ability

Englishexplanation

competency:competence,referstoasetofbehaviorsperformedinataskorsituation.

ability,capacity:referstothesizeorleveloftheability.

skill:referstotheskillofdoingthings.

Explanationbyquotation

"LuShichunqiu·Suiwei":"Peoplewhoadvancewanttorewardthem,andwhentheyretreat,theyfeartheircrimes,andtheyknowtheirdeficiencies!"

"HistoricalRecords·LiSiBiography":"ShangFortunatelydidhisbesttogainthepresent."

MaoZedong's"MemorialofBethune":"Apersoncanhavegreatorsmallabilities,butaslongashehasthisspirit,Heisanobleperson."

FangJi's"ThreeGorgesAutumn"2:"TheYangtzeRivercontainsinfinitelyrichhydropower;theThreeGorgeshasformedanaturalwaterconservancyhub.ThisispartofChina'sconstructionundertakings.Itmaybecomeahugeability."

Capabilityclassification

Thisisdividedaccordingtothedifferentareasofactivityrepresentedbytheability.

Generalability

Itreferstothebasicabilitythatmustbepossessedinvariousactivities.Itensuresthatpeopleeffectivelyunderstandtheworld,alsoknownasintelligence.Intelligenceincludesvariousabilitiesthatanindividualmustpossessincognitiveactivities,suchasperception(observation),memory,imagination,thinkingability,concentration,etc.Amongthem,abstractthinkingabilityisthecore,becauseabstractthinkingabilitydominatesintelligence.Manyfactorsrestrictthelevelofcapacitydevelopment.

Specialability

Alsocalledspecialability,itisthenecessaryabilitytosuccessfullycompleteacertainspecialactivity,suchasmusicability,drawingability,mathematicsability,sportsability,etc.Eachspecialabilityhasitsownuniquestructure.Forexample,musicabilityiscomposedoffourbasicelements:musicperceptionability,musicmemoryandimaginationability,musicemotionability,musicmovementability.Thedifferentcombinationsoftheseelementsconstitutetheuniquemusicalabilitiesofdifferentmusicians.

Generalabilitiesandspecialabilitiesareinterrelated.Ontheonehand,whenthegeneralabilityisdevelopedinaspecialactivityfield,itmaybecomeanimportantpartofthespecialability.Forexample,people'sgeneralhearingabilityexistsinbothmusicabilityandspeechability.Withoutthedevelopmentofthegeneralabilityofhearing,itisimpossibletodeveloptheauditoryabilityofspeechandmusic;ontheotherhand,whilethedevelopmentofspecialability,thegeneralabilityisalsodeveloped.Observationisageneralability,butinthepainter'sbody,duetothespecialdevelopmentofpaintingability,thegeneralobservationabilityofthingsiscorrespondinglyenhanced.Whenpeoplecompletecertainactivities,theyoftenneedtheparticipationofgeneralabilitiesandspecialabilities.Inshort,thedevelopmentofgeneralabilitiesprovidesbetterinternalconditionsforthedevelopmentofspecialabilities,andthedevelopmentofspecialabilitieswillalsoactivelypromotethedevelopmentofgeneralabilities.

Reengineeringability

Itreferstotheabilitytosuccessfullymastertheknowledgeandskillsaccumulatedbythepredecessorsintheactivity,andtocarryouttheactivityaccordingtotheready-mademodel.Thisabilityisconducivetotherequirementsoflearningactivities.People'scognition,memory,operationandproficiencyinlearningactivitiesaremostlyre-engineeringabilities.

Creativeability

Itreferstotheabilitytocreateunique,novel,andsociallyvaluableproductsinactivities.Ithasthecharacteristicsofuniqueness,flexibilityandfluency.

Theabilitytorecreateandtheabilitytocreateareinterrelated.Reengineeringabilityisthefoundationofcreativeability,andnocreativeactivitycanbeproducedoutofthinair.Therefore,inordertodevelopcreativeability,wemustfirstlearn,imitate,andrecreatewithanhumility.Inactualactivities,thesetwocapabilitiesareinterpenetrated.

Cognitiveability

Itreferstotheabilityofanindividualtoreceiveinformation,processinformation,anduseinformation.Itismanifestedinpeople'scognitionactivitiesoftheobjectiveworld.Metacognitiveabilityreferstotheabilityofanindividualtorecognizeandcontrolhisowncognitiveprocess.Itismanifestedasaperson'sawareness,experienceandmonitoringofthecognitiveactivitiesthataretakingplaceintheheart.Theobjectofcognitiveactivityiscognitiveinformation,

Metacognitiveability

Theobjectofmetacognitiveactivityisthecognitiveactivityitself,whichincludeshowindividualsevaluatetheirowncognitiveactivities.Howtochoosetheexactmethodtosolvetheproblemfromtheknownpossibilities,howtoconcentrate,howtodecidetostopdoingadifficultjobintime,howtojudgewhetherthegoalisconsistentwithone'sownability,etc.

