淺談技術管理者的角色認知與自我管理

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很榮幸藉此機會和各位朋友分享鄙人在技術管理的一些認知和心得體會。談到技術管理，首要的一點就是管理者的角色認知問題，因此本篇文章的主要內容就是如何增強管理者的角色認知，持續提升自我管理能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作爲管理者，首要任務就是要認清自我並管理好自己，要樹立對管理者角色的正確認知，並在實際管理工作中持續提升自我管理能力，系統思考，不斷修煉，持續實踐，逐步提升個人領導力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"要學會管理並運用於實際工作中，首先要了解管理的起源，在我們國家，很多的管理思想都是藏於各類文學、哲學、史書之中，像《孫子兵法》、《論語》、《孟子》、《大學》、《中庸》、《資治通鑑》、《王陽明傳習錄》等等，裏面有非常多的管理智慧。而現代將管理的起源，其實很多時候將的是管理學的起源和發展，這個主要源自西方的古典管理理論、行爲科學理論、現代管理理論等。"}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/21/21f4bb9ceec01998526436f4ba0de00f.png","alt":null,"title":"","style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，關於管理的定義，我們可以從一些管理大師的言論、作品、思想理論中窺探一二："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#40A9FF","name":"blue"}}],"text":"弗雷德裏克·溫斯洛·泰勒認爲：“管理就是確切地知道你要別人幹什麼，並使他用最好的方法去幹。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#40A9FF","name":"blue"}}],"text":"赫伯特·西蒙認爲：“管理就是制定決策。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#40A9FF","name":"blue"}}],"text":"亨利·法約爾認爲：“管理是由計劃、組織、指揮、協調及控制等職能爲要素組成的活動過程。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#40A9FF","name":"blue"}}],"text":"彼得·德魯克認爲：“管理是一種工作，它有自己的技巧、工具和方法；管理是一種器官，是賦予組織以生命的、能動的、動態的器官；管理是一門科學，一種系統化的併到處適用的知識；同時管理也是一種文化。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那麼，針對技術管理的定義，常見的說法是："},{"type":"text","marks":[{"type":"color","attrs":{"color":"#B74919","name":"user"}},{"type":"strong"}],"text":"技術管理"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#1D6FA9","name":"user"}}],"text":"用於計劃、開發和實現技術能力，完成組織戰略和運營目標。"},{"type":"text","text":"技術管理通常是指在技術行業當中所作的管理工作，管理者一般具有較高的技術水平，同時帶領着自己所管理的團隊完成某項技術任務。管理者用自己所掌握的技術知識和能力來提高整個團隊的效率，繼而完成技術任務。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"一、管理者的角色認知"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很多的管理者都是從小白入手，經過千錘百煉，逐步成長爲管理精英。那麼，在這個過程中，就需要做好管理者的角色轉換，認清管理者的角色定位誤區，明確管理者的正確的角色定位。"}]},{"type":"heading","attrs":{"align":null,"level":5},"content":[{"type":"text","text":"1、做好管理者的角色轉換"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大部分技術管理者都是從工程師躍升過來的，因此這裏面會面臨幾個方面的角色轉換問題：一是從專才向通才轉變，二是從對事向對人+事轉變，三是從管好自己向帶好團隊轉變，四是從被安排向主動規劃轉變，五是從過程導向向目標/結果導向轉變，六是從追求個人業績向追求團隊業績轉變。"}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/49/4954129825c35aa643a5e11fd204a568.png","alt":null,"title":"","style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null}},{"type":"heading","attrs":{"align":null,"level":5},"content":[{"type":"text","text":"2、認清管理者的角色定位誤區"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在向管理者角色轉換的過程中，很容易會步入一些誤區，例如有官僚主義作風傾向，從工程師升級到技術管理者，通常會有一種這個權力的放大，容易出現急躁冒進、官僚作風凸顯等問題，由此會導致工作開展等各方面受影響。其次，也容易一味盲從地聽從下屬的意見，容易把自己定位爲民意代表。再次是依舊把自己當做一名普通的員工，和之前的工程師角色沒有任何差別。除此之外就是容易充當傳話筒。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了上述這些角色定位誤區之外，作爲技術管理者，也容易出現找藉口、推卸責任，危機意識淡薄、缺乏老闆心態等方面的問題。這些都是我們在向技術管理者角色轉換過程中要特別注意的。"}]},{"type":"heading","attrs":{"align":null,"level":5},"content":[{"type":"text","text":"3、明確管理者的角色定位"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作爲一名技術管理者，要時刻明白管理者的四種維度：一是在上級面前代表下級，二是在下級面前代表上級，三是在同僚面前代表內部客戶，四是在客戶和供應商面前代表公司。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"因此，管理者的角色定位就是明確在承上、啓下、平行三個層次上的相應定位。"}]},{"type":"image","attrs":{"src":"https://static001.geekbang.org/infoq/76/768fadc9a9f8ddcf6e79dfd2b2475ca7.png","alt":null,"title":"","style":[{"key":"width","value":"100%"},{"key":"bordertype","value":"none"}],"href":"","fromPaste":false,"pastePass":false}},{"type":"paragraph","att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