Course Background:
In 1954, in his book "The Practice of Management", he first put forward the idea of "objective management and self-control". Drucker believes that it is not that there is a goal with work, but on the contrary, it is with a goal that everyone can be determined. Therefore, "the mission and task of the enterprise must be transformed into a goal", if there is no goal in a field, the work in this field will inevitably be neglected. Many of our enterprises are implementing target management, requiring plans to be formulated according to the objectives and implemented in place, but the goals are always difficult to implement and achieve, only based on the company's strategic and operational level, the content of target management, grasp the essence of target management, formulate operational plans and supervise the implementation, in order to comprehensively improve organizational performance, support the realization of strategic goals, and ensure the long-term healthy development of enterprises.
Course Benefits:
Objective management is the focus of enterprise management, the management of the enterprise's target plan is often disconnected from the company's strategy and operation management, this course through the combination of enterprise strategy, operation and target management, so that students can obtain the core skills of target management, and can correctly and effectively design goals in the enterprise and achieve the implementation and achievement of goals.
Course Duration:2 days, 6 hours a day.
Course Target:Managers at all levels of the enterprise.
Course Method:50% of the course is taught, 30% is case analysis and group discussion, and 20% is practical Xi
Course Highlights:
Before the class, investigate the difficulties and doubts of the target management and plan implementation of the trainee unit, and conduct practical exercises throughout the whole process in combination with the situation of the trainee unit, and learn to Xi establish a goal and plan system at all levels. Combined with the lecturer's more than 20 years of valuable consulting experience, the course cases are all operated by the lecturer, and the content is authenticTargeted design of practical cases with the background of the students' enterprises, digest the course knowledge, so that the students can make mistakes in the classroom and bring back the correct methods;Group discussions, classroom exercises, interactive exchanges, and joint improvement make learning Xi an interesting process.
Course outline
Lecture 1:Goal management awareness
1. Changes in the business environment
1.Rising pressures on various costs.
2.How to be more productive.
Second, the status quo of target management of some enterprises
1.Management by objectives is a mere formality.
2.Employees feel that the goals are too high to achieve.
3.Management by objectives does not help much in practice.
4.A good performance culture is not being formed.
3. Target management cycle
1.Goal setting.
2.Duty Fulfillment.
3.Assessment implementation.
4.Application of results.
Lecture 2: Goal Formulation and Decomposition
First, the formulation of enterprise goals
1.What is more important.
2.The company's business focus area.
Second, the nature of the target
1.Quantitative objectives.
2.Qualitative objectives.
3.Outcome Goals.
4.Process objectives.
3. SMART principles for goal setting
1.Concrete.
2.Measurable.
3.Achievable.
4.interrelated.
5.for a certain period of time.
Fourth, the eight aspects of target design
1.Technological innovation.
2.Market position.
3.Production and service capabilities.
4.Finances and Assets.
5.Profitability.
6.Cultivation of managers.
7.Employee performance.
8.Social responsibility.
Classroom Exercises and Comments:Corporate goal design based on strategic and business planning.
Fifth, the decomposition of the goal
1.How to break down business goals into departments.
Classroom Case:Profit targets are broken down into sectors.
2.How to break down departmental goals into positions.
3.The temporal dimension of the target is decomposed.
6. How to determine the target value
1.Historical Comparative Law.
2.Industry benchmarking method.
3.Strategy analysis.
4.Resource Change Method.
5.Competitive Bidding Decision Method.
Lecture 3: Implementation and implementation of goals
1. Formulation of the company's annual business plan
1.The connection and difference between "goal-strategy-plan".
2.Preparation before the plan is made.
3.5w2h is planned to be developed
4.Determination of priorities.
Second, the departmental work plan around the company's business plan
1.Around the goal.
2.Generated from above.
3.Generated from this department.
4.Generated from internal and external customers.
Third, the department's work project
1.Sorting, packing.
2.Identify key tasks and work plans.
3.Identify owners, resource requirements, and schedules.
Fourth, the departmental project plan
1.Determine the scope of work for the project.
2.Assign task responsibilities.
3.Mission-critical scheduling.
5. Monitoring the implementation of the plan
1.Implementation and monitoring of the work plan.
2.How to control the process through the monthly target review.
3.Processes and operational techniques for mission-critical tracking.
4.Guarantee of the implementation of the work plan.
Lecture 4: Goal-based performance appraisal
First, the idea of performance appraisal
1 What to ask for, what to test.
2 What to test and what to do.
2. How to design a performance appraisal form
1.How performance appraisal metrics are defined.
2. How to ensure fairness in performance appraisal
3.How to avoid the influence of human factors on the assessment results.
4.Mistakes to avoid in the definition of assessment indicators.
3. How to determine the weight of performance appraisal indicators and scoring standards
1.Key points for setting performance appraisal indicators.
2.How many indicators should be set for a position.
3.How to determine the weight of performance appraisal indicators.
4.Case Explanation: Design of assessment methods for various positions.
Classroom Walkthrough:Design of performance appraisal method for a key position.
Fourth, through the target performance to achieve employee incentives
1.Goal setting.
2.Goal motivation.
3.Goal achieved.