Superpowers

Superpowers,meaningthesameassupernaturalpowers,supernaturalpowers,itreferstotelepathy,perspective,foresight,thoughtpower,supernaturalpowers,andisclassifiedItisinthecategoryofparapsychology.Originallyderivedfromthetermyinandyang,theancientsbelievedthataperson’sabilitiesarelikedifferentroomsinapalace,andoneofthedoorswillopenwhenoneoftheabilitiesneedstobeexerted.ThisisverysimilartothememorypalaceofMatteoRicci.Thedifferenceisthatbesidesmemory,italsoincludesmanyotherabilities.Theancientsbelievedthatpeoplebornatdifferenttimeshavedifferentyangenergy,andthefiveelementsofapersonwillappearstrange.Therefore,itisdifferentforeachpersontoopenthedoorofability.Therefore,theancientspaidattentiontothebirthdate.SomepeoplehavealotofabilitiestoopenupwhentheYangQiisstrong,andtheyappeartobetalentedandintelligent,andsomepeoplecanonlyopenupbusinessandprosperfortune.ByusingLuoxiajingtomaketheeight-foldiceMeiqisealaccordingtothebirthdate,theYangQicanbeimproved.Aftertheeighteenthcentury,withtheadvancementofscience,themysteriouseffectsthatcannotbeexplainedbysciencearecalledsuperstitions,andtheabilityofESPhasdeclined.TheUnitedStatesnowhasanESPcoursededicatedtotrainingmanagers.Thiscourseismainlyusedtocultivatetelepathicpowersuchasperspectiveandpredictivepower.

ESPistheabbreviationofEnglishExtraSensoryPerception,whichmeans"super-sensing",andisusuallyusedasageneraltermfortelepathy,perspective,tactilepower,andpredictivepower.ESPabilityisequivalentto"thefivesensesoftherightbrain".Justastheleftbrainhasfivesenses,therightbrainalsohasfivesenses.Somepeoplethinkthatonlyafewextraordinarypeoplepossessthemagicalpower.Infact,thisistheabilitythateveryonehas.Itisjustthatthehumanbrainneocortexthatsuppressestheunderlyingconsciousnessistoodeveloped,sothattheabilityofESPissealed.Onthecontrary,theanimalbrainAlmostalltissuesaremadeupofoldcortex,sotheycanperformthisability.

ManagerAbility

Generalmanager’sgeneralself-managementability

TheworldmanagementmasterPeterDruker(PeterDruker)"Effectivemanagersarebecominganextremelyimportantresourceforsociety,andbeingabletobecomeeffectivemanagershasbecomethemainindicatorofpersonalsuccess.Thebasisforeffectivemanagersliesintheself-managementofmanagers."

Inotherwords,asthebackboneandleaderofanenterpriseandteam,ifyouwanttomanageotherswell,youmustfirstmanageyourselfwell;ifyouwanttoleadotherswell,youmustfirstleadyourselfwell.

Generallyspeaking,asasupervisor,youshouldhavenineself-managementabilitiesintermsofself-management.Youcancombineyouractualsituationandpurposefullyexerciseandimproveyourself:

1. Rolepositioningability—recognizeself-worthandclearcareerpositioning;

2. Targetmanagementability—tograsptheprinciplesoflifeandclarifythegoalsofstruggle;

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4. Timemanagementability-learntomanagetimeandachievekeycontrol;

5. Efficientcommunicationability-mastercommunicationskillstoachieveRightandleft;

6. Emotionalintelligencemanagementability-improveemotionalintelligence,harmoniousinterpersonalrelationship;

7. Careermanagementability-sortoutCareerpath,strengthencareermanagement;

8. Personalnetworkmanagementability-tomanagenetworkresources,toachievemorehelpfromthenobles;

9. HealthManagementability—promotehealthandharmonyandmaintainvigorousenergy;

10. Learningandinnovationability—continuouslearningandinnovation,continuousdevelopmentandprogress.

Generalmanager’sgeneralteamleadershipabilities

Thereisafamous"potprinciple"inmanagement.Itmeansthatyourachievementswillbeasgreatasyourleadership,andyourachievementswillneverexceedyourleadership.Napoleonalsosaidthat"thereareonlybadgenerals,nobadsoldiers".

Self-managementabilityandteamleadershipabilityarethetwobasicabilitysystemsthatmanagersmustpossess,andbothareindispensable.Ifself-managementabilityisthebasisformanagerstoachieveself-success,thenteamleadershipabilityistheguaranteeformanagerstoachieveteamsuccess."Smallsuccess"(high-performanceindividuals)canbeachievedbyimprovingself-managementskills,and"bigsuccess"(high-performanceteams)canbeachievedbyimprovingteamleadership.

