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课程名称: 中层经理管理能力提升  
开课时间: 2019-03-14 
开课地区: 北京 北京 朝阳区  
价格: ¥ 4580  
培训天数: 2  
课程分类: 行政管理  
在线报名:
报名表格:
  021-61521609

 

培训对象

 公司中层经理及管理人员、储备干部、新任干部

 

 

 

课程介绍

· 概述/Overview

 

课程背景:

大多数部门经理都是从工作能力强的普通员工或者主管提拔上来的,走向管理的过程中存在如下问题:

为什么从基层提拔上来的管理人员,角色转换不过来,很难胜任相应的管理岗位?

从管事到管人与事的转变?

要掌握哪些管理技能、如何培养自己的领导力?

为什么业务或技术骨干很难快速成为优秀的管理者?

为什么老员工虽忠诚度高,对企业也了解,但成为管理者就显得力不从心?

为什么中层管理人员目标计划铺排不好,部门管理出现混乱?

为什么上、下级之间和部门之间在沟通协调上总出现问题,造成内耗?

为什么中层管理人员自己很忙,下属却很闲,或者只会自己干,不会培育下属?

为什么中层管理人员不能率先士卒,激励团队,带出一个有凝聚力战斗力的团队?

 

各部门经理、主管从来都是企业的中坚力量,是企业目标的具体执行者,在企业中起着承上启下的作用,尤其是当企业规模逐渐扩大或企业停滞不前时,都需要快速提升中层管理人员的管理能力,让他们成为企业的核心骨干,以带动整个团队的成长。

而现实工作中,中层管理人员多数没有经过专业的管理技能训练,很多人是从业务或技术骨干直接走上管理岗位,靠摸索来积累管理经验,也会由于缺乏基本的管理知识而造成失误,给企业带来时间、金钱和机会的代价。有些人对管理知识的掌握,通常也是点的,缺乏系统的管理知识架构,中层管理团队的水平低下已经成为很多企业发展的瓶颈,导致企业虽有很好的战略,也很难实现。

MTP(Management Training Program)是源于美国的一套完整的管理培训课程,它的特点是“关注管理的全过程”和“知行合一”,二战后被日本、台湾广泛应用并取得满意效果。进入中国后,经过了本土化的过程。本人联系中国企业现状,对课程做了进一步的优化和完善,已经在中石油、中国邮储银行、美的集团、太平财险做了几百场的培训。因为何老师运用了德鲁克管理精髓、教练技术、顾问技术、NLP、九型人格等现代高效的管理工具,让这个课程目前成为在企业界享受良好口碑的经典课程。

 

Curriculum background:

Most department managers are promoted from ordinary employees or supervisors with strong working ability. There are the following problems in the process of their management:

Why is that managers promoted from the grass-roots level cannot change their roles and are not qualified for corresponding management positions?

The transition from being in charge to being in charge of people and things?

What management skills do you need to master and how do you develop leadership?

Why is it difficult for a business or technology backbone to become a good manager quickly?

Why old employee loyalty is high, also knows to enterprises, but become managers is not?

Why is the middle managers have poor planning and their department management is in chaos?

Why are there always problems in communication and coordination between upper and lower levels and departments, causing internal consumption?

Why is it that middle managers are busy themselves, while subordinates are idle, or just do things by themselves, and don't cultivate subordinates?

Why can't middle management take the lead, motivate the team, and bring out a cohesive and effective team?

 

Department managers and supervisors are always the backbone of the enterprise, are the enterprise target specific practitioner, play an essential role in the enterprise, especially when the enterprise scale is gradually expanding or stagnant, all need to rapidly promote the management of the middle management ability, let them become the core of the enterprise backbone, to drive the growth of the whole team.

In real work, most middle managers without professional management skills training, a lot of people from the business or technical backbone directly onto the management job, rely on groping to accumulation of management experience, mistakes will be caused by lack of basic knowledge of management, bring the cost of time, money and opportunity. Some people’s command of management knowledge, are often point, lack of system management knowledge structure, the low level of middle management team has become the bottleneck of development of many enterprises, lead to the situation that enterprise has a good strategy, but it is difficult to achieve.

