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?
课程背景
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?
课程大纲
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
Payment 付款方式:报名后请将会议费汇款至以下账户,并在银行转账单上附注BJ20220809 或 联系商会工作人员微信付费
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
北京市朝阳区新源南路6号京城大厦
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