Course Background:
At present, the company's managers are often halfway home, who have done a good job in grass-roots professional positions, have good technical or business quality, and are not lacking in enthusiasm for workBut after being promoted to a management position, I had to face the problem of role reversal:
It used to be as long as you managed yourself, but now you have to manage a team;It used to be that he only needed to do one thing, but now he has to be responsible for a mess of things;I used to listen to people's commands, but now I have to constantly ask my superiors for instructions, consult with my peers, and coordinate with my subordinatesThe role perception of managers determines the effectiveness of managers' work, so it is very important to have accurate role positioning
Course Benefits:
Clarify the direction of enterprise development, unify thinking and concept;
Recognize the challenges and impacts of managers in the process of enterprise development;
Establish the corresponding management concept, clarify the self-role positioning of managers, and quickly enter the management state;
Know what managers should do, what processes should be followed, and what responsibilities should be assumed
Correctly recognize the common role misunderstandings in management work, improve your own behavior, and enhance the influence of leaders.
Course Highlights:
Systematic: The structure of the course system is clear, and all the contents run through and reflect each other, which is not simply a patchwork of several management modules.
Effectiveness: The core theories and management skills of the course are the management experience and working methods repeatedly verified by many Fortune 500 companies, which are highly practical and timely.
Application: Non-traditional teaching methods designed to:"Apply what you've learned, and the results will be immediate"；Through practical cases and operation tools, each content guides participants to find the principles of solving management problems, and learns Xi the most practical operation tools and uses them directly.
Interesting: The whole training process adopts a variety of methods such as student interaction, on-site simulation scene training, etc., so that the atmosphere is warm and the students master the practical skills in happiness.
Tools provide:
1.Effective planning method – Organize work tasks in an orderly manner.
2.Soften's Law – The magic that makes communication resonate.
3.Monkey Management Method - Let employees learn to manage their own work.
4.Goal Management Card – Write and standardize goals.
5.Coaching – Coaching strategies to help employees develop smoothly.
Course Duration:1 day, 6 hours a day.
Course Target:Managers of middle and grass-roots enterprises, new managers, reserve cadres and other management personnel.
Course Method:
1.The class is diversified, 70 30 principles (70% expert theoretical explanation, case analysis, management tool use instructions, 30% student interactive seminars, role playing, and practical exercises), experience learning Xi from various ways and deepen the impression.
2.Theoretical teaching + case analysis + group interactive discussion + situation simulation, the case is close to the actual work, the explanation is from shallow to deep, and the difficult is easy, so that the students can learn the essence Xi of management from the cases that happen around them at work.
3.Through case analysis and operation tool explanation, students can check and inspire themselves in combination with their own work, so that students can understand their own shortcomings and areas that need to be improved and paid attention to from "doing".
Course outline
Lecture 1: Role Change
1. Comparison of the changing roles of managers
1.Specialist – Generalist.
2.Hero – Leader.
3.Individual effort – with the help of others.
4.Specific business – management leadership.
5.Strong technical - management identity.
6.Facing things - the balance between people and things.
Second, the difference between key employees and managers
1.Location in the organization.
2.Terms of Reference.
3.Who to work with.
4.Job skills.
5.Evaluation Criteria:
6.Self-realization.
3. 4 reasons why role change is difficult
1.Differences in ability.
2.Role inertia and role inertia.
3.Lack of accomplishment.
4.Ambiguous positioning.
Lecture 2: Positioning Misunderstandings
First, the common role misalignment of middle-level cadres
1.Emperor of the Earth.
2.Representatives of the people's will.
3.Natural person.
4.Megaphone.
2. Avoid the two pathologies of middle managers
1.New manager complications.
2.Old Manager Syndrome.
3. How to deal with the dilemma of management
1.What is a dilemma?
2.Response.
Lecture 3: Positioning Analysis
1. Historical perspectives on the role of managers
1.Interpersonal roles.
2.Information roles.
3.Decision-making roles.
Second, the position of managers in the enterprise structure
1.Leader of action.
2.The focus of the work of managers at different levels.
3. Positioning analysis for the upper, middle and lower layers
1.Inheritance.
2.Enlightenment.
3.Parallel.
Lecture 4: Positioning cognition
First, the troubles of middle-level managers
2. Cognition of various roles of managers
1.Planners.
2.Executor.
3.Crisis problem solver.
4.Exemplary.
5.Performance Partners.
6.Supervisory Controllers.
7.Leader.
8.Coach.
9.Internal customers.
Third, the three major internal injuries of middle managers
1.Impetuous mentality, too many excuses.
2.The sense of crisis is weak, and the ability to learn Xi is insufficient.
3.Lack of general manager boss mentality.
Course Summary:
1. Review of key knowledge
2. Interaction: Q&A
Analyze, discuss, simulate and comment on the problems raised by the students.
After the end of the course, the implementation plan will be implemented
1.Jobs do key skills sorting and improvement planning.
2.Workflow diagram and standardized execution table for daily work.
3.Standardized organization and execution of work notes.
4.The action plan of the day is over, and the day is clear.