Generallyspeaking,theleadershipabilityofasupervisorcanbeImproveandtrainfromthefollowingnineaspects:

1. Leadership-masterleadershipskillsandenhanceleadershipcharisma;

2. Decision-makingability-learntomakescientificdecisionsandavoidmajormistakes;

3. Performancemanagementability-attachimportancetogoalexecutionandimproveteamperformance;

4. Encouragesubordinates'ability-usemotivationalskillstoignitethepassionofsubordinates;

5. Coachsubordinates'ability-coachestrainsubordinatestoimprovetheirsubordinates'ability;

6. Authorizationability-goodatdelegationanddecentralization,practiceandrulebydoingnothing;

7. Teamlearningandinnovationability-continuouslearningandinnovation,maintainingteamvitality;

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9. Employeemanagementability-recognizeemployeeneeds,experiencehappymanagement;

10. Teamorganizationability-learnteamcoordinationandpromoteUnityandcohesion.

Differencesinability

Abilityisoneofthepsychologicalcharacteristicsofpersonality.Differentpeoplehavedifferencesinability,andtheirdifferencesaregenerallyshowninthefollowingSeveralaspects:

Differencesinabilitytypes

Eachpersonhasnotonlyonekindofability,butmanyaspects.Foraperson,amongthevariousabilitieshepossesses,therearealwaysrelativelystrongabilities,aswellasgeneralabilitiesandpoorabilities,thatis,eachperson’sabilitiesareacombinationofmultipleabilitiesinaspecificstructure.Together.Becausedifferentpeoplehavedifferentabilitystructures,therearedifferencesinabilitytypes.Ifyouanalyzefurther,eachtypeofabilityalsohasadifferenceintype.Suchasmemoryability,somepeopleareofthevisualtype,thatis,theeffectofvisualrecognitionisbetter;somepeopleareoftheauditorytype,thatis,theeffectofauditoryrecognitionisbetter;somepeopleareofthesportstype,thatis,theeffectofrememberingwhentakingactionsBetterwait.

Duetothedifferenceinthetypesofabilities,peopleoftendealwithandsolveproblemsindifferentwaysinpracticalactivities,andaccomplishthesametask,whichisoftenachievedthroughtheintegrationofdifferentabilities.Forexample,twomanagershavecompletedthemanagementworkverywell,andbothshowedgoodorganizationalskills.Amaybeabletoimplementmanagementbetterbyintegratingpersonaltechnicalskills,interpersonalskillsandspeakingskills;BmayItisthroughtheabilityofcomprehensiveinvestigation,analysisandcorrectdecision-makingthatthemanagementtaskshavebeensuccessfullycompleted.

Differenceinabilitylevel

Differenceinabilitylevelreferstothedifferenceinthedevelopmentdegreeofvariousabilitiesbetweenpeople,andthedifferentlevelstheyhave.Forexample,normalpeoplehavememoryability,andthestrengthofmemoryisdifferentfrompersontoperson;normalpeoplealsohavethinkingability,butthebreadthanddepthofthinkingarealsodifferent.Inpsychologicalresearch,somepeopledividethedifferenceinabilitylevelintofourlevels.

1. LowabilitiesPeoplewhoareweakcanonlyengageinsomesimpleractivities,andthosewhoaremoreseriousareidiotsandlosetheirmobility,andtheycannoteventakecareofthemselves.

2. Generalabilityistheso-called"moderatetalent",possessingcertainexpertise,limitedtocompletingactivitiesingeneral.

3. Abilityistohaveacertainlevelofexpertise,haveacertaindegreeofcreativity,andbeabletocompleteactivitieswell.

4. Geniusistohavehigh-levelexpertise,begoodatcreativethinkinginactivities,andachieveoutstandingandexcellentresultsofactivitiesthataredifficultforordinarypeopletoachieveDegreeandlevel.

Accordingtothesurvey,thedistributionofabilitylevelsinthepopulation:lowabilityandveryfewgeniuses,theaverageabilityaccountsforthevastmajority,andthetalentsarefew.

Differencesinperformanceofabilities

Therearedifferencesinperformanceofpeople’sabilitiesovertime.Somepeoplehavedemonstratedoutstandingabilitiesincertainaspectsduringchildhood,theso-called"precociouspuberty."Forexample,WangBointheearlyTangDynastyofourcountrywasabletogiveattheageof10andwrotethefamous"PrefacetothePavilionoftheKingofTeng"whenhewasyoung.Therearealsopeoplewhosetalentsarenotshownuntilverylate.Thisistheso-called"latebloomer".Forexample,ChinesepainterQiBaishionlyshowedhispaintingabilitywhenhewas40yearsold;Darwinonlybegantomakeresearchresultswhenhewasinhis50s,andwrotethefamousbook"TheOriginofSpecies".Therearemanyreasonsforthisphenomenon.Itmaybethatthesepeopledidnothavetheopportunitytolearnorexpresstheirabilitiesintheearlystage;itmayalsobethattheearlyintelligenceisnormal,butafterlong-termhardwork,theabilityhasbeensignificantlyimproved.

