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组织中常常面临着如下困境:一位业务精湛、受人尊重的技术专家,一旦被提拔至部门领导的职位,相当一部分人会容易成为员工们批评或非议的对象。如何摆脱这种困境?除了完善相应的选聘、培训和考核制度外,作为技术出身的管理者,自身必须完成角色认知、能力结构、行为方式和职业人格这四个方面的转变。角色认知:从技术专家到管理者从专业技术人员晋升至管理岗位,职位身份的变化,职位本身的客观要求,需要管理者完成对职位角色认知上的转变。这一认识转变不可能一次完成,
Organizations often face the following dilemma: A highly skilled and respected technologist who is promoted to a departmental leadership position can easily become a target of employee criticism or criticism. How to get out of this predicament? Besides improving the selection, training and assessment system, as a manager of technical background, we must complete the four aspects of the change of role cognition, ability structure, behavior and professional personality. Role Recognition: From technical experts to managers from professional and technical personnel to the promotion of management positions, job status changes, the objective requirements of the job itself, managers need to complete the role of cognitive changes. This change of understanding can not be completed in one go,