mtp中层管理干部技能提升培训

,MTP中层管理干部技能提升培训,课程单元,MTP-1 如何成为优秀的管理者How to be a competent managerMTP-2 有效计划的技巧Effective planningMTP-3 工作沟通协调技巧Effective CommunicationMTP-4 执行力的提高Execution SkillsMTP-5 积极态度与激励员工Motivating peopleMTP-6 部属培育与指导Developing people,Why we are here?为什么今天来到这里,Why we learn?,Breakthrough,Leverage,Discover,是本能， 才是本事,工作做不完就加班是本能， 思考如何提高自己能力才是本事Spend more time to cope with overload is an instinct, Think over how to build up self skills is a competency说自己想说的话是本能， 说对方听的进去的话才是本事Speak your own words is an instinct, speak with others needs is a competency,Focus on competency instead of instincts,是本能， 才是本事,发现别人有问题是本能， 找出自己有问题才是本事Find out others problem is an instinct, find out self problem is a competency计划遇到变化措手不及是本能， 做出能对付变化的计划才是本事Sudden changes make people nervous is an instinct, make a plan which can deal with change is a competency,Focus on competency instead of instincts,Think：管理是什么?,请依你本身的了解，写下管理的意义,?,De scribe your understanding about management,MTP-1如何成为优秀的管理者,How to be a competent manager,Case study案例研讨:李主管的疑惑,Why manager Lee is so busy ?,Think,管理者与非管理者有什么不同之处？,What are the differences between the manager and non-manager?,管理者与非管理者之不同,Differences between manager and non - manager,管理者与非管理者之不同,Differences between manager and non - manager,管理者的立场360度思考,90,90,90,360 Degree thinking for manager,管理的8个意义,#1. 整合运用资源，达成组织目标To integrate resources and achieve goal#2. 做对的事，把事做对Do right things, do things right#3. P-D-C-A(计划、执行、考核、改善)Plan , Do , Check , Action#4. 善用能力，创造绩效Create performance by competency,What management means?,管理的8个意义,#5. 订制度，作规范Develop systems & regulations#6. 给员工努力工作理由Give people reasons why work#7. 懂得如何要求下属（制定基准）Know how to drive people(By setting up standards)#8. 沟通、沟通、再沟通Communicate , communicate , communicate,What management means?,管理是透过他人完成工作,員工,不知道教导 Mentor不会做指导 Coach不愿做辅导 Counsel,目标Goal,To get things done through others,KSA,No direction,Manager,Employee,leading,杰出管理者的四个角色,短期 Short term,长期 Long term,变革管理者Change manager,文化塑造者Culture Builder,激励教导者Motivator & coach,绩效创造者Performance creator,对事,对人,Role of a competent manager,Performance oriented,People oriented,绩效创造者（Performance Creator）,任务成果 Visible Results品质、时效、成本 Productivity利润、服务 Profit无形绩效 Intangible performance顾客满意 Customer satisfaction员工乐意 Employees willingness团队合作 Team work,激励教导者（Motivator & Coach）,激励工作态度 Motivate positive attitude主动积极心态 Proactive 勇于面对问题 Challenge problem扮演卓越教练 Good coach 现场工作教导 Coaching触发快速学习 Fast learning,文化塑造者（Culture Builder）,创新组织文化 Shaping culture绩效导向文化 Performance - oriented鼓励学习文化 Learning culture凝聚共同价值 Search common value宣导核心价值 Core value塑造共同愿景 Create vision,变革管理者（Change Manager）,外在变动管理 Outside change managent对变动之快速响应 Quick Rosponse to change积极化变动为机会Convert change to chance内在变动管理 Inside