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              部门经理、管理干部综合管理技能提升

               文章来源:石顿企管 时间:2020-07-24 11:35
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              部门经理、管理干部综合管理技能提升
              课程时间:  2020年8月20-21日/上海
                               2020年9月10-11日/北京  
                               2020年10月29-30日/深圳 
                              2020年11月19-20日/上海
                             2020年12月17-18日/深圳

              课程费用:  3800元/人(含教材、午餐及茶点等)
              培训对象:企业副总、各部门经理、主管、各级中层管理人员、新提拔的、从专业人才转型到管理的、进一步想提高管理绩效的、晋升到高层管理以及其它预备管理人员                                                                            
                                                                                                                                                              
               引   言                                                                                                                                      
                   管理干部是企业决策实施和执行的保证 !                                                                              
                   优秀的干部既要有管理能力又要有实操技能!                                                                        
                   管理干部的成长通常要经历漫长的经验积累!                                                                        
                   本次培训快速、有效地达成管理干部的飞跃提升 !                                                                
              课 程 收 益                                                                                                               
                   新任经理、部门经理、管理干部快速职业化;                                                                        
                   学习处理领导、下属、其它部门之间的协同合作关系,处理好工作与人际关系,最大限度地发挥公司的综合实力;         
                   学习如何成为一个优秀的领导人,如何更好的带领下属完成工作目标;                                  
                   学会应用主要的管理工具(头脑风暴、SWOT、PDCA、SMART);                                     
                   如何提高下属的能力,建设高绩效的管理团队,让下属在工作中发挥更高的工作积极性和工作热情。      
                   学习目标与计划管理,迅速高效的开展工作。                                                                        
              课 程 特 色                                                                                                                                   
                   理论联系实践:再好的理论,不能实际应用,对企业没有任何作用。本次培训是在培训专家实践      
                   工作的基础上,再次上升到理论指导的高度上;                                                                     
                   操作性强:在深入理解的基础上,提炼、总结、归纳大量的管理工具性的                              
                   生动活波:理论分析、案例讨论、实例分析、角色扮演、培训游戏、故事描述等灵活多样的培训      
                   形式,在轻松愉快的环境中得到提升。                                                                                   
                                                                                                                                                             
                   课 程 提 纲                                                                                                                           
                   第一章、什么是好的管理                                                                                                        
                   一、管理的实质是什么?                                                                                                        
                   →管理的目的是让别人作事,管理好自己不是好的管理                                                          
                                                                                                                                                               
                   二、管理的基本特性                                                                                                               
                   →目的性  有效性   他人性   多样性                                                                                   
                                                                                                                                                               
                   三、什么样的管理是最适合企业的管理                                                                                   
                   →管理的方法和技术多种多样,什么样的模式才是最适合企业发展的?                                  
                   →只有找到最适合我们企业发展的管理模式,才能避免管理的盲目性                              
                                                                                                                                                               
                   四、管理、组织、领导三者的相互关系和异同                                                                        
                   →管理者、领导者到底应该做哪些事?不应该做哪些事?                                                       
                   →制度化管理与人性化管理如何结合?                                                                                   
                   →管理者和领导者每天的工作内容有什么不同?                                                                     
                   →组织的目的是什么?                                                                                                           
                                                                                                                                                               
                   第二章、如何管理工作态度                                                                                                    
                   →如何才能快速的提高下属的工作绩效?                                                                               
                   →如何让下属在主动积极,而不是被动消极?                                                                        
                   →如何让下属在工作中全力以赴,而不是全力应付?                                                              
                   →如何让下属在工作中全力想办法,而不是推卸责任?                                                            
                   →合理完善的企业制度建设是必要的重要条件;                                                                     
                   →提高下属的能力更是一个长期、持续的过程;                                                                     
                   →能不能找到一个立杆见影的方法? 现在改变马上就看到效果?                                           
                   →为什么说态度决定一切                                                                                                        
                                                                                                                                                               
