What Does a Department Manager Do?

The department manager is a manager who coordinates the allocation of resources within the department and within the enterprise.The main responsibility is to be responsible for the overall performance of the department.

Department manager

Although the department manager has little power and average position, there are only a few people under him, but he is responsible for the upper part and the lower part.

In the organizational structure of an enterprise, department managers are at the middle level. They need to report to senior management, strive for the company's resources and executive support, and need to manage the department team so that the team completes the department's KPIs on time and quality. And allow employees to develop well. So how do department managers do a good job of managing the past?

First, department managers need to be very clear about their role positioning and transformation.

Many of the company's department managers are promoted from excellent professional employees. Many department managers have not been able to achieve the transformation from employees to management positions and from technical positions to management positions. The thinking and starting point of thinking and solving problems have remained on the basis of formerly excellent employees and technical experts.

Many department managers have rich professional knowledge and work experience, and are good at providing business guidance and professional training to employees, but they lack effective methods to motivate and order employees to complete their work. They are very confident in their professional knowledge and skills, and believe that they can bring a good team from a professional perspective. As a result, many department managers are at best just an excellent technical manager. Lack of research in management, sociology, and psychology and human resource management. After an excellent employee or technician rises to the position of department manager, he needs to quickly adapt to his role change and quickly reposition himself.

The most important responsibility of a department manager is to lead the department team to complete the KPI issued by the company.

Some department managers are very confident in completing their own KPIs, and they are doing an excellent job, but often they cannot lead the department team to complete the department KPIs. Department managers need to think in a holistic and co-ordinated way of thinking. Many people obviously lack this. The starting point for thinking about the problem should be the department, not your individual; the department plan, not the personal plan; the resources needed by the department, not the resources that the individual wants; the growth for the team Do more thinking than personal growth.

Second, department managers need to have good upload and release capabilities.

Many companies have very good visions, corporate culture, management systems and processes, and the top management is also very good. They have very good personality charm and management capabilities, but they are not felt by the employees. The employees do not recognize the company and their passion And motivation is not fully realized. This is a problem with the upload of the department manager.

For department managers, they need to acknowledge the company's vision, corporate culture, management system and processes from the bottom of their hearts, and then they must be instilled in their employees attentively and often. Many department managers and employees do not communicate well enough. Many good aspects of the company have been terminated by themselves, and they have not been well transmitted to employees.

At the same time, the department manager needs to use a variety of communication methods, formal and informal; at work, in life, etc., to effectively report the employees' ideas and needs to the senior management of the company, so that the company knows the voice of the employees.

Third, strict department plan management and supervision.

For department managers, detailed departmental annual plans, monthly plans, and weekly plans must be worked out, and employees must be made aware of these plans, and the plans must be broken down into each employee. If this is not possible, employees will not feel the tasks of the enterprise, department and individual, and their execution will naturally be poor.

Creating a comprehensive and operational department plan is a challenge for department managers. Some department managers are more professional in making personal plans. However, in terms of task division, they cannot understand the strengths and weaknesses of employees, and their personality characteristics will cause problems in decomposing employee plans, leading to unreasonable division of labor.

Some department managers often fully believe in employees' consciousness after issuing the decomposed department plans, and even some department managers regard the formulation of department plans as an errand, and after they are formulated, they cannot strictly implement them, let alone the requirements. Employees. On the basis of strictly implementing the department's plan, the department manager must supervise the employees and regularly check the implementation of the employees. If the employees' implementation is not satisfactory, they need to increase the intensity and frequency of inspections.

Finally, while empowering employees, they also need to provide the resources they need to complete tasks.

Some department managers do not trust employees and do not give them authorization. And some department managers are fully authorized to do the shopkeeper. While empowering employees, they should also give them sufficient resources and guidance. Otherwise, employees will either lack the ability or lack the resources to complete the task, which will result in weak execution. Over time, employees feel the tremendous pressure of KPIs and will even leave the company.