change management促发思维模式转变Paradigm shift个人价值冲突管理Personal value conflict management,从专业走向管理的五个转型,From profession to management,Think,管理者要做那些认知转变?,What is paradigm shift,?,Think,管理者做那些心态转变,What is mindset change,?,建立正确的管理意识,品质意识成本意识效率意识责任意识,Consciousness of management,Quality,Cost,Efficiency,Responsibility,品质意识,做对的事情Do the right thing建立标准Set up standards第一次就把事情做对Do things right first time考虑到下工程是顾客Treat mext station as customer品质要符合顾客需求Quality meet with customer needs,Quality Consciousness,成本意识,成本分析Cost analysis如何做更省钱？How to save money如何做才有利润？How to make profit,Cost Consciousness,效率意识,重视期限Focus on deadline快速反应Quick response善用工具Use tools,Efficiency Consciousness,责任意识,成果导向Result oriented积极进取Be proactive团队合作Be cooperative价值创造Create value,Responsibility Consciousness,管理者的七个重要任务,绩效创造 Create performance计划控制 Plan & Control解决问题 Solve Problems有效沟通 Effective communication激励员工 Motivating people培育人才 Develop & Training工作改善 Continuous Improvement,Responsibilities of a manager,管理者的8个必备素质,具有企业整体利益观能有效授权且肩负责任关心部属，给与支持与激励有效教导且重视部属能力成长,Characteristics of professional manager,Consider corporate overall benefitsDelegate & empowerCare for people & motivate themCoaching & developing people,管理者的8个必备素质,有系统思考力，懂得抓重点对情境变化有快速反应能力能自我要求以身作则面对挫折能奋战不懈,Characteristics of professional manager,Systematic thinking Quick action to dynamic changesSelf disciplineThriving on chaos,管理者应具备的七个基本心态,达成的意愿 Strong will to achieve突破现状 Breakthrough理念与使命感 Sense of mission效率意识 Efficiency consciousness原理原则 Principle in mind科学方法 Scientific thinking健全的判断 Decisive,Mindsets of professional manager,经理人常犯的错误与盲点,#1 逃避个人应负责任To escape the responsibilities#2 不懂如何栽培员工Not know how to develop people#3 没有建立员工自尊Not respect the individual#4 加入错误的行列中Join the wrong side,13 Pitfalls manager should avoid,经理人常犯的错误与盲点,#5 同样方法管理众人Treat all employees in same way#6 忽略利润的重要性Neglect the importance of profit#7 注重问题轻视目标Focus on problem instead of goal,13 Pitfalls manager should avoid,经理人常犯的错误与盲点,#8 想成为部属的朋友Treat employee as a friend#9 不知如何订立标准Not know how to set up standards#10 不懂如何训练员工Not good at training people,13 Pitfalls manager should avoid,经理人常犯的错误与盲点,#11 容忍部属们的无能Tolerate employees inability#12 只肯定表现好的人Only recognize good performers#13 操纵员工行为思想Control the employees thinking,13 Pitfalls manager should avoid,經理人的自我要求,主动积极 Be proactive待人以诚 Integrity勇于反省 Self review以身作则 Role model快速行动 Quick action 自我激励 Self motivation快速学习 Fast leaning,7 habits of manager,MTP-2有效计划的技巧,Effective planning,为什么要学习计划,？,Why we need to learn plan,要挑水？,还是要埋水管？,Daily Work？,Future Chance？,不去思考未来，看见未来的人是没有未来的!,成功的机会都是留给对未来做好准备的人,People who doesnt think about future can not own the future,People who got ready for future will take the chance for success,目标的精神就是挑战自我，超越自我,Achieving goal means challenging and superseding oneself,对目标管理的观念突破,1.