                   第三章、管理角色的认知                                                                                                        
                   →每天领导的工作紧张、忙碌、而下属倒是有时间看报纸、喝咖啡                                         
                   →上级经常做了过多下属应该做的事情                                                                                   
                   →自己的事情又没有时间做好  导致工作绩效不好、目标无法完成                                         
                   ★ 理解分析 韩非子 :下君尽已之能                                                                                     
                                        中君尽人之力                                                                                     
                                        上君尽人之智                                                                                     
                                                                                                                                                              
                   第四章、领导力提升的技巧                                                                                                    
                   ★ 分析讨论:什么样的领导是一个优秀的领导?                                                                      
                                                                                                                                                               
                   一、领导权威的来源                                                                                                               
                                                                                                                                                               
                   二、领导力的八个素质特征                                                                                                    
                   1、诚信(是建立信任关系的出发点)                                                                                    
                   2、专业能力(主要是方向和决策,是领导力的基础)                                                                
                   3、关心、帮助下属(从工作、生活体现是领导力的源泉)                                                     
                   4、宽严相济(一张一弛、文武之道是领导力实现的手段)                                                         
                   5、分享成功与失败(是领导力的结果保证)                                                                          
                   6、学习提高(是领导力长远体现的根本)                                                                             
                   7、精力和热情(是激发下属的发动机)                                                                                 
                   8、坚持 (是完成工作目标的基石)                                                                                      
                   ★ 领导力的本质分析(孟子):                                                                                            
                      君之视臣如手足,则臣视君如腹心;                                                                                 
                      君之视臣如犬马,则臣视君如国人;                                                                                 
                      君之视臣如土芥,则臣视君如寇仇.                                                                                    
                   ★ 视频分析:体现领导力的核心操作问题                                                                              
                                                                                                                                                               
                   三、领导方式                                                                                                                         
                       专制型领导、民主型领导、放任型领导的特点与应用原则                                                
                                                                                                                                                                
                   第五章、如何培养下属                                                                                                           
                   →在优秀领导眼中下属个个都是人才,在平庸领导眼中下属个个都是笨蛋                              
                   →培养下属的最高原则是任用下属的优点,而不是发现下属的缺点                                         
                   →如何才能知人善用,如何才能人尽其才?                                                                            
                                                                                                                                                               
                   一、培养下属有什么好处                                                                                                        
                   1、对管理者而言                                                                                                                   
                   →可易于执行授权                                                                                                                  
                   →与部属建立互信互赖关系                                                                                                    
                   →有助于目标与任务的达成                                                                                                    
                   →有助于自己的成长                                                                                                              
                   →获得成就感                                                                                                                         
                   2、对部属而言                                                                                                                       
                   →具备晋升 条件                                                                                                                    
                   →可了解上司期待                                                                                                                  
                   →产生自信                                                                                                                             
                   →有安全感                                                                                                                             
                   →能力的提升                                                                                                                         
                   →顺利完成工作                                                                                                                      
                                                                                                                                                               
                   二、培养下属的顾虑                                                                                                               
                   →这件事我最拿手、下属不会明白我的意图                                                                            
                   →教下属的时间里,我早把事情做好了                                                                                   
                   →交给下属,我无事可做                                                                                                        
                   →交给下属,  有失败的风险                                                                                                    
                   →下属过于风光,我很难控制和指挥                                                                                      
                                                                                                                                                               
                   三、培养下属的方法                                                                                                               
                   →岗前系统培训  (心态、技能、认知、能力)                                                                     
                   →岗位示范和指导(与工作相关的技能培训)                                                                        
                   →随时随地  因材施教(启发引导,心态、能力的提升)                                                       
                                                                                                                                                               
