February**Dynamic Incentive Program Course Background: The rapid development of information and communication technology has accelerated the trend of economic globalization. The market is becoming more and more competitive, and business changes are becoming more and more frequent.
Enterprises are struggling and staggering forward in the wave of great changes; Business operations are walking on thin ice, and crises are lurking ......Uncertainty is the only certainty, and no one can stop change; Only when they are strong can they cope with and even lead changes, as the backbone of organizational management - managers, in the new era, the breakthrough of the new era, the ...... to take on important responsibilities
But unfortunately, most of our managers, although in the management position, but difficult to be competent for the management of the heavy responsibility, backward concepts, solidified thinking, narrow cognition, lack of rules, long-term low performance of the department, no improvement, business model out of reality, do not understand the morale of the innovation team is scattered, lack of cohesion, personnel management does not understand human nature, unpopular; Mechanism standards are mere formalities and poorly implemented; There is no system for work affairs, and one is taken care of at the expense of the other;
How can such a person be competent for the management task, and how can such an organization get out of the predicament of the times.
This course helps managers to continuously consolidate organizational management and improve management strength, so as to improve team performance in an all-round way.
Course Benefits:
Clarify the roles, positions and responsibilities of managers, and cultivate the necessary management awareness and attitude of managers;
Master the principles of organizational operation, strengthen the sense of responsibility of subordinates and their sense of identity; Boost team member performance.
Master scientific working methods, strengthen scientific thinking and truth-seeking spirit.
Master the principles and methods of establishing a complete and closed working thinking, planning, commanding, controlling, and coordinating.
Master the tools and methods of problem analysis and solution, and promote continuous improvement and efficiency in the spirit of innovation and change.
Learn to understand the behavior of employees in a scientific way, and cultivate a good work attitude and expected behavior of subordinates.
Master a variety of talent cultivation methods with OJT as the core, so that the growth of people is synchronized with the execution of tasks and organizational development.
Master the situational leadership model, which can combine team maturity and people readiness.
Course Duration:6 days, 6 hours a day.
Course Audience:Reserve and incumbent managers, suitable number of between 40 and 60 people.
Course Method:Case Study: Theory Teaching, Role Playing, Tool Drill, **Analysis + Scenario Experience.
CoursesFeatures:
Inspire abstract knowledge with concrete situations and promote understanding and application:Through the dual promotion of rationality and emotion, the learning is impressive, thoroughly understood, and easier to apply.
Construct a structural system based on point-line experience to form a convergence effectThrough guidance, a structured system of management cognition is formed, and a complete structure of mutual connection, support and influence is formed, which complements each other and promotes each other, forms a convergence effect, and gives full play to the advantages of the system.
From individual learning to organizational learning, and promoting consensus and co-operationThrough the joint learning of the same content, Guan has mastered the same language, which is convenient for mutual understanding, mutual collaboration, and consensus.
Tools provide:
Needs analysis model - grasp the motivation of human behavior.
Plan to develop a model – control risk and take advantage of opportunities.
Conference Control Model – Avoid oversight.
Order-Giving Model – Ensure that orders are thorough and complete.
Situational Leadership Model – Differentiation and Response.
Control Theory Model - Grasp the facts and start with the end.
Responsibility Reinforcement Model – Clarify Identity, Responsibility.
Job Integration Model – Alignment ensures consistency.
The new start-up model - thoughtful and reasonable.
The model of scientific method - the pragmatic spirit of the three-present doctrine.
Information Analysis Model - Find patterns through phenomena.
Correct decision-making model – Establish standards to avoid blindness.
Cause analysis model - find out the truth of the dimension.
Scenario Analysis Model – Getting the truth straight from the start.
Time Management Model – Listing work differentiation responses.
Work Improvement Model – 5WHY + ECRS
The human problem model – looking for facts to confirm the true cause.
Innovative thinking model - divergence, convergence, convergence, divergence.
Course outline
Part 1: Cornerstone - Organization and Self-Management
Lecture 1: Understanding Management from the Perspective of Organizations
First, the purpose of management - to achieve the purpose and objectives of the organization
Case:Alibaba's social nature - the vision is "to make it easy to do business in the world".
Case:Alibaba's economy - based on four major problems, provide products and services, and create value for customers:
2. Management and human resources: understand the three levels of people
Level 1: Prop and passive.
The second level: attitude, motivation.
Level 3: Rational and cognitive.