被动接受2.保守性目标3.短期性4.作工作上的仆人5.硬性不变目标6.压迫手段7.用危机感驱动8.照上司意思做9.有形绩效10.他人给的压力,1.主动开创2.挑战性目标(Stretch)3.前瞻性4.做工作上的主人5.弹性变动目标6.激励手段7.用成就感驱动8.给部属自主思考9.兼顾有形无形绩效10.自主性承诺,以往 Past,现在未来 Future,Breakthrough concepts in MBO,目标管理是要透过沟通与激励转化为员工内心的自我承诺,将领导所交付的艰难任务，,有关目标的观念突破,目标是用来证明自己人生价值的工具目标的精神在于挑战自己，超越自己向目标挑战就是向自己能力挑战目标不是他人给的压力而是自己给的 动力定目标作计划是掌握人生命运的重要 手段,Meaning of goal in ones life,计划的意义,计划(PLAN)是执行任务的蓝图，包括：目标、工作步骤、时程、方案、资源分配、衡量基准等Plan is a blueprint for execution, the contents are: goal , steps , schedule , alternatives , resources allocated , measuring criteria etc,What does plan mean,计划的意义,规划(PLANNING)是一种前瞻性的思考过程，针对环境之动态机会与威胁，安排最佳之计划，以达成目标创造绩效Planning is a forward thinking process, coping with chances & threats of dynamic change, make better use of resources to achiever goal,What does plan mean,计划的盲点与正确认知,Right concepts for plan,计划的盲点与正确认知,Right concepts for plan,有关计划的观念突破,计划是准备未来的工作计划是使你心想事成的方法计划引导我们第一次做对事并把事做对有计划的人对时间运用有紧迫感计划协助你明确目标优先次序要做出能对付变化的计划计划就是超前思考，做到超三前。,Breakthrough concepts for planning,有效计划的6步骤展开,Step1. 全盘思考设定目标Overall thinking & setting goodsStep2. 收集信息掌握事实Collect information & faetsStep3. 状况评估分析事实 Situational appraisal & analysisStep4. 创意思考研拟方案Creative thinking to generate alternativesStep5. 决策分析风险预估Decision analysis and risk assessmentStep6. 行动计划排除障碍 Action plan & overcome barriers,6 steps in planning process,Step1. 全盘思考设定目标,思考计划所要达成的目的为何?Why plan了解公司整体目标及方向Goal & direction明确区分长短期目标 Long / short term goal设定目标的SMART原则 Using SMART in goal setting将目标加以展开 Goal breakdown须考虑机会利益和机会损失 Chance & loss掌握相关人员的真正意图 Real intention,Overall thinking & setting goods,思考的切入点,本位思考Self centric thinking换位思考Put yourself into others shoes全位思考Overall thinking,Break points in thinking,设定目标的SMART原则,S (Specific) 具体明确的M (Measurable) 能够衡量的A (Achievable) 可以达到的R (Relevant) 相互关连的T (Time-Bound) 设定期限的,Using SMART in goal setting,建立目标意识,效率 Efficiency,创新 Innovation,安全 Safety,成本 Cost,品质,速度,Build up goal consciousness,Quality,Speed,将目标加以展开,目标六要,多More,快Quick,好Good,省Cheap,安Safe,新New,数量、营业额、利润Revenue, Profit,时效、速度Speed, Deadline,品质Quality,成本(省时、省钱、省力) Cost, expense,安全、安心、安定Safety, Satisfaction,创新、新产品、新客户Innovation, now products,Goal breakdown,目标,KPI,数值,权重,目标,KPI,数值,权重,06年 9月部门工作目标,55%,5%,5%,5%,20%,10%,系统图目标KPI之展开,全球通手机销售预付费手机销售,单笔业务受理时间排队等候时间,业务差错单数,服务营销资源利用率公务用车费用利用率,客户投诉率大客户满意率,免填单服务应用率满意100行动参与率,252台488台,少于15分钟不超过20分钟,少于3%,100%100%,一个月不超过5单100%,100%50%,KPI 可分6类,多More,快Quick,好Good,新New,安Safe,省Cheap,Six classification of KPI,定出关键绩效指标（ KPI ）,KPI开发新产品项目Develop now products达成营业收入Reach annual revenue 减少品质不良率Reduce defect rate改善生产流程Improve production flow,Value3 items10 billionsLess than 1.0%72 hours,Example: expression of KPI,定出关键绩效指标（ KPI ）,KPI降低顾客抱怨次数Reduce customer claims提升顾客服务技能Customer service training减少人事流动率Control turnover rate,Value20% down100 hours trainingLess than 5%,Example: expression of KPI,目标设定的简单公式,Formula for goal setting,目标制定表(例),Goal setting,Step2. 