Course Background:
It's a fast-paced and complex time, says American futurist Daniel. Pinker said in "New Thinking" that the world has moved from the era of high rationality in the past to an era of high perception and high concept. Enterprises need managers to update their thinking mode, establish a higher level of cooperation, encourage employees, three-dimensional thinking, stimulate employee participation and enthusiasm, and develop employee potential.
In the past, managers paid more attention to managing things and processes, and many managers did not understand and stimulate human nature enough, making it difficult to break through human nature, lose talents, contradictions, and hope for new and helpless. Every good manager should have insight into human nature, understand a little psychology, and do the following:
When managers make decisions: how to avoid mistakes and produce efficiency according to human nature?
When a manager gives an order: how to effectively delegate and execute it smoothly according to human nature?
When managers build trust: how to create an atmosphere and trust symbiosis according to human nature?
When managers promote incentives: how to improve motivation and play with incentives according to human nature?
When managers lead coaching: how to cultivate talents according to human nature and be effective?
When managing relationships: how to deal with embarrassment and emotional integration according to human nature?
Course Benefits:
Master human nature, understand human nature, be able to carry out efficient daily management, and become an empowering performance improvement leader.
Master the psychology of employees when assigning work and giving orders, and master their steps and tools
Master the methods, principles and tools to build a team trust relationship;
Master the methods and tools of motivation, and be able to use non-material means to motivate in multiple dimensions
Master the techniques and methods of employee coaching;
Master the psychology of employees and be able to effectively handle employee relations.
Course Highlights:
Strong professionalism, the latest achievements in management psychology, professional system, strong practicability, each subsection is designed according to the management pain points, easy to master, strong operability, each subsection has tools or steps, take it and use it.
Course Duration:3 days, 6 hours a day.
Course Target:Middle-level managers or senior managers of enterprises.
Course Method:Teacher lectures, case analysis, sharing, scene interaction, student seminars, homework drills.
Course outline
Introduction: What problems does management psychology focus on solving?
1) Hawthorne Experiment and Managerial Psychology.
2) The difference between managerial psychology and managerial skills.
3) Models of managerial psychology.
Remarks:The following syllabus contains 5 sections under each ** topic
Pain Point Cases, Psychological Principles, Management Tools, Cases and Job Applications, Assignments and Tasks.
For the sake of space, the topic only describes management tools
Lecture 1: Psychology of Decision-making
1. Decision-making literacy: abide by the basic points of decision-making
2. Practical operation of decision-making: to ensure the efficiency of decision-making
Horizontal decision-making: 3 ways to motivate subordinates to participate in decision-making
Pain point case:Everyone expressed support at the meeting, but after the meeting, they were privately worried that the project would go wrong.
Psychological Principles:Group pressure.
Utilities:3 ways to motivate group members to speak their true thoughts (Devil's Advocate, Nominal Group, Storm Society).
Application Scenarios:How to apply these 3 methods in different scenarios.
Job Tasks:Improvement table for improvement in the work.
Longitudinal decision-making: 3 steps to prevent decision-making errors
Lecture 2: The Psychology of Command
1. Language Impact: When conveying information, this expression is more impactful
1.Contextual Clarity: 4 Steps to Convey Work Content and Generate Power.
2.Choosing the right time: Choose 2 ways to choose the right time to place the order.
3.Avoiding conflicts: 9 words of truth to make unpopular policies land.
2. Command and command: When deploying work, this arrangement is more efficient
1.Before commanding, there are 4 elements to avoid a chaotic deployment effort.
2.5 steps to make sure the command is clear when commanding.
3.There are 3 behaviors that increase the willingness to execute when commanding.
4.2 ways to avoid the responsibility trap when commanding.
5.When directing, the 4 dimensions of the assignment work.
6.4 strategies to motivate work engagement when directing.
7.3 ways to bring out the value of your role when commanding.
3. Promote progress: When you promote subordinates, you will be more motivated to delegate in this way
1.Raise opinions and make the command more warm of the rule of three.
2.Make good use of management and promote the 4 actions of employees who are willing to execute.
Lecture 3: The Psychology of Trust
1. Create an image of personal trust: manage yourself and become a trusted manager
1.Gain the trust of subordinates: 28 points for managers to gain trust.
2.Gaining the approval of subordinates: 3 elements of effectively exposing emotions.
3.Enabling Discretion: 3 Ways to Give Others Discretion.
4.Promote the expression of grievances: 4 steps for employees to fully and reasonably express grievances.
