课程背景 Background
企业的中层管理者很多都是从员工提拔起来的，他们会做事却不一定会带人，也很少经过系统的培训，他们的经验大都是来自于复制前一任或是靠自己漫长地摸索。
因此，如何系统地培养企业中层管理者，成了当今企业的一个重要课题；谁赢得了中层，谁就赢得了企业的未来。
-如何从技术走向管理，从做事走向带人，从“游击队”走向“正规军”？
-如何从单打独斗走向团队协作，从管理者走向领导者？
Most middle-level managers in enterprises are promoted from employees. This training will help the new managers know:
How to turn from technology to management, from working to leading teamwork?
课程模型
课程大纲 Outline
一、管理者的角色定位
1. 高效团队的基本概念
2. 明确管理者的角色
3. 管理与领导的区别
4. 【经典理论】：盖洛普路径
5. 管理者做好管理的12个问题
6. 团队现状自评复盘
1.The role of managers
1. Basic Concepts of High-Performance Teams
2. Clarify the role of managers
3. Difference between management and leadership
4. Classic Theory: Gallup Path
5. 12 questions for managers
6. Team review
二、任务1：选择人
1. 管理者该如何选人、用人
2. 深度认识【优势理论】
3. 木桶原理在当今是否还适用？
4. 经验不完全代表能力
5. 员工绩效= 技能+知识+天赋才干
6. 把合适的人放在合适的位置上
2. Task 1: Choose
1. How should managers choose and employ people?
2. In-depth understanding the Advantage Theory
3. Does the barrel principle still apply today?
4. Experience does not fully represent competence
5. Employee performance = skills + knowledge + talent
6. Put the right people in the right places
三、任务2：要求人
1. 特定任务下员工发展的四个阶段
2. 员工做好工作的要素：能力和意愿
3. 工作内容诊断-披萨模型
4. 指导行为VS支持行为
5. 针对四阶段的四种授权手段
3. Task 2: Request
1. Four stages of employee development under specific tasks
2. Two core elements: ability and willingness
3. Job Content - Pizza Model
4. Guiding Behavior vs Supporting Behavior
5. Four means of authorization
四、任务3：激励人
1. 管理者激励能力调查
2. 马斯洛需求理论
3. 赫兹伯格双因素理论
4. 演练：认可员工的四步骤
5. 营造“游戏化”的组织氛围
4. Task 3 : Motivating people
1. Managerial Motivation Ability Survey
2. Maslow's theory of needs
3. Herzberg's Two-Factor Theory
4. Four Steps to Recognizing Employees
5. Create a gamification organizational atmosphere
五、任务4：培养人
1. 教练的定义及起源
2. 成功型辅导VS改进型辅导
3. 我真实的辅导情境
4. 最佳拍档模拟演练-GROW辅导模型
5. 引导师点评与总结
5. Task 4: Train people
1. Definition and origin of coaching
2. Success Coaching vs Improvement Coaching
3. My real counseling situation
4. Best Partner Simulation Exercise - GROW Coaching Model
5. Instructor comments and summaries
六、任务5：评估人
1. 认识绩效评估体系
2. 标杆企业的绩效体系分享
3. 透过结果看本质-反馈的魅力
4. 引导活动：提升团队整体绩效
5. 企业实际案例解析
6. Task 5 : Evaluator
1. Understand the performance evaluation system
2. Sharing: The performance systems of the bench-marking companies
3. Seeing the essence through the results - the charm of feedback
4. Facilitation activity: Improve overall team performance
5. Analysis of the real case
七、答疑与行动计划
7. Q&A and Action plan
讲师 Lecturer ：黑宏杰
黑宏杰先生从事培训与发展领域超过十八年，在机械制造、汽车 电子、金融和电动车行业积累了丰富的经验。他的工作领域涉及搭建 企业大学体系、落地及融合企业文化、组织发展及员工发展等，尤其 擅长领导力发展。在对领导力的研究中，他结合心理学和先进的领导 力理念，为其服务过的企业建立了有效的领导力发展平台。
Mr. Hei Hongjie has been engaged in training and development for more than 18 years and has accumulated rich experience in machinery manufacturing, automotive electronics, finance and electric vehicle industries. His work fields include building enterprise university system, landing and integrating enterprise culture, organizational development and employee development, especially good at leadership development. In his research on leadership, he combined psychology and advanced leadership concepts to establish an effective leadership development platform for the enterprises he has served.
Payment:
1. Bank transfer:
RMB Bank Account
A/C Name: 中国欧盟商会
A/C No.: 7110210182500027543
China CITIC Bank 中信银行京城大厦支行
Capital Mansion Sub Branch
No. 6, Xinyuan Nan Road
Chaoyang District, 100004 Beijing
北京市朝阳区新源南路6号京城大厦
S.W.I.F.T. Code: CIBKCNBJ100
2. Pay onsite through cash or Wechat.
Terms & Conditions:
This event has limited seating and requires registration and payment in advance. No walk-ins accepted.
Cancellation Policy:
If you cannot attend this event, please cancel your registration at least 3-working days before. If you fail to notify us of your cancellation in a timely fashion, you will be charged for event costs.
To cancel, please contact Ms. Annie Zhou at azhou@europeanchamber.com.cn.