收集信息掌握事实,描绘全貌，决定影响达成目的要因，依据要因项目，不要疏漏事实See the whole picture and find the key factors不要只看表面的事，运用5W2H重点搜集相关事实Using 5W2H to find relevant facts区分事实与意见，并搜集左证意见的相关事实Identify the facts and opinions,Collect Information & Facts,Step2. 收集信息掌握事实,现场走动，主动访谈，收集信息Walk around and interview people运用脑力激荡法，寻求小组成员观点Using brainstorming消除先入为主的偏见Reduce the prejudice考虑本身的使命、立场及能力Make clear our mission & position,Collect Information & Facts,心智图法,以图像展现出内心的想法，感受及陈述观察的事实Using graphics to describe feeling & facts激发创意，源源不绝Generate more ideas利用河流分叉或树状分枝以发散方式来表达大量构想Using river or tree branching to diverge,Mind mapping method,买房计划,WHY 目的,WHAT目标,WHO,WHEN,WHERE,HOW,HOW MUCH,本人希望,装修日期06.11.20,地产商,邻居、朋友,地产经纪,装修商,贷款银行,多 面积200平米,快 2006年12月31日前,好 材质,省 不超过50万,安 治安环境,新 造型,安心 有保障,投资 将来有收益,住得舒服,娶老婆,订房日期06.05.01,交屋日期06.08.31,配偶意见,入住日期06.12.12,地段选址,环境条件,邻居素质,交通方便,生活机能,治安良好,如何搜集信息,召开家庭会议,筹措资金,协商谈判,房屋装修,产生之效益,各项经费预估,可能存在的风险,房屋品质,政府政策,房价波动,借款利息,物业管理,装修费,Step3. 状况评估分析事实,针对事实，进行整理、区别及评估Classify & evaluate the facts 一方面思考因果关系，一方面深入发掘问题Make cause analysis 从事实与事实产生关连后，再推断表面上难以发现的事实Discover the real reasons behind facts,Situational appraisal & analysis,Step3. 状况评估分析事实,对发现的问题，区分优先性 Set up priority 活用演绎及归纳等分析方法 Using convergent & divergent analysis 须考虑获取信息的成本与时效性 Care for cost & timing of information,Situational appraisal & analysis,什么是分析?,思路的分解：大中小Breakdown in thinking比较差异，找出不同Compare difference, find the gap针对结果，推敲原因Cause & effect工具：心智图、鱼骨图、系统图Tool mind map, fishbone, tree diagram,What is analysis,特性要因法(鱼骨图法),Fishbone chart,思考练习：请转换成下列图型,Brain Exercise,Step4. 创意思考研拟方案,激发创造力，研拟多种方案Creative thinking, generate ideas具体运用5W2H，使不致有所遗漏Using 5W2H考虑内外可运用资源Con sides resources available,Creative thinking to generate alternatives,Step4. 创意思考研拟方案,为能因应未来变化，宜具有适当的弹性Keep flexibility to cope with change顾及执行计划相关人员的立场及情绪Care for the feeling & position of people,Creative thinking to generate alternatives,Step5. 决策分析风险预估,进行方案之可行性分析Feasibility study正确性、经济性、迅速性、安全性如何?Consider accuracy, economy, speed, safety评估各方案之可能风险Assess the risks,Decision analysis and risk assessment,Step5. 决策分析风险预估,此计划对相关人员的影响如何?What impacts to come决策时机是否适当?Timing for decision 实行时机是否适当?Timing for implementation,Decision analysis and risk assessment,Step6. 行动计划排除障碍,依决定方案，发展具体行动计划Develop detailed action plan排定计划执行之时间表Scheduling for implementation设定进度查核点及查核方式Set up checking points & methods沟通协调，整合内部努力Communicate & coordinate,Action plan & overcome barriers,Step6. 