MTP(Management Training Program)is a complete set of management training courses originating in the United States,it is characterized by "attention to the whole process of management" and "unity of knowledge and practice". After World War II, it was widely used in Japan and Taiwan and achieved satisfactory results. After entering China, it has gone through the process of localization. I contacted with the current situation of Chinese enterprises and made further optimization and improvement of the course. I have done hundreds of trainings in CNPC, PSBC, Midea group and CPIC。Because the lecturer He use the Drucker management essence, coaching technology, Consultant technology, NLP, Enneagram of personality and other modern and efficient management tools, to make this course to be the classic courses in the corporate world and enjoy a good reputation.

 

课程收获:

让中层管理人员了解到优秀管理者应该是什么样的在心理上,真正实现优秀员工、业务骨干向优秀管理者的过渡掌握系统思考能力

对部门工作懂得如何策划铺排,有条不紊地开展

提升上下级和各部门之间的协调沟通能力

学会组织管理、团队建设,合理利用本部门的人力资源,优化配置

提高目标、计划、时间、执行、控制等管理能力,从而提高团队整体效率

提高培育员工的能力,让团队人尽其才,物尽其用,充分发挥团队资源

提升激励员工的能力,让员工和管理者一起动起来,打造自动自发的团队

提升个人的领导力,拥有权力之外的影响力,激发团队,支持公司实现整体目标

 

Course Benefits:

Let middle managers know what good managers should be in mind,to truly realize the transition from excellent employees and business backbone to excellent managers and master the ability of systematic thinking

Know how to plan and arrange the work of the department in an orderly way

Enhance the coordination and communication ability between superior and subordinate and all departments

Learn to organize management, team building, utilize the human resources of the department and optimize the allocation

Improve the management ability of goals, plans, time, execution, control and so on, so as to improve the overall efficiency of the team

Improve the ability to cultivate employees, so that team members make the best of their talents, make the best use of everything, and give full play to team resources

Improve the ability to motivate employees, to motivate employees and managers to work together to build an autonomous team.

Improve personal leadership, have influence beyond power, motivate team, and support the company to achieve overall goals

 

课程对象:公司中层经理及管理人员、储备干部、新任干部

Curriculum Object:The company's middle managers and managers, reserve cadres, new cadres

 

授课方式:案例体验+实战方法+录像观赏+角色扮演+提问互动+分组讨论+精彩点评

Teaching Method:Case study + Practical Method + Video Vewing + Role Playing + Question and Interaction + Group Discussion + Brilliant Comments

 

授课特色:气氛活跃互动,内容启发顿悟,方法实用可操,设自由问答时间解决实际困惑

Teaching Characteristics:Active Interaction Atmosphere ,Content Inspires Insight,Method is practical and operable,Set free Q&A time to solve practical puzzles.

 

课程时间:2天

Course Duration:2 Days

 

 

 

· 活动纲要/Outline

 

第一部分 优秀管理者的素质模型和管理者的角色认知--帮你实现管理者的心理定位

1、优秀管理者的素质模型

2、管理的实质意义

3、优秀员工、业务骨干和优秀管理者的区别

4、从优秀员工、业务骨干到优秀管理者的五个转变

5、优秀管理者的正确角色与错位角色

6、五级领导人的特征

7、企业发展到不同阶段对中高层能力的不同要求

8、中层管理者在企业中所处的位置和应起的作用

9、管理者应该有的意识和心态

10、游戏分享:从体验式游戏中看中层的常见问题,清晰中层角色、作用和责任

Part 1 The competence model of excellent managers and role recognition of managers-- Help you achieve your manager's mental positioning

1、The competence model of excellent managers

2、The essence of management

3、The differences among outstanding employees, business backbone and outstanding managers

4、Five changes from outstanding employees, business backbone to outstanding managers

5、The right and wrong roles of good managers

6、Characteristics of leaders at the fifth level

7、Different requirements to middle and high-level managers competence when enterprises develop to different stages

8、The position and role of middle managers in enterprises

9、Awareness and mentality that the managers should have

10、Game Sharing:Find common middle level problems in experiential games,clear the roles, function and responsibilities of middle management.

 

第二部分 管理者的管理技能

一、系统思考能力---帮你学会对部门工作做系统铺排,有序开展,步步为营

1、作为管理者应具备的全面系统的思维结构

2、系统思考的三个方面

3、系统思考的结构化分解思路

4、案例讨论:面对部门工作目标,或一项重要任务,如何通过系统思考做整体铺排

Part 2 Management skills of managers

Ⅰ、System thinking ability --- Help you learn to make a systematic arrangement for your department's work,in an orderly manner,consolidate at every step.

