Course Background:
The management training program, that is, the management skills training of managers, was originally a set of training systems researched and developed by the United States to effectively improve the level of enterprise management. After being introduced to Japan in 1950, it has undergone many upgrades and revisions, and has become one of the classic management training in the world today.
Millions of managers around the world have already been baptized by MTP. This system has played an immeasurable role in promoting the rapid development of the economies of Europe, the United States and Japan. MTP integrates management, psychology and behavior, which not only shows the cutting-edge concepts of contemporary enterprise management, but also highlights the training structure of "knowledge" and "action", emphasizes on-site drills and practical operation guidance after class in training methods, realizes the extension of training from classroom to work practice, and gives clear commitment and guarantee for training effectiveness. This course is a compulsory course for new managers, a refresher course for mature managers, and a "practical, effective, and practical" middle and senior management skills training.
Course Benefits:
Understand the connotation of the manager's role and the requirements of quality and ability.
Improve the behavior of managers and enhance the level of management professionalism.
Clarify the role positioning standards and core responsibilities of managers.
Redefine the positioning requirements for different roles of managers.
Clarify the main work content and energy allocation of managers.
Course Duration:2-4 days, 6 hours days.
Course Audience:Middle and senior managers.
Course Method:Classroom lecture + case analysis + role play + appreciation + classroom drill.
Course Highlights:
The content is effective, practiced by the world's top 500 enterprises, 60 years of precipitation, and 13 revisions.
Emphasizing process participation, a large number of case analysis and discussion, clear and easy to understand, straight to the core of the problem.
Focus on problem solving, emphasize prevention, focus on pre-detection of problems and start to solve them.
Equal emphasis on the science of human nature, respecting the two pillars of human nature and scientific method, to help manage upgrading.
To help cultural construction, the training targets include managers at all levels to help form organizational culture.
Course outline
Lecture 1: Fundamentals of Management
First, the basic concept of management
1.Definition of management.
2.The position of the manager.
3.Responsibilities of the manager.
4.The basic attitude of the manager.
5.Basic human needs.
Second, the benchmark of management
1.What is a work baseline?
2.Methods for setting work standards.
3.The process of setting work standards.
Discussion:The root cause of success is "scientific method" + "respect for human nature".
Tools:Self-review form, responsibility expectations, and establishment of work benchmarks
Lecture 2: Management Process
1. Plan
Activities:Emphasize the importance of planning in organizational work.
1.Manage processes and PDCA
2.The kind of plan.
3.A five-step process for developing a plan.
4.Time and task management.
Discussion:Work plan for a workplace.
Tools:PDCA, 5W1H, FEBC rule, planning process, four-quadrant rule.
II. Orders
1.What is a complete and valid command.
2.Command orders should achieve "mentality and acceptance of action input".
3.There are three elements of work assignment.
4.The method of giving orders.
5.Ideal method of giving orders.
6.The status quo gives orders.
Discussion:Why can't the orders we give be effectively carried out and carried out by our subordinates?
Tools:5w2h command issuance method and work assignment comparison table.
3. Control
1.Effective monitoring is the only way to be implemented.
2.Result Responsibility**.
3.The scientific method of control.
4.Before, during and after the control.
5.There are three types of control results and their outcomes.
6.Respect for humanity in control.
7.Self-control.
Discussion:Reasons why the directives have not been implemented.
Tools:Node control method, Gantt chart, condition sharing, reporting, TOTE
4. Coordination
1.The purpose and effect of coordination.
2.Workplace conflicts and types.
3.Is workplace conflict a good thing or a bad thing?
Conflict resolution in the workplace
1) The ideal method of dialogue when coordinating.
2) Integration and coordination.
5.Steps for coordination.
Discussion:Effective coordination.
Tools:Five steps to coordination
Lecture 3: Problem Awareness and Problem Solving
1. Problem awareness and problem solving
1.What is the problem.
2.Problems and types of problems - to establish awareness of problems.
3.Factors that hinder creativity.
4.Effectively stimulate the creativity of subordinate members.
5.Problem solving process.
Second, work improvement
1.Focus on selecting the necessary improvement points.
2.Five procedures for job improvement.
3.What is a real improvement.
Tools:Problem solving process, four-stage method of work improvement, method of drawing characteristic cause diagram, improvement proposal, 5w1h, five basic ideas
Lecture 4: Subordinate Cultivation and Enlightenment
1. The concept and practice of cultivation
1.What is employee nurturing?
2.The necessity and responsibility of employee development.
3.The best time to nurture your employees.
4.Employee development process.
Second, the content and methods of subordinate training
1.Correct Start Checklist (example).
2.TWI-JI Work Guidance Method.
3.OJT Guidance Method.
4.Grow method.
Tools:The process of employee training, the list of job requirements, the scheduled plan of departmental training, the individual training plan, the correct start checklist, the four-stage method of work guidance, the OJT method, and the GROW method.
Lecture 5: Building a Relationship of Trust
1. Human needs and behaviors
1.Maslow's hierarchy of needs.
2.The relationship between human behavior and needs.
Second, the formation of a relationship between needs and human behavior and trust
1.From the perspective of human needs.
2.From the point of view of human attitude.
Tools:Procedures for handling people-related issues, and handling forms for people-related issues.
3. The Four Principles of Respect for Human Nature
1.Principles of the operation of the organization.
The Four Principles of Respect for Humanity
1) The amplitude of control.
2) Integration of job cognition.
3) Unification of the command system.
4) Authorization. Fourth, the establishment of communication
1.The connotation and purpose of communication.
2.Networking opportunities in the workplace.
3.The essentials of face-to-face communication.
4.The main points of written communication.
5.Key points of communication at the meeting.
6.Communication shared by the status quo.
Walkthrough:Organization of the meeting.
Tools:Multi-level communication, steps for good communication, communication model
Lecture 6: Leadership
1. Management and leadership
1.What is leadership?
2.Authority & Leadership.
3.Leaders and their tasks.
Self-test:Sixteen checklists for leadership.
4.There are four types of leadership.
5.Subordinates The maturity of the members and the group (team) corresponds to the leader.
2. Leadership
1.The Seven Dimensions of Leader Power**.
2.Types of leadership styles.
3.Leaders and their tasks.
4.Effective leadership.
Tools:Maturity & Leadership Style, Leadership Development Path.
Homework:
1.Complete the Management Competency Improvement Training Assessment
2.Establish the Management Capacity Improvement Plan