February**Dynamic Incentive Plan Course Background: The true meaning of management lies in finding and solving problems. In all aspects of enterprise operation and management, customers, quality, efficiency, safety, employee management and R&D processes are full of various problems. Broadly speaking, the enterprise management process (PDCA management cycle) is a process of discovering, sorting, analyzing, and solving problems. Every manager, even the operation level, has the responsibility to find problems and make continuous improvements. Management work must be aimed at the problem. If the problem is not solved, the manager is useless and worthless.
On the basis of absorbing the analysis and solutions of common problems, combined with the American leadership problem analysis model, this course transforms complex content into theories, tools and methods that are easy for ordinary people to accept, teaches you to find answers to problems with rigorous thinking, scientific methods, and systematic processes, and improve the effectiveness of work! Effectively help managers and business backbones improve their thinking and ability to analyze and solve problems!
Course Benefits:
Upgrade the thinking mode of managers, from passive thinking to active thinking, from empirical thinking to scientific thinking, from closed thinking to open thinking, from line thinking to overall thinking;
Change management actions, change from the passive management state of waiting, relying and demanding to rational, predictive and responsible actions, and form a good habit of active management;
Help managers break through the complex management dilemma, quickly clarify the problem, clarify the key, focus on the key points, determine the order, find the right starting point, and improve management efficiency;
Master the methods and processes of scientific problem solving, and avoid mistakes and waste caused by empiricism;
Familiar with the advantages and disadvantages of common methods such as characteristic factor method, comparative method, trial-and-error method, expert method and other common methods and applicable scenarios;
Master the methods and processes of scientific decision-making, make comprehensive and effective decisions, and reduce necessary risks;
Master the methods and processes of scientific planning, improve the planning ability of managers, and effectively promote the implementation of the plan by predicting and responding to changes.
Course Duration:1 day, 6 hours a day.
Course Audience:Managers + business backbones.
Course Method:Case Study: Theory Teaching, Tool Drill + Team PK
Course Highlights:
Upgrade Thinking:From closed thinking to open thinking, from passive thinking to active thinking, from empirical thinking to rational thinking, from line thinking to system thinking, from decentralized thinking to process thinking.
Improvement Actions:There is room for improvement in any normal businessThere must be room for improvement in anything that is not normalThe pursuit of improvement never ends.
Make it a habit:There are four states of human ability: unconscious incapacity, conscious inability, unconscious ability, and conscious ability.
Course outline
Import:The upgrade of management ability** is the upgrade of the mode of thinking.
There are four common patterns of human awareness and analysis of adverse effects
1) What kind of situation am I in?
2) What causes such a situation.
3) What dangers may be in this situation, and what kind of solution should I choose to deal with?
4) What can I do to reduce or avoid adverse effects?
Lecture 1: Scenario analysis determines the starting point
1. Scenario analysis and application scenarios
Problem characteristics:General, vague, comprehensive, global anxious, confusing situation.
2. Basic scenario analysis steps
1.Identify and list every thing and problem.
2.Make a clear distinction between the issues.
3.Determine the order in which things should be handled.
4.Choose thinking skills.
Case Study:The dilemma of the chief of staff.
3. Structural scenario analysis steps
1.List each of the issues and facts.
2.Singular the problem.
3.Make the problem concrete.
Tools:Two types of questions (open-ended, closed-ended).
Tools:Why-why questioning, bull's-eye questioning.
4.Determine how important each thing is.
5.Determine the urgency of each thing.
6.Analyze how everything is trending.
7.Analyze and select a starting point (cause analysis, decision analysis, planning).
Case Study:Warehousing chaos.
Lecture 2: Cause analysis to find out the truth
1. Application scenarios of cause analysis
2. The four types of deviations
Type 1: Forward deviation.
Type 2: Reverse deviation.
Type 3: Initial deviation.
Type 4: Improvement bias.
3. Three ways to solve problems
1.Trial and error method.
2.Expert Method.
3.Empirical method.
Fourth, the cause analysis of four steps
Step 1: State the problem.
Step 2: Choose the best comparator.
Step 3: Find clues.
Step 4: Identify and verify the possible causes.
Case:Analysis of the causes of diarrhea at dinner parties.
5. Eight-step method for structural cause analysis
Step 1: State the problem.
Step 2: Describe the facts observed.
Step 3: Describe the object of comparison.
Step 4: Identify the differences.
Step 5: Identify the relevant changes.
Step 6: Find out the possible causes.
Step 7: Check if this is the most likely cause.
Step 8: Verify the possible cause.
Case:The case for pagers.
Lecture 3: Decision-making, risk assessment
1. Application scenarios for decision-making
2. Analysis of factors influencing decision-making
3. A five-step approach to decision-making
1.Describe the purpose of the decision.
2.Set criteria for decision-making.
3.Find out what your options are.
4.Risk analysis and assessment.
5.Decide on a scenario.
Case:Decisions about staying at the hotel.
Fourth, the seven steps of structural decision-making
1.Describe the purpose of the decision.
2.Set criteria for decision-making.
3.Distinguish and analyze decision-making criteria.
4.Set weights for desired features.
5.Find and compare options.
6.* and assess the risks.
7.Make balanced decisions.
Case:Choice of office space.
Lecture 4: Plan and formulate effective actions
1. The proper scenario of the plan
2. Analysis of common problems in the formulation of plans
Step 3 and 4 – Make a plan
Step 1: Describe the goals of the plan.
Step 2: Identify potential problems.
Step three: Take preventative measures.
Step 4: Develop backup measures.
Case:Development of the hotel's fire prevention plan.
Fourth, the structure of the development of the plan
1.Describe the goals of the program.
2.Develop action steps.
3.Identify key links.
4.Identify and evaluate potential problem opportunities.
5.Find out the possible causes.
6.Develop and implement preventive and catalytic measures.
7.Formulate emergency utilization measures.
8.Establish an early warning system and improve the plan.
Case:Program management for the production of champagnes.
Summary:
Don't be anxious when you encounter problems, the primary problem is subdivided first;
Ask the right questions to find facts, clarify problems and set a starting point;
Let go of intuitive experience first, don't blindly draw conclusions, and all judgments must be based; Scientific thinking, please keep in mind;
Decision-making analysis should be comprehensive, not blindly responding, set standards according to the purpose, and don't forget the risks;
The formulation of the plan should be foreseen, the risk issues should be considered early, the opportunities and benefits should not be ignored, and the prevention and control should be comprehensively upgraded.