they are unable or unwilling to apply these principles. Authorization is a basic activity of management in a sense. However, research on some cases of management failure often finds that improper authorization or mistakes rank first or near first among a series of reasons, and many of the reasons for improper authorization are managers' attitudes towards authorization.

In every enterprise, managers are the elements that give life and vitality to the enterprise. Without the leadership of managers, "production resources" are always just resources and will never be transformed into products. In a highly competitive economic system, the success of an enterprise and its longevity depend entirely on the quality and performance of managers, because the quality and performance of managers are the only effective advantages that an enterprise has. l

Management responsibilities

Management is a specific organ of an enterprise. An enterprise can only make decisions, activities, and operations when its managers are making decisions, activities, and operations-as far as the enterprise itself is concerned, it is not a practical entity.

Management is an economic organ, and it is a unique economic organ of an enterprise. Every action of management, every decision and every consideration must be based on the economy.

Enterprise's primary function: economic performance. Managers can only prove the value and authority of their existence with the economic results they create. Corporate activities can produce a large number of non-economic outcomes: bringing happiness to employees, contributing to the welfare and culture of the community, but failing to create economic outcomes is a management failure. If management can't provide the products and services that customers need at the price that customers are willing to pay, it is management failure. If management fails to increase the economic resources delivered to it or at least maintain its ability to create wealth, it is management failure.

The primary function of management is to manage the business. The ultimate test management is the performance of the company. The special task of management is to make the hope of the enterprise possible first, and then try to realize it concretely. Managers are not just economic animals, they are also pioneers. Only when managers can dominate the economic environment and change the economic environment with conscious and directional actions can they be regarded as true managers. Enterprise management is also objective management.

The second function of management is to use human and material resources to create a business that can create economic value. The company must be able to produce more and better material products than the company has. It must be a true whole; greater than or at least not equal to the sum of all its parts, and its output lies in the sum of all inputs.

Manage employees and work: Work must be performed effectively, and work must be done by employees-more than purely non-technical employees to artists, from cart work to executive vice presidents are employees of the company. Organize your employees to make them work most effectively. People have unique physiological characteristics, abilities, and limited projections, so they should be given the same attention as other resources. But at the same time, people should be regarded as resources different from other resources. Each employee has his own personality and citizenship. He can control whether he wants to work, do more and less, and perform well. Therefore, he needs motivation, participation, and satisfaction. , Stimulus, reward, leadership, status and function. These requirements can only be met through management.

There is also a common element in every management problem, management decision and action. This is an additional measure, that is, time. Managers must take into account both the current situation and the long-term future.