1、As a manager should have a comprehensive and systematic thinking structure

2、Three aspects of systematic thinking

3、Structured decomposition of systematic thinking

4、Case Discussion:Facing the department's work objective, or an important task, how to make the overall arrangement through systematic thinking

 

二、目标计划时间管理能力---帮你学会设定目标,铺排计划,合理利用时间的方法

1、计划管理的PDCA管理循环

2、目标管理SMART原则

3、计划分解的5W2H方法

4、管理工具--甘特图的应用

5、高效时间管理的20个方法

6、案例分析:一个计划实施无效的问题根源在哪里

Ⅱ、Time management ability of target and plan --- Help you learn how to set goals, arrange plan, and use your time wisely

1、PDCA management cycle for planning management

2、SMART principle for goal management

3、The 5W2H method of plan decomposition

4、Management tool -- The application of Gantt chart

5、20 ways to manage your time efficiently

6、Case analysis:What is the root cause a plan implementation is invalid?

 

三、团队建设与组织管理---让你带出优势互补、精干高效的团队

1、优秀团队的特征

2、组织形成的五个条件

3、组织的四层次—执行力中常被忽视的重要层次

4、部门组织设计和人员安排上,做到精干高效的实用方法

5、团队内如何做到人岗相配,优势互补,人力资源最大化

6、组织内上下级指挥汇报系统的五原则

7、授权中常见的八种现象

8、有效授权的七个层次

9、案例讨论: 上司交给下属任务,下属为何无从下手?

Ⅲ、Team building and organization management --- Let you bring out complementary advantages, highly capable and efficient team.

1、Characteristics of a good team

2、Five conditions for organization formation

3、Four levels of organization—An important level of execution that is often overlooked

4、In the department organize design and the personnel arrangement, achieves the fine and efficient practical method.

5、How to match people and posts within the team, complement each other's advantages and maximize human resources.

6、Five principles of the superior and subordinate command and reporting system within the organization

7、Eight common phenomena in authorization

8、Seven levels of effective authorization

9、Case discussion: Why can't subordinates start when their superiors give them tasks?

 

四、培养员工的能力---让你不但自己会做,还能教会员工,把你的下属培养起来

1、培育主体应有的心态定位

2、四种员工(有心无力,有力无心,有心有力,无心无力)的培养重点

3、三种方式培养员工的关键点:OJT(岗上培养) + OffJT(集中培训)+SD(自我启发)

4、如何制定培育计划

5、岗上指导的五个步骤

6、工作中教导的六个时机

7、新员工培训的六个要点

8、案例分析:学员在实际培养员工方面所遇到问题的现场解答

Ⅳ、Develop the ability of employees --- Not only will you be able to do it yourself, but also able to teach your employees, to train your subordinates.

1、Cultivate the mentality positioning that subject should have.

2、Four employees(strong in will but weak in power,strong in power but weak in will,strong in power and will,weak in will and power)develop key

3、Three key ways to train your employees:OJT(On the Job Training) + OffJT(centralized training)+SD(Self Development)

4、How to develop a breeding program?

5、Five steps of On the Job Training

6、Six opportunities to teach at work

7、Six keys to new employee training

8、Case analysis:Students provide on-site answers to problems encountered in the actual training of employees

 

五、沟通协调能力---帮你掌握沟通技巧,让团队减少内耗,协同一致完成目标

1、以案例说明 沟通中常见现象及障碍点分析

2、达成良好沟通应该具备的四大心态

3、沟通中常见四大误区

4、沟通中应掌握的十点人性

5、沟通中应掌握的十点技巧

6、单向沟通、双向沟通和全方位沟通的效果区别

7、与上司沟通的五个要点

8、与下属沟通的五个要点

9、跨部门沟通的难点分析及五部解决方案。

10、如何转化批评为鼓励,如何利用欣赏让员工更好发挥特长

11、对不同性格人如何调整沟通风格以达到沟通目的

12、案例讨论:企业中常见的主管与下属冲突问题的解决

13、现场解决客户实际工作中存在的沟通难题

Ⅴ、Communication and coordination ability --- Help you master your communication skills, so that the team can reduce internal consumption and achieve the goals together.

1、By case study Analysis of common phenomena and obstacles in communication

2、Four psychology of reaching good communication that people should have

3、Four common misconceptions in communication

4、Ten human nature to master in communication

5、Ten tips to master in communication

6、The difference among one-way communication, two-way communication and omnidirectional communication

7、Five keys to communicate with your boss

8、Five keys to communicate with subordinates

9、Analysis of difficulties in cross-departmental communication and five solutions.

