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          中层领导力——全面管理技能提升

           文章来源:石顿企管 时间:2019-04-19 09:19
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          中层领导力——全面管理技能提升
          修炼日常管理行为、真正成为中坚力量
          课程时间: 2019年4月16-17日 上海     
          课程费用:4580元/人(含教材、午?#22270;?#33590;点)
                                                                                                                                                                                                                         
          谁来参加?                                                                                                                                                                                                
          * 中层管理者                                                                                                                                                     
          * 储备干部                                                                                                                                                        
                                                                                                                                                                                                                         
          有何收获?                                                                                                                                                                                                
          * 理解团队管理者的?#24039;?#23450;位及思维转换                                                                                                                  
          * 理解团队执行力从哪里来,并能?#34892;?#25512;动执行                                                                                                        
          * 学习在团队管理中如何展现领导力                                                                                                                      
          * 理解应用MPRS模型修炼管理行为                                                                                                                     
          * 能够列出课后行动计划                                                                                                                                      
                                                                                                                                                                                                                         
          课程时长                                                                                                                                                                                                    
          2天(14小时)                                                                                                                                                
                                                                                                                                                                                                                         
          先决条件?                                                                                                                                                                                                
          * 所带领团队中有个人贡献者,也有带人的Leader                                                                                                   
          * 之前需要参加新任主管等类似课程                                                                                                                      
                                                                                                                                                                                                                         
          为何参加?                                                                                                                                                                                                
          中层管理者如何上传下达、推动战略落地,把管理理念落实到日常管理行为中,有章可循,有迹可察。                             
          本课程利用视?#21040;?#23398;、?#24039;?#25198;演、研讨等多种教学方式,让学员有实景体验,利于理解易于迁移到工作中。
                                                                                                                                                                                                                         
