MTP管理技能提升-中层职业经理人才能训练计划

MTP管理技能提升-中层职业经理人才能训练计划

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课程简介Introduction

优秀的企业除了拥有极为出色的决策层之外，还需要有优秀的职业人作为中层来执行战略，他们必须要具备出色的分析和解决问题的能力。百年来最大的金融危机的阴霾刚刚散去，经营环境出现的变数，企业发展遇到波折，使得我们面临着前所未有的挑战，问题越来越多，问题越来越大，问题也越来越难，如何有效地分析并解决问题成为企业当前最重要的课题。

Apart from extremely excellent decision-making executives, a good company also needs outstanding middle managers to implement strategies, which requires them to be both splendid analysts and problem solvers. The largest financial crisis in past 100 years has just faded away, but we have to face an increasing number of tough and challenging problems resulted from changed business environment and frustrated companies. The challenge is unprecedented, thus how to effectively analyze and solve problems has become the top priority issue for today’s companies.

本课程旨在树立中高层的问题意识，提高解决问题的能力，领悟问题与机会的关系，获得解决问题所需的知识和技巧，明确解决问题的关键步骤，识别并能正确应用解决问题的常用工具，培养个人与团队分析及解决问题的能力，全面提升企业的执行力和管理水平。

This program aims at building up awareness of questions among middle and high level managers to help them improve problem solving ability, understand the relations between problem and opportunity, obtain knowledge and skills necessary in dealing with problems, define key steps, recognize and use correct tools, build problem handling capacity at both individual level and team level, for an overall improvement of implementation capacity and management level of a company.

课程目标Program goal

学员通过系统的管理知识和技能的研习，将相关管理才能落实于日常管理工作,以提升企业绩效，增强企业核心竞争力，使个人与企业同时受益；

After a systematic study of management knowledge and skills, participants can make a better use of management skills in daily work to improve the corporate performance and core competitiveness, as well as personal performance;

统一企业中层管理者与一线员工的管理理念（了解组织文化内涵，明确管理职责，建立正确态度，认知使命意义，勇于面对挑战，设定管理基准，培养问题意识）；

To align the management concept among middle managers and front-line staffs ( to know corporate culture, define management functions, take correct attitudes, understand missions, be courageous to face challenges, set management standards, build awareness of question);

全面提升企业管理技能的水准（评价和辅导下属的业绩，发现问题与解决问题的能力，培养与指导部属的能力，组织与工作协调能力，领导能力与激励部属的能力，创新能力）。

To improve the overall management level of company (the ability to evaluate and help improve staffs’ performance, find and solve problems, train and guide staffs, organize and coordinate work, lead and encourage staff and to innovate)

课程对象Who should participate

中高层经理、部门主管等管理人员、后备骨干及人才梯队接班人等。

Middle and high level managers, department directors, reserved backbones and successors

课程特色Program highlights

该课程以管理实战技能训练为主，管理理论为辅，通过各种形式的互动，使每位学员都能积极融入其中；

This program is based on management skills practice and supported by learning management theory. Multiple interactions give every participant an opportunity to be engaged in;

让学员透彻理解、全面掌握各项知识和技能，在课堂中便能达到基本运用自如；

Help participants thoroughly understand and grasp all knowledge as well as skills and they should be able to use them in the classroom;

课程结束后将回收课后作业及行动计划，帮助并督促其养成良好的职业管理习惯；

Homework and action plan will be collected after the program to help and supervise them to form a good management habit;

授课方式：启发式讲授、现场提问、小组游戏、角色扮演、案例分析、头脑风暴、分组讨论、现场演练等。

Teaching methods: inspirational speech, on-site Q&A, team game, role play, case study, brain storm, group discussion, on-site practice