10、How to turn criticism into encouragement,how to use appreciation to let employees can make better use of their talents.

11、How to adjust the communication style for different personalities to achieve the communication purpose

12、Case discussion:Resolving conflicts between supervisors and subordinates in enterprises

13、Solve the real working problem of communication on site

 

六、有效激励员工—让员工从“要我干”到“我要干”,打造自动自发的高意愿团队

1、激励的原理:刺激—需求—行动

2、激励理论:XY理论、公平理论、双因素理论、成就理论、期望理论、需求理论

3、激励中的常见误区

4、不同层次员工的不同需求

5、工作中激励的六种方式

6、案例讨论:如何让员工积极、高意愿地接受公司的挑战性任务

Ⅵ、Stimulate employees effectively—Let the staff from “want me to work”to “want to work”, create self-motivated and self-willing teams

1、Principle of motivation:Stimulate—Demand—Action

2、Incentive Theory:XY theory、Equity theory, Two-factor theory, Achievement theory, Expectation theory, Demand theory

3、Common misconceptions in motivation

4、Different needs of employees at different levels

5、Six ways to motivate at work

6、Case discussion:How can employees be motivated to take on challenging tasks actively and with high willing

 

七、执行与控制---帮你加强过程控制,提高执行力,确保目标的实现。

1、执行中的常见八大误区分析

2、如何从心态上提高执行力

3、如何从行为习惯上提高执行力

4、如何从制度的制定与执行上提高执行力

5、控制三环节:事前(预测问题)、事中(解决问题)、事后(例外事件例行化)

6、案例分析:从“质量事故”和“计划拖延完成”看,如何进行过程控制,以避免死后验尸

Ⅶ、Implementation and Control --- Help you strengthen process control, improve execution, and ensure your goals are met

1、Analysis of eight common misconceptions in implementation

2、How to improve execution from mentality

3、How to improve execution from behavior habits

4、How to improve the implementation from the system formulation and implementation

5、Control three links:Ex ante(forecasting problem)、Interim(solve the problem)、Expost(Exception events are routinized)

6、Case analysis:From Accident due to quality and Delayed completion,find how to do process control,to escape check again after things done.

 

第三部分 领导力素质提升—让管理者拥有影响力,带出一个有凝聚力战斗力的精英团队

1、领导力之道 & 领导力之术

2、领导与管理的五大区别

3、领导的软权力与硬权利

4、提升个人影响力的五个方面

5、领导的四种类型

6、情境领导:针对不同任务、不同员工的状况,调整领导风格

7、九型领导:针对不同性格的员工,调整领导风格

8、教练型领导的核心:“人”的问题解决了,才能从根本上解决“事”的问题

9、角色扮演:针对四种员工做领导风格的调整

10、视频分析:从一段视频感悟,何为领导的魅力

Part 3 Improving leadership quality—Let managers have influence and bring out a cohesive and effective elite team

1、The value based leadership & The art of leadership

2、Five major differences between leadership and management

3、Soft power and hard power of leadership

4、Five areas of personal influence

5、Four types of leadership

6、Situational leadership:Adjust the leadership style according to the situation of employees with different tasks

7、Nine types of leadership:Adjust your leadership style for employees with different personalities

8、The core of coaching leadership:Only when problems in people are solved can we solve the problem in things fundamentally

9、Role Play:Adjustment of working leadership style for four types of employees

10、Video analysis:From a video, understand what is the charm of leadership

 

 

 

师资介绍

何老师Lecturer He

 

中层管理技能、中层领导力、中层执行力训练专家

曾任500强企业集团高管经历

香港城市大学、中国人民大学、厦门大学特聘讲师

中国人民大学工商管理(MBA)硕士研究生,从事企业管理二十年,曾任500强企业集团高管,有丰富的企业内训培训经验,近年来专注中层干部综合素质的提升,基于多年的实战管理经验,近几年已在国内知名企业做中层管理技能、中层领导力、团队执行力、有效沟通等方面的培训,是典型的实战派讲师。

 

Middle management skills, middle leadership and middle executive training experts

Experience as a top executive of a fortune 500 company group

City university of Hong Kong, Renmin University of China and Xiamen University distinguished lecturer

Master degree in business administration (MBA) in Renmin university of China,has been engaged in enterprise management for 20 years, has been a senior executive of the top 500 enterprise groups and has rich experience in internal training. Focus of the ascension of the comprehensive qualities of middle-level cadres in recent years, based on years of practical management experience, in recent years has been in the domestic well-known enterprise to do training in middle-level leadership, team executive force for middle management skills, effective communication and other aspects of training, is a typical practical lecturer.