Third, the three characteristics of management
1.There are effects (positive, fast, peaceful, happy).
2.economic (elimination of imbalances, waste, irrationality).
3.Efficient (effective economical).
Lecture 2: Role Cognition - Correct Position and Responsibility
1. The position and responsibilities of managers
1.Above: On behalf of subordinates to assist superiors.
2.Bottom: Manage resources on behalf of the organization (people and other organizational resources).
3.Customers: Represent the organization to demonstrate impact (business, customers, peers).
4.Peer: Represent the position of the department to which you belong, and take responsibility and collaborate from the organization as a whole.
5.Goal chain: Realize the connection of vertical and horizontal transactions, pointing to the realization of organizational goals and goals.
Improper roles and perceptions of managers
1) Facing subordinates: arrogant "soil emperors".
2) Facing superiors: "representatives of the people" who are too "democratic".
3) Facing the outside: becoming a "natural person" with no identity
4) Facing the same level: the "princes and kings" who dominate one side
2. 6 essential skills for managers
Case:Taylor with the old woman.
1.Willingness to achieve: commitment goals, paths, cooperation.
2.Break the status quo: change strain, change to improve efficiency, change to promote.
3.Benefit awareness: the input remains unchanged and the output is expanded; The output remains unchanged, and the input is controlled, and the input is controlled to expand the output.
4.Scientific Method: Clarify the Purpose - Grasp the Facts - Think Based on the Facts - Take Countermeasures - Implement - Confirm.
5.Sound judgment: feelings, intuition, experience, principles, principles, ethical values.
6.Conscious management: consciously promote the above 5 consciousness management.
Lecture 3: Organizational Management - Efficient Organizational Operation
1. What is an organization - organization = [combination of people] + [combination of business].
Second, the four principles of organization and operation
Principle 1: Determination of positions - unity of command system.
Case:Instructions to Planning Manager Zhang.
Principle 2: The formation of job consciousness - the extent of control.
Case:The current situation of the Labor Division.
Principle 3: Integration of job cognition - the formation of the consciousness of the organizer.
Case:New tasks.
Principle 4: Empowerment – Autonomy and creativity.
Case:Director Hong's dissatisfaction.
Lecture 4: Time Management – Efficient Work
Case:Analysis of a manager's work during the week – where has the time gone.
1.Recognize the finiteness of managers: time, energy, and body.
2.Establish the right view of time: seek to maximize the effectiveness of work with limited input.
3.Get your time management right: Distinguish between proactive and reactive work, and prioritize what is most important.
Classroom Walkthrough:Managers work combing.
**Learn:Busy professional manager.
Tools:Proactive response to the classification of affairs and the four-quadrant method of prioritization.
Part IIEfficacy——workAscension
Lecture 1: Planning – to determine how to deal with uncertainty
1.Problems in the development of the plan.
There are 5 steps to make a plan
Tools:Characteristic cause diagrams, planning tables.
Case:Production of new products.
1) Be clear about your purpose.
2) Get the facts.
3) Make judgments based on facts.
4) Make a plan.
5) Decide on a plan.
Tools:Characteristic Factor Diagram (4m1e) SMART Rule 5w2h planning method.
Lecture 3: Control and Distribution - Seeking Truth from Facts, Beginning with the End
1.Work assignment – the right person in the right place, the right person in the right place.
Case:: Who is the CEO's driver.
2.Command Conveyance – Convey information and confidence.
3.Situational Orders – Reducing Rights and Increasing Responsibilities.
Case:Cristiano Ronaldo with his teammates.
4.The four steps to control.
Step 1: Define your goals and establish benchmarks.
Step 2: Grasp the facts, observe and test.
Step 3: Compare benchmarks and analyze differences.
Step 4: Fix the problem, fix the problem, and optimize it.
5.Three tips for good control.
Case:: Mosquitoes that can't be killed.
6.Autonomous control – shared goals, shared status quo.
Lecture 4: Coordination - Flexible integration and seeking consistency
1. Purpose and effect of coordination
Purpose:Vector combination.
First, the direction is the same, the goal is the same.
Effects:Reduce duplication and waste, eliminate contradictions and barriers, and increase consensus and mutual trust.
Forms and means of coordination
1.The important thing: face-to-face coordination (attention).
2.Complex matters: Written coordination (thoroughness).
3.General matters: Coordination (efficiency).
3. Methods of coordination: purpose-object-content-approach
Case:Handling of disputes between the equipment department and the production department.