Inaddition,therearealsodifferencesinthewaypeopleexpresstheirabilities.Somepeoplehavecertainabilitiesthatareeasytoshowandareeasilyunderstoodbyothers;onthecontrary,althoughsomepeoplehavecertainabilities,itismoredifficultforpeopletodiscoverbeforetheyengageinsuchactivities.Themainreasonforthissituationisthetemperamentandcharacteroftheperson.Generallyspeaking,theabilitiesofextrovertsareeasiertobediscovered;theabilitiesofintrovertsaremoredifficulttobediscovered.

Abilityimprovementmethods

Determinegoals

Thefirststeptoimproveabilityistoclarifyfourquestions:

1. Whataremymostoutstandingabilities?

2. Whatisthemosturgentlyneededabilityatwork?

3. WhatistheabilityIlackthemostwhencomparingtheabilitythatisurgentlyneededatwork?

4. HowshouldIimprovetheselackingabilities?

Youcanlistaformandanswertheabovequestionsonebyone,sothattheabilityyoulackandthedirectionofyourfutureeffortsareclearataglance.

Makeaplan

Whenmakinganactionplan,payattentiontoseveralpoints:

(1)Reasonable,optimizedandimprovedknowledgestructure

Asupervisor’sknowledgestructuregenerallyhasthreetypes:professionalknowledge,managementknowledge,andrelatedknowledge.Onlybyestablishingandperfectingascientificandreasonableknowledgestructurecanyoueffectivelysupportandenhanceyourprofessionalcompetence

.

Thefirstcategoryisthetraditionalknowledgestructure,thatis,thestructurewithonlyacertainprofessionalknowledge.Thisistheonlyknowledgestructure,orlinearstructure.Thiskindofknowledgestructureisfarfrombeingabletomeettherequirementsofthesituationformanagers.

Thesecondtypeisthe"T"typeknowledgestructure,orcalledtheverticalandhorizontalstructure.The"vertical"heremeansthedepthofacertainprofessionalknowledge;the"horizontal"heremeansthespanorbreadthofknowledgerelatedtoacertainfield.The"T"-shapedknowledgestructurecanalsobecalledthestaticstructureofgeneralists.Iftheknowledgestructureofamodernmanagerlacksatimescalarandanindexthatreflectstherateofknowledgerenewal,itisstillincomplete.

Thethirdcategoryisthe"T"typeknowledgestructurewiththeconceptoftime,orthedynamicstructureofgeneralists.Therearethreemainmeasurementindicatorsforthistypeofknowledgestructure:depth,breadthandtime.Onlythiskindofknowledgestructureistheidealknowledgestructureformanagers.

(2)Combiningcareerandworkneedsto"makeupforshortcomings"

Generallyspeaking,Idon'tadvocate"makeupforshortcomings",Iadvocate

Useyourownstrengthsandadvantages,andlearntomakeyourstrengthslongerandbetter.Butifyourcurrentjobpositionreallyneedsthisability,youmustmakeupforthismissing"shortboard."Forexample,asaprofessionalmanager,ifyouhaveshortcomingsintheprofessionalknowledgeandabilitiesnecessaryforaprofessionalmanager,thenyouhavetomakeupforit.Forexample,communicationskillsarethemostbasicqualityrequirementsofmanagers.Ifyouwanttodevelopinamanagerialposition,youmustmakeupthislesson.Otherwise,youwillbeincompetentandyouwillnotbeabletodevelopbetter..Ifyourpersonalityandhabitscannotbechangedandyoureallycan'tmakeupthislesson,youshouldconsiderwhethertochangeyourcareerpath,suchastakingthepathoftechnologicaldevelopment.

(3)Howtorestrainoneselffromaction

Themasteryandaccumulationofknowledgemustbetransformedintopracticeandaction,otherwisenomatterhowmuchknowledgethereis,itcanonlybeTalkonpaper.Therefore,whileyouarestudying,youmustpayattentiontoapplyingtheknowledge,methodsandtoolsyouhavelearnedtoyourownmanagementpractice.Forexample,ifyouhavelearnedknowledgeandmethodsabouttimemanagement,goalmanagement,andcommunicationmanagement,youmustconsciouslydevelopanactionplanforhowtoimplementit,howtocheckyourimplementation,andhowtoimproveyourownproblemsanddeficiencies.