课程内容Program contents

一、团队目标篇 Team goals

视频观摩：绝对的精英团队

Video learning: absolute elite team

1．高效团队的九个特征

9 features of highly-efficient teams

2．团队有效运作的三种人

3 kinds of people necessary for a well-functioned team

3．团队的定义

Definition of team

4．高效团队的基本要素

Fundamentals of a highly efficient team

5. 现代经理人的基本职能与角色

Basic functions and role of a modern manager

6.1 目标管理八步法

8 steps of goal management

6.2 目标来源及设定的程序

Source of goal and steps setting

6.3 绩效指标设定的五项原则

5 key principles for designing KPI

6.4 目标合理性检核

Check of the reasonableness of goals

6.5 目标管理的步骤-DOME

Steps of goal management-DOME

6.6 主管协助部属设定目标步骤

Manager’s assistance to subordinates in their setting of goal steps

6.7 分解目标的要点

Goal breakdown

二、管理基础篇 Basics of management

1. 有效管理的切入点

Penetration point of an effective management

2. S-E-G-A模型

S-E-G-A model

3．如何带领团队对接领导的绩效期望

How to lead a team for a better alignment to superiors’ expectation of performance

案例分析&角色扮演：高峰经理的困扰

Case study & role play: worries of a manager at his peak

4．成功团队建设的五个关键要素

5 keys in the building of a successful team

5. 芝麻开门：团队管理者的六个有效

Open sesame: 6 “effectives” for a team manager

6. 给团队主管的六条建议

6 suggestions to a team manager

三、高效沟通篇 Efficient communication

1.成功沟通的基本要素

Fundamentals of successful communication

现场练习：您会正确评估下属工作吗？

On-site practice: Can you evaluate your subordinates’ performance?

2. 沟通的冰山模式

Iceberg model

3. 沟通信息损耗漏斗模型

Funnel model of loss in communication

4. 团队沟通的四大特点

4 characteristics of team communication

5. 六种常见的沟通方式及优缺点分析

6 common communication methods and their strengths/weaknesses

6. 不同的人格特质与沟通应对技巧

Different personalities and skills of communication

7. 有效倾听时的简单任务

Simple tasks in an effective listening

8.1 下对上沟通五项技巧

5 skills of bottom-up communication

8.2 平行沟通四项技巧

skills of lateral communication

8.3 上对下沟通六项技巧

6 skills of top-down communication

9.1 人性的六大特点

6 characteristics of human nature

10. 团队沟通的“五多三少”

5 more and 3 less in team communication

11. 工作沟通的三种方式

3 methods of work communication

12. 工具：工作面谈的五项基本原则—KP

Tool: 5 basic principles of work interview – KP

案例分析：张斌的难题

Case study: a problem for Zhang Bin

四、团队建设篇 Team building

小组讨论：员工心目中的好上司应该具备哪些特征？

Group discussion: which features should a good superior have in the mind of subordinates?

1. 员工心目中的上司“好八条”

“8 merits” of a good superior in subordinates’ mind

2.1 团队建设的12321法则

Rule of 12321 in team building

2.2 工具：人才发展评估矩阵-九宫图

Tool: evaluation matrix for talent development – Lo Shu Square

3. 团队管理的4R法则

Rule of 4R in team management

4、日清管理 Management in Nissin

（1）团队管理的每天做好三个一

Daily 3 “ones”

（2）日清管理的三个构成体系

3 structures of Nissin management

（3）日清管理的三个基本原则

3 basic principles of Nissin management

（4）日清体系的两个方面

2 aspects of Nissin management

5、用人高手--有效授权

A good skill of staffing – Effective delegation

案例分析：委屈又难堪的业务主管

Case study: wronged and embarrassed business director

（1）授权概述 Overview of delegation

（2）授权流程 Process of delegation

（3）授权的原则 Principles of delegation

（4）六级授权体系--预防性管理 6 level delegation system – preventative management

（5）授权常见的误区 Common mistakes in delegation

五、员工激励篇 Employment incentives

1. 悖论与困境 Paradox and difficulty

2. 好工作等式 The equation of good work

3.员工满意度模型 Model of staff satisfaction

4.员工激励的形式 Incentive methods

（1）经济型激励 Economic incentives

（2）非经济型激励 Non-economic incentives

5．关怀激励的九个“了解” 9 “understandings” in caring incentives

（1）关怀激励的十个“有数” 10 “knowings” in caring incentives

6. 团队激励的正负激励 Positive and negative team incentives

（1）团队激励的五项技巧 5 skills of team incentives

（2） 团队激励的12条宝贵经验 12 pieces of valuable experience of team incentives

（3）中层干部的“五个师” ”5 masters” of middle management

Q&A、课程总结、作业、互动结束

Q&A, program summary, homework, interaction

朱老师

美国PDP研究院人力战略管理认证教 练，中国&澳大利亚AQF认证国际培训师，上海市注册人才中介师，

上海交通大学人力资源总监班专家讲师，上海财经大学MBA学院EDP中心专家讲师，上海社科院硕士研究生课程专家讲师，上海人大人HR联谊会创始人，上海市教委高校就业指导专家团专家。