 

主讲课程:

《中层管理技能(MTP)》、《中层“顾问+教练”型领导力提升》、《中层提高执行力的八大关键》、《有效沟通与跨部门协作》、《员工职业化心态与素质提升》、《高绩效团队的建设与打造》、《高效能人士的七个习惯》、《目标制定与执行到位》、《8090后员工管理》

 

Main Course:

《Middle Management Skills (MTP)》、《Middle Management Consulting + Coaching Leadership Improvement》、《The Eight Keys to Improving Middle Management Execution》、《Effective Communication and Cross-departmental Coordination》、《Professional Attitude and Quality Improvement for Employees》、《The Construction and Construction of High Performance Team》、《The Seven Habits of Highly Effective People》、《Goal Setting and Implementation in Place》、《The Staff Manages in 80 and 90’s Staff》

 

授课风格:

1、有500强企业的实战管理经验,对具体实操有很多实用实效的方法。

2、授课极具启发性,是国内少有的既懂顾问技术,又懂教练技术的老师,既能解决课堂上涉及的问题,又能引发学员反思个人的心智模式,产生顿悟。

3、课堂上一定安排自由问答时间,面对学员在工作中常遇到的各种棘手问题,从容给出成熟、系统的解决方法。

4、敏锐度极高,对所培训团队的整体状况,有清晰敏锐的洞察,课后会给企业领导者一些有价值的建议。

5、台风稳健,作风严谨负责,与学员有良好的互动,幽默互动中既活跃了课堂气氛,又透着智慧,有些见解让人受益终生。

 

Training Style:

1、With practical management experience in top 500 enterprises, there are many practical and effective methods for specific practices.

2、Teaching very enlightening, is one of the few domestic consultant know both technology and coach technology, can not only solve the problems of the involved in class, and can cause students reflect on individual mental models to get understanding.

3、Free Q&A time will be arranged in class. In the face of all kinds of difficult problems that students often encounter in work, mature and systematic solutions will be provided

4、Highly sensitive, with a clear and keen insight into the overall situation of the team being trained. After class, some valuable advice will be given to business leaders.

5、Class style is steady, rigorous and responsible, and has good interaction with students. In the humorous interaction, the classroom atmosphere is active. There are insights that benefit people throughout their lives.

 

培训客户:

中国移动内蒙古分公司、河南邮政、北京朝阳区医疗服务中心、贵阳证券、广州国家心理学机构、国药中生股份集团、太平财产保险、河南煤化建设集团、重庆西经教育、中国航天五院、中海油北京公司、北京大地集团、深圳航天创新研究院、 哈尔滨东易日盛宏宇装饰公司、河南正弘置业房地产、海南荣丰置业房地产公司、海南省交通厅、 四川省科技厅、广电运通、联想集团、中健医药公司、北京九洲通、上海华东机械、步步高电子、 山西恒大药业、武汉商业银行、新乡拓新生物、北京泓达装饰、深圳宏硕伟、美的集团、深圳伙伴地产、北京泰德电子、广西方盛实业集团、所工作的集团内近100家企业(化工、矿业、房地产、酒业、食品、医药、金融)……

 

Training Clients:

China Mobile Inner Mongolia Branch、Henan Postal、Beijing Chaoyang District Medical Service Center, Guiyang Securities, Guangzhou National Psychological Institute, Sinopharm Zhongsheng Group, Taiping Property Insurance, Henan Coal Chemical Construction Group, Chongqing Xijin Education, China Aerospace Academy, CNOOC Beijing Branch, Beijing Dadi Group, Shenzhen Aerospace Innovation Research Institute, Harbin East Yiri Shenghongyu Decoration Company, Henan Zhenghong Real Estate Co, Hainan Rongfeng Real Estate Co, Hainan Provincial Department of Communications, Sichuan Provincial Department of Science and Technology, GRG Banking, Lenovo Group , Zhongjian Pharmaceutical Co, Beijing Jiuzhou, Shanghai East China Machinery and Electronics, Shanxi Evergrande Pharmaceutical Industry, Commercial Bank in Wuhan, Midea group, working in the group of nearly 100 enterprises(Chemical, Mining, Real Estate, Wine, Food, Medicine, Finance)……