Fourth, there are two major types of coordination - dialogue and integration
Case:Procurement and business disputes.
Lecture 5: Communication - the bridge built by trust
1. Types of communication - business communication, workplace communication
Second, the three major aspects of heart communication
1.Accept the other person's intentions and circumstances (there is no right or wrong).
2.Understand the other person's emotions and feelings (no good or bad).
3.Accept the other person's perceptions and opinions (no high or low).
Case:Project summary report of Mr. Li.
3. Types of communication and comparison of advantages and disadvantages
1.Face-to-face communication.
2.Written communication.
3.Electronic information equipment communication.
Lecture 6: Positioning: Problem Analysis and Solution
First, the problem of escalation should not change
1.Change - Promote organizational change, make the organization adapt to the changes of the times.
2.Improving efficiency through change - through the change and improvement of mechanisms, processes and methods, improve the operational efficiency of the organization.
3.Driven by change - by breaking the inherent way, environment, habits, etc., constantly stimulate the vitality and motivation of members.
Case:Geely, Haier, Huawei's problem culture.
2. Dig out the key issues
1.Classification and treatment order of the problem - firefighting, improvement, **.
Case:Bian Que saw King Wei Wen.
There are 4 reasons why managers can't ask questions
1) The position is unclear, and the standing position is not accurate.
2) The standard is missing, and the standard is too low.
Case:Whose fault is the product shipping problem.
3) Be content with the status quo and have a solid mindset.
Case:Gree's new college students asked questions on the spot
4) Prevarication of responsibility and unwillingness to face it.
There are four major aspects that need to be paid attention to to strengthen the awareness of managers
1) People's cognitive change and social development.
2) Peer development status and industry trends.
3) Management role, responsibility and sense of mission.
4) Abnormal behavior status and changes of subordinates.
4.Causes of lack of awareness of subordinate problems and the influence of managers.
5.There are 4 methods of subordinate problem awareness enlightenment: specific situation method, experience review method, development method, and phenomenon analysis method.
3. Analyze and solve key problems
There are 4 levels of problem analysis
Level 1: Organizational comprehensive problem analysis.
Tools:Organizational function chart (review whether the organizational structure and position setting are reasonable and have omissions).
Case:A corporate academy that can't get out of trouble.
Level 2: Analysis of business process problems.
Case:How does Haidilao improve the turnover rate?
Level 3: Analysis of job bottlenecks.
Level 4: Analysis of personnel anomalies.
Case:Lao Tian and Ma Section Chief Lao Tian and Lu Section Chief.
Problem Solving Five**
Case Study: Wall Protection of the Jefferson Building (Combined with Scientific Process and Method Analysis).
1) Clarify the purpose - clarify the ambiguous situation and clarify the general problem.
Tools:Bull'seye method.
2) Grasp the facts - focus on the relevant facts, and separate the subjective and objective.
Tools:Characteristic Factor Diagram (4m1e).
Case:: Analysis of the causes of forest fires.
3) Thinking according to facts - see the essence through the phenomenon, and understand the cause and effect through the data.
Tools:Why—Why method.
Case:Handling of equipment oil leakage.
Tools:Contrasting method.
Tools:: Inductive method, deductive method.
Tools:The five stages of information utilization.
Case:The revelation that diapers and beer are sold in the same regionDealing with the problem of tableware**.
4) Find out the countermeasures - the integration policy is upward, and the scientific decision-making should be comprehensive.
Tools:Structured decision analysis.
5) Implementation - Consider all problems and opportunities, and formulate countermeasures to promote implementation.
Tools:Structured planning development.
6) Confirmation - Confirm the achievement of the purpose, and strengthen the loop to close the loop.
Lecture 7: Problems and Innovative Thinking
1.Innovative thought process: preparing for incubation, inspiration, and validation.
2.Creative Development Sessions.
Tools:brainstorming method;
Case:The power supply line was crushed by heavy snow.
3.Innovative Thinking Skills - Suggestion, Check, Defect Item, Feature Listing Method, Functional Improvement Method.
Creative Thinking for Fire Promotion.
4.Barriers to subordinate innovation: organizational culture, personal cognition, psychology.
5.Inspire your subordinates to be creative.
Situational Dialogue:If you crack down on your subordinates' ideas, you will stimulate your subordinates' creativity.
Lecture 8: Improvement of working methods
Case:Kitchen production speed increases.
