As mentioned in the previous series of articles, the realm of management can be broadly divided into three levels: Taoism, law, and art. Of course, there is also the saying of "Tao, law, art, and instrument". Top management, basically at the level of the Tao; Middle-level management, which is relatively close to the level of law; The grassroots management and execution level is more in line with the level of technology. The three levels correspond to the levels of strategy (Tao), tactics (law) and combat (art).
Managers at all levels need to do their jobs welland moreLook at the problem at a higher level
technology, which is generally a microscopic level of skill, can usually be acquired in a variety of ways. If it is placed on the battlefield or on the field, it corresponds to the level of battle. If it is placed in the workplace, it is usually concerned and applied by beginner professionals, or some executive level workers.
Grass-roots managers are more at the level of "technology". As a grassroots manager, you need to think more from the perspective of a middle-level manager, that is, you need to look at the problem from the level of "law". In this way, we can better understand the intention of the tasks issued by the middle level, and even, when we see that the tasks issued by the middle level are far from the actual situation at the grassroots level, we can also remind them in a timely manner, or give some more reasonable plans or suggestions. If the grassroots management fails to do this, it is easy to make itself a senior executive.
ActIt generally belongs to the meso-cognitive and methodical level, which requires diligent thinking, good at refining, abstracting and deducing scattered information, and forming a systematic and systematic formula. The key lies in the "whether the party can be built" is more about the construction of the party level. Once you have mastered the scientific prescription and have the support of the prescription, you can draw a counterstatement.
Third, integrate and integrate to form a more flexible and universal capacity transfer. If it is placed on the battlefield or on the field, the corresponding is the tactical level.
Middle-level managers also lie more at the level of "law". As a middle-level manager, the same is true, you need to think more from the perspective of senior managers, that is, you need to look at problems from the level of "Tao". In this way, we can better understand the strategic intent of the senior management, and when we see that some strategies or systems formulated by the senior management are far from the actual situation of the team, we can also remind and give some suggestions in a timely manner. If middle management can't do this, it's easy to get tired and thankless.
tractIt is the macro mental level, which cannot be formed by thinking ability alone, but requires a strong understanding and can be internalized in the heart. If it is placed on the battlefield or on the field, it corresponds to the strategic level. In this regard, it requires deep accumulation and strong understanding, which cannot be achieved by hard work and diligence alone. High-level workers usually need to work the level of the Tao.
For example, for business owners or executives, it is usually necessary to understand the industry situation, analyze the company's strengths and weaknesses, opportunities and risks, grasp the company's development direction and technical direction, make decisions in the general direction, and establish the company's system and process.
In the same way, top managers need to look at problems from the perspective of business managers. And we can't be satisfied with the status quo, only indulge in being the boss's microphone, don't think about the future development direction of the team, and don't optimize the system, system and process.