作为企业管理课程资深讲师，多年来朱老师一直致力于帮助客户解决在中高层领导力提升、招聘面试实战技巧、TTT、内部讲师培养与管理体系等方面存在的疑问，协助企业各级经理人提升管理水平，广受学员好评。

Jerry Zhu, the certified coach of Human Strategic Management of American PDF Research, the AQF certified international trainer of China & Australia, Shanghai registered talent intermediary, the expert trainer for HR director class of Shanghai Jiaotong University, the expert trainer for EDP center of SHUF, the expert trainer for Master graduate student of Shanghai Academy of Social Sciences, the founder of HR association of Shanghai People’s Congress, the expert of career guidance of Shanghai Board Education Colleges.

As the senior lecturer of the enterprise management courses, Jerry has been committed to helping customers solve the questions in improving the senior managers’ leadership, the practical skills in the recruitment interview, TTT, internal trainer training and management system, and helping all managers enhance the management level, widely praised by participants

【培训风格Training style】

经过十年的企事业单位培训实践历练，朱老师的培训不仅条理清晰，逻辑严谨，而且激情洋溢、幽默风趣，发人深思，再加上他极佳的亲和力、感染力和敬业精神，成就了独特的讲师魅力。总结起来，朱老师的培训现场有“四多一少”：笑声多、互动多、工具多，收获多；学员嫌时间太少。

After decades of the enterprises’ training practice experience, Jerry’s training is not only coherent, logical, but also passionate, humorous, thought-provoking, plus his excellent affinity, appeal and professionalism, achieved the unique charm of lecturer

To summarize, Jerry’s training scene has”4 more 1 less”: more laughter, more interactive, more tools, more harvest; participants think the time is less

【服务过的企事业单位Clients】

上海贝尔、阿尔卡特-朗讯、联合利华、美商天睿、德国马夸特、PIC中国、中国平安、海尔集团、海信集团、奔腾电工、环球数码、震旦集团、雅鹿集团、世博集团、百联集团、上海航空、东方航空、上海电力设计院、中华英才网、临港集团、漕河泾开发区、PPTV、华勤集团、景鸿集团、蓝怡科技、金川集团、力威集团、雅莹集团、群光百货、瑞德电子、宁波汽配行业协会、德佑集团、黄海银行、桐庐农合银行、郑州银行、三木通信、大新华物流集团、太平洋保险集团、新华保险集团、太仓农商行、报喜鸟集团、无锡国联集团、鸣志电器、深圳燃气集团、华东空管局、徐工集团、中信国健药业、航天电器、和达汽配、金剑南、金萌集团、SEASOUL服饰、三胞集团、荣臣博士蛙集团、欧普照明等。

Alcatel-sbell , Alcatel-Lucent, Unilever, Teradata Corporation, Marquardt, PIC China, Pingan, Haier Corporation, Hisense, Povos, GDC-World, Aurora, Yalu, Shanghai World Expo Corporation, Bailian Group, ST, Ceair, China HR, Lingang, PPTV, Hixih, Jinghong Group,

Allex Technology, Jinchuan Group, Elegant-prosper, Chicony, Blissful Group, Zhejiang RCC, Bank of Zhengzhou, NCI, Miki mobile, Grand China Logistic, CPIC, Baoxiniao, Wuxi Global Development Group, Moons, Shenzhen Gas Corporation, XCMG, CPGJ, Heda, Kingmang Group, Seasoul, Sanpower Group, Boshiwa, Opple etc.

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在线报名：MTP管理技能提升-中层职业经理人才能训练计划(上海)

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