          课程大纲                                                                                                                                                                                                    
          第一模块:由专业走向管理                                                                                                                                  
          * ?#29616;?#31649;理者的位置和?#24039;?nbsp;                                                                                                                                 
          - 我们的团队管理面临主观与客观方面的挑战                                                                                                           
          √ 管理者们常见的问题与困惑                                                                                                                                
          √ 视频分析:我们面临的团队管理挑战?#24515;?#20123;                                                                                                          
          - 管理干部在企业中的位置决定管理者的胜任能力与众不同                                                                                         
          √ 思考:中国象棋中的管理哲学                                                                                                                            
          √ 管理、组织、领导三者的相互关系和异同                                                                                                              
          √ 管理者的动机曲线                                                                                                                                            
          √  如何处理“将兵”关系:管理者的生存之道                                                                                                        
          * 管理者的关键任务——从专业思维转向管理思维                                                                                                    
          - 管理团队的关键任务                                                                                                                                         
          分组活动:筑塔                                                                                                                                                 
          - 管理者带领团队和面临任务时必须的思考和安排好的三个关键任务                                                                             
          √ 把握团队方向——Guide                                                                                                                                 
          √ 提升团队成员胜任程度——Enabler                                                                                                                   
          √ 控制团队秩序——Housekeeper                                                                                                                       
          - 管理思维与技术思维的区别                                                                                                                               
          √ 技术人员与管理者行为动机的差异                                                                                                                     
          √ 技术向管理转型的?#20064;?nbsp;                                                                                                                                    
          √ 按住职业发展跨越按键,从专家走向职业经理人                                                                                                      
          * ?#34892;?#31649;理的价值                                                                                                                                              
          - 执行力决定企业成败重要性                                                                                                                               
          √ 管理者能量影响范围公式                                                                                                                                 
          √ 企业发展的核心竞争力由什么来决定                                                                                                                  
          √ 执行效?#23454;?#19979;的常见症状                                                                                                                                 
          √ 企业的执行力的涵义是什么                                                                                                                                
          - 优秀管理者对组织执行力的贡献                                                                                                                          
          √ 管理者塑造执行力、提升团队工作效率的任务和?#35757;?nbsp;                                                                                              
          第二模块:让员工感觉好起来                                                                                                                                 
          * 领导力、管理力与执行力的关系                                                                                                                          
          * 管理者修炼管理能力的培养进阶模型                                                                                                                   
          - 基础管理素质的意义                                                                                                                                         
          - Guide——团队目标管理                                                                                                                                   
          - Enabler——团队激励管理、团队指导管理、团队差异管理                                                                                       
          - Housekeeper——团队控制管理                                                                                                                         
          - 管理者的“人本”导向                                                                                                                                      
          * 分组研讨:“好”的感觉                                                                                                                                  
          * 管理者的领导魅力即领导力的来源                                                                                                                      
          - 员工真正的六大内在需求与领导素质的关联                                                                                                           
          - 员工真正的需要对绩效乘数的作用                                                                                                                      
          * MPRS模型——用管理促成员工创造价值的良性循环                                                                                                
          * 在管理过程中培养领导者的素?#35270;?#39749;力                                                                                                                  
          第三模块:管理者必修的四个招式——把管理概念落实成管理行为                                                                                
          * 从M到P:给员工建立清晰的绩效期望和?#39749;?#30340;目标环境                                                                                        
          - 目标管理的起源与其对于企业的意义                                                                                                                   
          - 企业基本管理、效率管理与价值管理的核心任务                                                                                                    
          - 企业中的三种目标层次及其对组织和管理者的意义                                                                                                   
          √ 愿景目标:为团队增加动力                                                                                                                                
          √ 表现目标:SMART原则                                                                                                                                  
          √ 行动目标:行动万能表                                                                                                                                     
          √ 中基层管理者向上理解与向下传递的作用                                                                                                              
          √ 各层次目标之间的关系?#22836;?#35299;方法                                                                                                                     
          - 从愿景目标到表现目标过程中常出现的问题及解决方法                                                                                            
          √ 案例讨论:L公司的问题                                                                                                                                  
          √ 矩阵式的思?#21152;?#24037;作方法                                                                                                                                 
          √ 从第一级分歧走向第二级分歧                                                                                                                            
          √ 案例分享:“臭鼬小组”的规则                                                                                                                         
          - 用目标管理的全过程创造团队的“生命体征”                                                                                                        
          √ 实现对员工的心态管理                                                                                                                                     
          √ 团队的“生命体征”                                                                                                                                        
          √ 塑造富有激情的团队的出发点                                                                                                                            
          √ 曹操与诸葛亮的管理模式区别                                                                                                                            
          - 管理者的指导?#20064;?#21450;解除                                                                                                                                  
          √ 管理者的授权危机来源                                                                                                                                     
          √ 理解韩非子                                                                                                                                                    
          - 如何安排工作与指导工作                                                                                                                                  
          案例分析:照看商店                                                                                                                                             
          - 员工出错了如何指导                                                                                                                                         
          视频分享:如何辅导出错的员工                                                                                                                             
          * 从R到S——你了解你的员工吗                                                                                                                          
          - 相关激励理论的思?#25216;?#23454;战修订(选读资料)                                                                                                        
          案例分析:只?#24515;?#33021;欣赏我                                                                                                                                  
          案例分析:从?#24039;?#30475;团队的激励                                                                                                                             
          阅读:上帝的?#22836;?nbsp;                                                                                                                                            
          案例分析:新出台的旅游奖励政策——辛伯提期望效应理论的实战应用                                                                         
          - 赞赏的力量                                                                                                                                                     
          - 管理员工赞赏受点:符合人生发展的内在激励                                                                                                        
          - 赞赏的时机选择                                                                                                                                              
          - 视频总结:有多少管理行为让员工感觉“好”                                                                                                        
          第?#21738;?#22359;:创造高效团队管理之路                                                                                                                          
          - 团队测试:不断?#35789;?#33258;己的管理之路                                                                                                                   
          - 每天进步一点点,就是成功的开始                                                                                                                      
          - 行动计划:回去以后怎么做?(三种方式选择)                                                                                                    
                                                                                                                                                                                                                         
          相关课程                                                                                                                                                                                                    
          * 作为中层管理者的你,可能?#22815;?#23545;《非人力资源经理的人力资源管理》《教练型领导——发掘自我和他人的内在力量》?#34892;?#36259;
          * 想要在团队领导力上更进一步,你可能需要学习《成为卓越领导——构建高绩效团队》《贝尔宾团队领导力》
                                                                                                                                                                                                                         
          讲师简介                                                                                                                                                                                                    
          严 女士                                                                                                                                                             
          * 背景经历                                                                                                                                                                                                                                                                                          
          * 复旦大学工商管理硕士                                                                                                                                      
          * 国际职业规划师(GCDF)                                                                                                                                
          * 高级心理咨询师                                                                                                                                              
          * 近二十年工作经历,先后就职于正大集团、香港FAC设计、华为技术、UT斯达康通讯等大型企业,从事产品开发、
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          * 近十年来坚持不断为中、大型企业提供人力资源管理、销售及领导力等培?#23548;?#21672;询。                                                      
                                                                                                                                                                                                                         
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          “老师激情澎湃,案例运用?#24120;?#24456;棒!”                                                                                                                  
                                                                                                            ——童女士(某国资工程公司部门经理)
                                                                                                                                                                                                                         
          “案例生动 清晰明了,小组互动多!很好!”                                                                                                         
                                                                                                         ——?#25490;?#22763;(某国内货代公司部门副经理)
           
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