1.Choosing the work to improve – identify the necessary points for improvement.
2.Grasp the facts - analyze the current way of working.
3.Thinking based on facts - conceiving new methods, six self-questions-5w1h, and five basic ideation methods.
4.Determine the improvement plan - develop the implementation plan.
5.Implementation of Improvement Projects – Removal of barriers to improvement.
6.What is real improvement – giving full play to human creativity.
Part 3: Subordinate and Team Management
Lecture 1: Understanding - Facing up to the behavior of employees
1. Improper treatment of employees
1.Expertise is everything (expert thinking, technical thinking).
2."I understand people, I am people" (empirical management).
3.I am paralyzed by the daily appearance of my subordinates (blind confidence management).
2. Improper treatment of employees
1.Regardless of the object, it is the same
2.Ignorance of personality and disregard for dignity.
Case:Director Tan's incomprehension and confusion.
3. Grasp the reasons behind employees' actions
Case:Lao Tian and Ma Section Chief.
Principles of Behavior (Patterns).
1) Stimulate the demand for the goal of action and the result.
2) Stimulate attitude action.
2.Demand and stimulus: 11 types of demand, 5 levels of demand, and 4 stages of demand.
Case:Fukuchiyama Line Incident, Japan.
Case:The confusion of the R&D supervisor and the lack of cooperation of Master Sun.
Case:People in the WeChat circle who are dissatisfied with their needs.
Fourth, the performance of employee demand dissatisfaction
Case:Fox with grapes.
1.Top 5 behaviors of dissatisfaction with demand.
2.Four guidelines for those who are dissatisfied with their needs.
Case:: Typist annoyance.
Case:Section Chief Wei's dissatisfaction.
5. 4 ways to grasp the needs of employees (positive guidance behavior).
1.Observe the everyday – from the details.
2.Communicative dialogue – from verbal feelings.
3.Analytical Instruments – Perceive from the Information.
4.Interviewing Friends – Discovering from Emotions.
Lecture 2: Correct Attitude - Stimulate Motivation and Vitality
1. What is attitude: perception, emotion, tendency
2. There are two types of attitudes
1.Attitudes of the body – inner consciousness (values, ideas).
2.Spiritual attitudes – external consciousness (naturally formed mental attitudes).
3. The four characteristics of attitude
1.Decide on the method (response) to receive the stimulus
2.Once formed, it is not easy to change.
3.With an emotional component.
4.Observe your attitude objectively.
Case:: The arrogance of a new manager and the old fritter that can't be motivated.
Fourth, the attitude of managers is aware: know themselves
Case:The thinking behind the label throwing incident.
Fifth, the correct attitude of managers
Sixth, the core skills of subordinate training
Case:Peck at the same time.
1.The effect of nurturing subordinates (process, results).
2.The ability of the cultivated object: knowledge + skills + attitude + behavioral habits.
3.The 11-step method for cultivating the target: clarifying the policy of cultivation - the qualifications of the work - the actual status of the ability - grasping the key points of cultivation - formulating the cultivation plan - implementing the cultivation - implementing the evaluation - evaluating the results - following up and guidance - re-reviewing the job content - adapting to the environment.
Tools:Qualification Requirements Form In-Workplace Cultivation Reservation Form Individual Training Plan Form.
Lecture 3: Leadership – Achieving Good Governance
1.Leadership: The process of influencing and influencing the achievement of the organization's goals and objectives.
2.The essence of leadership: to gain the trust and support of subordinates, to support, and to promote the ability of subordinates.
Four essential skills for leaders
1) Have a strong sense of problems, and continue to promote organizational change and problem solving.
2) Consciously promote the management process to ensure that the organization's goals and objectives are achieved.
4) Stand at the organizational level, cultivate talents based on organizational development, and inspire good work attitudes and behaviors.
5) Establish a relationship of trust, improve the willingness of individuals to work, and ensure the implementation of orders.
4.Similarities and differences between managers and leaders.
Testing:Types of Leadership.
Situational leadership
1) Two dimensions of situational leadership: indicative behavior and supportive behavior.
2) There are four types of situational leadership: directive, integrative, participatory, and delegatory.
3) Subordinate readiness: initial stage, growth period, turbulent period, and mature period.
4) Team maturity: establishment period, run-in period, conflict period, and high-yield period.
6.Organizational Activation and Leadership: Promoting Organizational Revitalization and Hindering Organizational Activation.