                   四、培养下属的原则                                                                                                               
                       管理的目的不是改变人,而是任用他的才能                                                                   
                   1、确信下属有足够的能力,正面激励为主。(每天进步)                                                         
                   2、向下属布置工作时应有时清晰有时概括。                                                                          
                   3、扬善于公庭,规过于私室。                                                                                               
                   4、培养核心团队。                                                                                                                
                   5、让下属参与决策过程。                                                                                                      
                   6、防微杜渐、诛大赏小。                                                                                                      
                   ★ 案例分析:如何理解因材施教的培养原则?                                                                       
                                                                                                                                                               
                   第六章、时间管理                                                                                                                  
                   一、为什么要管理时间                                                                                                           
                   1、从企业来说—市场竞争的必然                                                                                           
                   2、从个人来说– 个体生命的有限性                                                                                        
                   二、时间管理的目标:                                                                                                           
                   三、时间管理的三个原则                                                                                                        
                       第一原则:目标管理原则                                                                                                 
                       第二原则:抓住重点原则 “80、20”法则运用                                                               
                       第三原则:工作优先级综合分析                                                                                      
                   四、时间管理的16个策略                                                                                                     
                   第1招:时间预算表                                                                                                               
                   第2招:跳出时间的陷阱                                                                                                        
                   第3招:每日工作计划表                                                                                                        
                   第4招:多用流程管理                                                                                                           
                   第5招:今日事、今日毕                                                                                                        
                   第6招:找出自己最佳工作时间                                                                                             
                   第7招:培养好的时间管理习惯                                                                                             
                   第8招:同时做两、三件事情                                                                                                 
                   第9招:决不轻易“迟到”                                                                                                    
                   第10招:没定期限就不叫工作                                                                                               
                   第11招:整理工作环境                                                                                                         
                   第12招:各种文件只看一次                                                                                                  
                   第13招:花钱买时间                                                                                                             
                   第14招:集合零碎时间做大事                                                                                               
                   第15招:休息是为了走更远的路                                                                                           
                   第16招:使用管理时间的工具                                                                                               
                                                                                                                                                               
                   第七章、管理沟通与关系协调                                                                                                 
                   →管理沟通的技巧是中层管理人员最关键也是最重要的工作能力                                            
                   →没有良好顺畅的沟通  就没有良好的工作结果                                                                     
                                                                                                                                                               
                   一、什么是沟通 ?                                                                                                                 
                   →沟通不是简单的讲话,沟通是相互的理解                                                                            
                   →有效沟通的三个基本原则是什么?                                                                                      
                   →站在对方的立场上原则    时间及时性原则  主动性原则                                                 
                                                                                                                                                               
                   二、沟通的特性                                                                                                                     
                   →双向反馈是沟通的基础                                                                                                        
                   →不同文化、不同民族、不同方向的沟通模式不同:                                                              
                   →美国式的沟通是什么模式?                                                                                                 
                   →日本式的沟通是什么模式?                                                                                                 
                   →中国式的沟通是什么模式?                                                                                                 
                   →与上级领导的沟通是什么模式?                                                                                          
                   →与下属的沟通是什么模式?                                                                                                 
                   →沟通的效果比有道理重要                                                                                                    
                                                                                                                                                               
                   三、管理沟通的种类及形式                                                                                                    
                   →管理沟通不局限于语言、非语言的沟通具有更重要的作用                                                   
                   →非语言的沟通方式会更直接、更快速、更难以作假                                                              
                   ★ 案例分析 、讨论  录像分析                                                                                              
                                                                                                                                                               
                   四、沟通的步骤                                                                                                                     
                                                                                                                                                               
                   五、不同沟通风格的管理者分析与应对                                                                                   
                   →每个人都有不同的性格,决定他的行为方式和作事原则                                                       
                   →学会了解自己、认识别人的性格,做到知已知人,才能更好的沟通协调                              
                   →有方向、讲方法与对方沟通协调                                                                                          
                   →分析型人的特征与沟通技巧                                                                                                 
                   →支配型人的特征与沟通技巧                                                                                                 
                   →表达型人的特征与沟通技巧                                                                                                 
                   →和蔼型人的特征与沟通技巧                                                                                                 
                   ★ 案例分析:分析曹操、刘备、孙权的个性与沟通技巧                                                         
                                                                                                                                                               