行动计划排除障碍,有效排除工作障碍Overcome the barriers研拟潜在问题分析与后备计划Potential problem analysis & backup plan变动状况下如何调整计划Think how to adjust plan for change,Action plan & overcome barriers,申请ISO9000任务时程表(甘特图之例),Case: Using Gantt charts in plan,A、B、C计划,A 计划(Action Plan) 行动计划B 计划(Backup Plan) 后备计划C 计划(Contingency Plan) 权变计划,拟定B计划(Backup plan),当面对预测中的变化出现时人员、时间、场地转换修改原订计划之目标修改达成计划之方法授权团队或项目小组,拟定C计划(Contingency plan),当面对不可预测之变化出现时召开内部决策会议，确定非达成不可之目标动用内外资源及团队协作着眼风险变动之损失减到最小,MTP-3工作沟通与协调技巧,Effective Communication,80%的管理问题,来自沟通不良!,80% management problems come from poor communication,人有三个共性的限制,主观，自以为是Subjective, self - centric自己看不到自己One can not see oneself自己很难改变自己People cant change himself,3 limitations for everyone,.Jack Welch,Management is to communicate, communicate, communicate,Think,沟通的本质是_What is the basis of communication?沟通的起点在_What is the starting point of communication?沟通的基础是_What is the foundation of communication?,Think,沟通的关键在_What is the key factor of communication?沟通的目的是_What is the purpose of communication?,管理者在沟通上所花的时间,15% 工作work,9% 写作Write,13% 阅读Read,25% 说话Speak,38% 倾听Listen,Manager spent 80% time in communication,有效沟通是本事而非 本能,Communication is a competency instead of instinct,THINK,说什么?(Content),THINK,怎么说?(Process),每个人说出来的话有二种,对方听得进去的话The words can be listened by others对方听不进去的话The words con not be listened by others,Everyone speak two kinds of words,如何说对方听得进去的话,How to speak the words that can be accepted by,?,说到 听到 听懂 听会,Speak Listen Understand Commit,话说不出口的难题,Why we are difficult to speak out,?,Think,说的障碍有那些,What are the mental barriers whentalking with others,?,Discussion研討:沟通常見的问题有哪些?,What problems happened when we communicate ?,沟通的冰山理论Iceburg of communication隐藏性讯息决定了互动的80%成功性,信息message,流程,印象,关系,态度、意图,感情、假设,信息 message,流程,印象,关系,态度、意图,感情、假设,表面交流Formal,里面交流Informal,Inside thinking,Inside thinking,Think想一想 :如何说到对方想要听？,？,How to speak so as to let others willing to listen,Think想一想 :如何听到对方想要说？,？,How to listen so as to let others willing to speak,Think想一想,Why we can not understand real intention when others speak,为什么听对方说话时却不能理解其真正意图?,?,Why they cre not willing to listen when we speak?,Think想一想,为什么说话时, 对方听不进去?,说话的五个关键(5R),选对的时机 Choosing right time 选对的场合 Choosing right plance找对的人 Look for right people用对的方法 Use the right method说对的话 Speak right words,5 Right in speaking,沟通的六个误区与正确认知,Right concepts in communication,沟通的六个误区与正确认知,Right concepts in communication,培养对沟通的正确心态,积极主动 Be proactive双方合作 Be cooperative正面思考 Constructive thinking,Right auitudes in communication,Case study沟通案例研討,本人手上负责几个人的项目,他们每个人都说自己的项目最重要且急迫,我该如何与对方沟通协调呢?,I am in charge of several projects for different product managers ,sometimes I feel very nervous when these product managers push me and emphasize that their projects are urgent & critical.How can I communicate with them?,?,向下沟通技巧,How to communicate with subordinates?,主管交付任务于下属的沟通方法,How to communicate well