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    北京Pk赛车开奖历史: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
    分享到:
    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、午餐及茶点)
                                                                                                                                                                                                                   
    谁来参加?                                                                                                                                                                                                
    * 中层管理者                                                                                                                                                     
    * 储备干部                                                                                                                                                        
                                                                                                                                                                                                                   
    有何收获?                                                                                                                                                                                                
    * 理解团队管理者的角色定位及思维转换                                                                                                                  
    * 理解团队执行力从哪里来,并能有效推动执行                                                                                                        
    * 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??刹?。                             
    本课程利用视频教学、角色扮演、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??椋河勺ㄒ底呦蚬芾?nbsp;                                                                                                                                 
    * 认知管理者的位置和角色                                                                                                                                  
    - 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有哪些                                                                                                          
    - 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                                                                                                                     
    √ 技术向管理转型的障碍                                                                                                                                     
    √ 按住职业发展跨越按键,从专家走向职业经理人                                                                                                      
    * 有效管理的价值                                                                                                                                              
    - 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                                                                                                                  
    √ 执行效率低下的常见症状                                                                                                                                 
    √ 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难点                                                                                               
    第二??椋喝迷惫じ芯鹾闷鹄?nbsp;                                                                                                                                
    * 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质与魅力                                                                                                                  
    第三??椋汗芾碚弑匦薜乃母稣惺?mdash;—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明确的目标环境                                                                                        
    - 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和分解方法                                                                                                                     
    - 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                                                                                                                                  
    √ 矩阵式的思考与工作方法                                                                                                                                 
    √ 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                                                                                                                            
    - 管理者的指导障碍及解除                                                                                                                                  
    √ 管理者的授权?;丛?nbsp;                                                                                                                                    
    √ 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                                                                                                                          
    - 相关激励理论的思考及实战修订(选读资料)                                                                                                        
    案例分析:只有你能欣赏我                                                                                                                                  
    案例分析:从登山看团队的激励                                                                                                                             
    阅读:上帝的惩罚                                                                                                                                             
    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”                                                                                                        
    第四??椋捍丛旄咝哦庸芾碇?nbsp;                                                                                                                         
    - 团队测试:不断反省自己的管理之路                                                                                                                   
    - 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,可能还会对《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》感兴趣
    * 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、
    销售、采购、行政管理、人力资源管理等工作,历任行政经理、地区销售主管、人力资源部总监、企业大学校长等职务,
    具备丰富的实践经验。                                                                                                                                         
    * 近十年来坚持不断为中、大型企业提供人力资源管理、销售及领导力等培训及咨询。                                                      
                                                                                                                                                                                                                   
    *  擅长领域                                                                                                                                                       
    * MTP(中高阶层主管管理训练)                                                                                                                              
    * 跨部门沟通与协调                                                                                                                                             
    * 打造高效执行力                                                                                                                                              
                                                                                                                                                                                                                   
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    中国电信、中国移动、中国联通、TCL集团、DELOITTE(德勤)咨询、富士康、迈瑞、华为技术、达实智能、爱默生网络能源、
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    浦东机场燃油基建、德纳技术、锐高照明、理光数码等                                                                                                
                                                                                                                                                                                                                   
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    “老师激情澎湃,案例运用顺,很棒!”                                                                                                                  
                                                                                                      ——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!”                                                                                                         
                                                                                                   ——张女士(某国内货代公司部门副经理)
     
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