                   六、沟通的方向                                                                                                                      
                   →管理者与上级、同级、下属沟通的技巧                                                                               
                   1、沟通的原则                                                                                                                       
                   2、沟通的方法                                                                                                                       
                   3、沟通的障碍                                                                                                                       
                                                                                                                                                               
                   ★ 案例讨论:对上级的工作有不同的意见你应该怎么办?                                                      
                   ★ 案例讨论:上级对你的报告有反对意见 你怎么办?                                                           
                   ★ 如何「处理下级越级向你汇报」?                                                                                     
                   ★ 如何「处理部属的过失行为」?                                                                                         
                   ★ 如何「处理上司调派自己部属工作的情况」?                                                                    
                   ★ 如何「面对有能力但不听话的部属」?                                                                              
                   ★ 如何「处理上级布置超额的工作」?                                                                                  
                                                                                                                                                                   
                   讲 师 简 介                                                                                                                           
               李革增老师                                                                                                                                 
               实战型培训专家;                                                                                                                      
              深圳管理咨询协会管理专家;                                                                                                      
              外商投资协会培训专家;                                                                                                              
              中国企业联合会顾问;                                                                                                                 
               香港光华管理学院客座教授;                                                                                                     
               美国AITA认证国际职业培训师;                                                                                              
               欧洲SKP机构高级管理顾问;                                                                                                    
               企业家协会特聘培训讲师;                                                                                                        
               清华大学、北京大学特聘培训讲师;                                                                                          
                      多年从事企业高层管理与咨询工作经验,在德隆集团、深高速、美国“MOTHERS”、大型集团公司及管理顾问公司历任培训经理、行政总监、营销总监、培训总监、副总经理等职位。                                  
                      对企业管理、客户服务、品牌管理、企业文化等具有良好的培训与咨询经验;不仅具有深厚的理论知识,而且具备丰富的实践操作能力;注重对企业管理问题的分析和解决、讲求实效性和适用性。                 
                      擅长课程:《职业经理人资格认证》、《企业中层经理综合管理技能培训》《高级秘书职业化培训》、《如何成为优秀员工》、《管理沟通与工作协调技巧》                                                                            
                      培训特色:以互动、情景式培训见长,注重受训人员的感悟及参与,培训风格深入浅出、条理清晰、课堂气氛轻松、活跃、实战性强,通过各种实际案例及管理游戏等方式充分调动参训人员的培训热情。      
                      曾培训或咨询过的企业有:长江电力(三峡总公司)、深圳华为、中国电信、青岛中化集团、中石油、桑菲通讯、奥林巴斯、厦门航空、苏州三星电子、广东移动、蛇口南顺面粉、三洋机电、启明星晨、联邦快递、柯尼卡美能达、中信物业、信统光电、天华会计师事务所、南孚电池、TCL集团、海欧卫浴、江铃汽车、友邦保险、中电集团、海南马自达、壹时代传媒、创维集团、浙江金洲集团、长亮科技、联泰集团、飞利浦中国、科洋数码、佛山海纳川药业、南太集团、神龙汽车、中国石油、宁波新峰电器、威海北洋电气集团、和纪黄埔中药、河北热电、中集集装箱、三鑫股份、中信集团、美的家电、中海集团、飞利浦半导体、中国电子总公司、广西电力、上海浦东发展银行、建设银行福建支行、中国网通、北京首都机场、西门子、欧普照明、天津艾瑞斯集团、广东三友集团、石家庄华电供热集团、深圳锦峰集团、广西电力、中航地产、观澜高尔夫、天津职业经理人学院、山西关铝、福建爱普生、云南烟草、科勒、龙的家电、王老吉、麒麟啤酒、中金岭南、云天化集团、河南心连心化肥、河南瑞贝卡集团等。                                                   
               
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