Career Development and Management Operations Manual

Author: Zhao Nan, Shi Chenyue / Country: Mainland China
Publisher:
Publish Date: 2006-06-01
Features: This book provides a method for turning wishes into reality. By reading it, we will systematically understand how to use career planning as a tool. Therefore, for organizations that are desperately seeking to improve employee interest and efficiency, this is a book worth reading. The book contains over a hundred practical cases, is highly template-based, and offers great reference value. It also includes a detailed table of contents for easy lookup. Through this book, we will systematically understand how to use career planning as a tool. This book should become one of the most important reading materials for human resource managers in Chinese enterprises in the coming period. The book not only tells us the importance of career planning but also emphasizes how to start this work, enabling human resource managers to begin from scratch and maximize their role.
On October 5, 1841, a head-on collision occurred between two passenger trains on the railway in Massachusetts, USA. The public reaction was strong, believing that the owners of the railway companies lacked the ability to manage such modern enterprises. Later, under the push of the state legislature, the government reformed the corporate management system, selecting capable individuals to serve as corporate managers. This marked the birth of the world's first professional managers.
A professional manager refers to an individual who independently manages and operates an economic organization or department using comprehensive management knowledge and rich experience. Professional managers must not only possess professional management knowledge and extensive experience but, most importantly, excellent personal qualities—such as a strong sense of purpose, a sense of responsibility, and a high degree of loyalty to the profession of management. Excellent personal qualities are the moral standards and behavioral norms for professional managers. When a professional manager dedicates themselves to a company, their professional loyalty transforms into corporate loyalty. The loyalty of a professional manager to a company is temporary, but their loyalty to their profession is eternal.
In addition, the outstanding management and operational capabilities of a professional manager are a reflection of their knowledge, ability, and psychological qualities, and are essential for steering the company. Professional managers must have extensive knowledge, not only a solid theoretical foundation in management, economics, law, philosophy, and political science but also a theoretical basis in systems theory, cybernetics, and information theory. Modern enterprises face rapidly changing markets, so professional managers are constantly exposed to risks. This requires them to have scientific decision-making skills, including the ability to analyze and judge the essence of things, make decisions, take risks, and act decisively. They must also have an innovative mindset, a contingency mindset, and strong communication, coordination, and leadership skills. These ability, knowledge, and psychological qualities form the core of both the professional manager and the company they serve.
An excellent professional manager can help the company overcome difficulties, stimulate overall productivity, and guide the company toward healthy development. However, the number of outstanding professional managers in society is limited, and the time and material costs of recruiting talent from society are relatively high. Therefore, companies can adopt internal selection and targeted training mechanisms to cultivate reserve managers who are familiar with the company's operations and suitable for its specific conditions in advance. The cultivation of reserve managers is essentially a direct product of the company's career management of employees. Human resource managers need to identify outstanding talents with management potential within the company. After confirming that their overall conditions are suitable for the company's situation and operating environment, they should conduct a detailed analysis of their qualities, develop training plans, and provide targeted training. When the company urgently needs talent, it can mobilize these core forces to help the company develop rapidly.
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