浅谈技术管理者的角色认知与自我管理

{"type":"doc","content":[{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很荣幸借此机会和各位朋友分享鄙人在技术管理的一些认知和心得体会。谈到技术管理，首要的一点就是管理者的角色认知问题，因此本篇文章的主要内容就是如何增强管理者的角色认知，持续提升自我管理能力。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作为管理者，首要任务就是要认清自我并管理好自己，要树立对管理者角色的正确认知，并在实际管理工作中持续提升自我管理能力，系统思考，不断修炼，持续实践，逐步提升个人领导力。"}]},{"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":"要学会管理并运用于实际工作中，首先要了解管理的起源，在我们国家，很多的管理思想都是藏于各类文学、哲学、史书之中，像《孙子兵法》、《论语》、《孟子》、《大学》、《中庸》、《资治通鉴》、《王阳明传习录》等等，里面有非常多的管理智慧。而现代将管理的起源，其实很多时候将的是管理学的起源和发展，这个主要源自西方的古典管理理论、行为科学理论、现代管理理论等。"}]},{"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，关于管理的定义，我们可以从一些管理大师的言论、作品、思想理论中窥探一二："}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","marks":[{"type":"color","attrs":{"color":"#40A9FF","name":"blue"}}],"text":"弗雷德里克·温斯洛·泰勒认为：“管理就是确切地知道你要别人干什么，并使他用最好的方法去干。”"}]},{"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·西蒙认为：“管理就是制定决策。”"}]},{"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·法约尔认为：“管理是由计划、组织、指挥、协调及控制等职能为要素组成的活动过程。”"}]},{"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·德鲁克认为：“管理是一种工作，它有自己的技巧、工具和方法；管理是一种器官，是赋予组织以生命的、能动的、动态的器官；管理是一门科学，一种系统化的并到处适用的知识；同时管理也是一种文化。”"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"那么，针对技术管理的定义，常见的说法是："},{"type":"text","marks":[{"type":"color","attrs":{"color":"#B74919","name":"user"}},{"type":"strong"}],"text":"技术管理"},{"type":"text","marks":[{"type":"color","attrs":{"color":"#1D6FA9","name":"user"}}],"text":"用于计划、开发和实现技术能力，完成组织战略和运营目标。"},{"type":"text","text":"技术管理通常是指在技术行业当中所作的管理工作，管理者一般具有较高的技术水平，同时带领着自己所管理的团队完成某项技术任务。管理者用自己所掌握的技术知识和能力来提高整个团队的效率，继而完成技术任务。"}]},{"type":"heading","attrs":{"align":null,"level":4},"content":[{"type":"text","text":"一、管理者的角色认知"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"很多的管理者都是从小白入手，经过千锤百炼，逐步成长为管理精英。那么，在这个过程中，就需要做好管理者的角色转换，认清管理者的角色定位误区，明确管理者的正确的角色定位。"}]},{"type":"heading","attrs":{"align":null,"level":5},"content":[{"type":"text","text":"1、做好管理者的角色转换"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"大部分技术管理者都是从工程师跃升过来的，因此这里面会面临几个方面的角色转换问题：一是从专才向通才转变，二是从对事向对人+事转变，三是从管好自己向带好团队转变，四是从被安排向主动规划转变，五是从过程导向向目标/结果导向转变，六是从追求个人业绩向追求团队业绩转变。"}]},{"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、认清管理者的角色定位误区"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"在向管理者角色转换的过程中，很容易会步入一些误区，例如有官僚主义作风倾向，从工程师升级到技术管理者，通常会有一种这个权力的放大，容易出现急躁冒进、官僚作风凸显等问题，由此会导致工作开展等各方面受影响。其次，也容易一味盲从地听从下属的意见，容易把自己定位为民意代表。再次是依旧把自己当做一名普通的员工，和之前的工程师角色没有任何差别。除此之外就是容易充当传话筒。"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"除了上述这些角色定位误区之外，作为技术管理者，也容易出现找借口、推卸责任，危机意识淡薄、缺乏老板心态等方面的问题。这些都是我们在向技术管理者角色转换过程中要特别注意的。"}]},{"type":"heading","attrs":{"align":null,"level":5},"content":[{"type":"text","text":"3、明确管理者的角色定位"}]},{"type":"paragraph","attrs":{"indent":0,"number":0,"align":null,"origin":null},"content":[{"type":"text","text":"作为一名技术管理者，要时刻明白管理者的四种维度：一是在上级面前代表下级，二是在下级面前代表上级，三是在同僚面前代表内部客户，四是在客户和供应商面前代表公司。"}]},{"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确在承上、启下、平行三个层次上的相应定位。"}]},{"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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