2. Form an organizational trust field: improve the mechanism and become a team of trust and symbiosis
1.Create an open atmosphere: 2 keys to creating an open atmosphere for your team.
2.Set up a collaboration mechanism: 4 levels of team collaboration.
3.Creating a Fair Environment: 6 Ways to Build Institutional Fairness.
4.Establish unique rules: cultivate the unspoken rules of the team and form the three unifications of the team's interdependence model.
3. Prevent and respond to the crisis of trust: turn crisis into opportunity and become a collective that can tolerate faults
1.Shaping the Boundaries of Mistakes: 4 Ways to Build a Team Culture by Shaping the Boundaries of Mistakes.
2.Dealing with Subordinate Negligence: 3 Steps to Dealing with Subordinate Behavioral Negligence.
Lecture 4: Motivational Psychology
1. Individual motivation: improve self-motivation and let employees change from "I want me" to "I want to".
1.Inspire action: 2 steps to encourage subordinates to start from scratch.
2.Motivating people: 2 ways to motivate people using reinforcement theory.
3.Reinforce Goals: 3 steps to reinforce performance goals by committing to them.
4.Establish self-drive: 4 closed-loop steps to establish the self-drive of subordinates.
2. Team motivation: improve mutual drive, so that employees from "individual excellence" to "excellence".
1.Stimulate the sense of atmosphere: 6 principles to stimulate the mutual drive of subordinates.
2.Motivation to Boost: 4 Ways to Select Top Performers.
3.Stimulate the comfort zone: Set the FGC principles for competition management.
4.Stimulate synergy: Allow temporary teams to quickly generate cohesion in the event of an urgent task5 aspects.
3. Incentive model: improve the framework and let managers change from "empiricism" to "rule-based".
1.Playing with Positive and Negative Incentives: How to Use 4 Strategies of Positive and Negative Incentives Correctly and Appropriately.
2.Extraction of Behavior Patterns: 4 actions that form a reproducible behavior pattern through incentives.
Lecture 5: Counseling Psychology
1. Method counseling: teach by example so that managers can counsel employees with skills
1.Critical moments: Effectively identify the principles of the key nodes of coaching.
2.Content Design: Use the KASH rule to develop the content of the tutorial.
3.Process landing: 5-step method for counseling work.
4.Work Coaching: Establish personal work performance expectations and ensure that the work meets the standards in 5 steps (state-owned enterprise version).
5.Job coaching: Design key behavior indicators to ensure that the work meets the standards in 4 steps (private enterprise version).
2. Mechanism counseling: rule education to help managers build a learning organization
1.Daily learning mechanism: 4 ways to organize internal training to be more effective.
2.Process learning mechanism: Establish three measures to guide the implementation of SOP.
3.Benchmarking learning mechanism: 4 steps to cultivate subordinates through benchmarking.
3. Differential counseling: teach according to the person, so that managers can achieve results in cultivating talents
1.Onboarding: 3 Steps to New Employee Coaching.
2.Assist the elderly: 6 steps to improve the performance of senior employees.
3.Different: 4 targets of different counseling for employees in different situations.
4.Generation Z: 4 dimensions of the new generation of employee coaching.
Lecture 6: Psychology of Employee Relations
1. Emotional maintenance: improve emotional intelligence and deal with embarrassment more appropriately
1.Don't be embarrassed: 2 principles for handling sensitive matters properly.
2.Smart response: The FFN rule to resolve complaints.
3.Giving Face: 4 Ways to Get Fired Honorably.
2. Organizational efforts: Enhance organizational activity and make psychological construction richer
1.Self-inspection elements: 7 directions of team emotional intelligence construction.
2.Organizing team building: 3 ways to let team members decompress.
3.Create an environment: 4 aspects to make subordinates in good condition.
3. Interaction between the old and the new: improve the integration of employees and make the workplace atmosphere more upward
1.Integration of old and new: new employees quickly integrate into the team's work 3 and non-work 3 methods.
2.Eliminate distractions: 2 aspects to avoid old employees from affecting the motivation of new employees.
3.Managing Crisis: 4 Aspects of Dealing with a Middle-Aged Employee Development Crisis.
Special Instructions:
The above course content is in the usual version. Before deciding on the course to be taught, according to the course background, needs analysis,and the specific duration of the trainingOnce the training objectives have been determined. The teacher will further communicate with the relevant personnel in advance, and adjust the course implementation and content according to the actual situation of the enterprise.