with subordinates when you assign the task,指派任务时，为什么员工会抗拒?,Why people resist to accept his managers assignment?,与员工沟通之关键技巧,察言观色，透过提问了解需求Watch the expression and find the needs through asking questions给员工重要感，言谈中给予肯定、重视Give sense of importance, recognize peoples strength多倾听，给员工有发言机会Listen to employee provide chance for him有耐心，听员工把话说完Be patient to listen to employee,Key points in communicating with subordinates,与员工沟通之关键技巧,5.选择适当时机与场合沟通Choose right time and right place to talk6.透过沟通，激发员工的责任感Inspire the employee sense of responsibility7.信任员工，言语中表达支持肯定Trust your employee8.善用非正式沟通，拉近彼此距离Using informal communication,Key points in communicating with subordinates,向上沟通技巧,How to communicate with your boss?,Case study案例研讨：我与上司的关系,How to convince my boss to agree with my proposal,?,Think为什么不能理解领导意图,Why we can not understand the intention of boss,如何向领导汇报,How to report to your boss,?,平行沟通技巧,How to communicate well with other departments ?,平行沟通的特性与目的,平级单位没有谁大谁小，必须平等协商Treat each other equally彼此有一定的依存关系或流程的上下游关系There exists the cooperative relationship受到各自本位主义影响，往往各自观点想法不一致Usually each one has his stand point,Characteristics of horizontal communication,Discussion,跨部门沟通常见的问题有那些?What problems happened in cross department communication 跨部门沟通如何有效沟通协调?How to communicate well in cross departments?,跨部门沟通的成功关键,建立合作关系 Build cooperative relation培养团队协作意识 Team work spirit加强非正式沟通 More informal communication鼓励建设性的冲突 Constructive conflict换位思考，了解双方需求 Put your self into others shoes全位思考，以公司整体利益出发 Holistic thinking, care for overall benefits,Key success factors in cross department communication,六帽思考法,白帽红帽黑帽黄帽绿帽蓝帽,Six Thinking Hats,白帽思考,基于事实、信息、数字的思考理性思考客观思考例:依据统计数字分析,未来的方向是.,White Hat Thinking,红帽思考,基于情绪、感受、直觉的思考感性思考情绪思考例:只要我喜欢,有什么不可以,Red Hat Thinking,黑帽思考,基于批判、风险、防范的思考批判思考负面思考消极思考危机思考应变思考例:不要低估这个问题,它可能带来严重的后果.,Black Hat Thinking,黄帽思考,基于乐观、信心、效益的思考建设思考激励思考效益思考例:我们支持这个方案,因为它会带来三项效益.,Yellow Hat Thinking,绿帽思考,基于创意想象之思考创意思考突破思考跳跃思考换位思考例:除了这个方法以外,还有三个方法可以运用.,Green Hat Thinking,蓝帽思考,基于目标,规定范总结之思考目标思考控制思考决策思考例:根据上级的决策,我们想想看如何来执行.,Blue Hat Thinking,MTP-4执行力的提高,Execution Skills,Think执行的反思,What are employees mis - concepts about execution,？,执行力的四阶梯,1,2,3,4,知道Know the goal & plan,做到Just do it,做好DO it good,做对Do it right,Four stages in execution,员工常见的错误有哪些?,?,What common mistakes,employees usually make,主管眼中员工常见的16个错误(A),1.被动等待询问 Speak only when manager ask 2.盲目地遵守规则 Abide by the rules blindly3.迷信经验就是对策 Believe that experience is the solution4.对创新持怀疑态度 Doubt about innovation,16 mistakes employee always make,主管眼中员工常见的16个错误(A),5.本位主义，自我保护 Subjective, self protection6.固化思考，没有创新 Fixed thinking, no change7.只提问题，不提对策 Find problem instead of solution8.担心出错，心态消极 Negative attitude,16 mistakes employee always make,主管眼中员工常见的16个错误(B),9.忙碌工作，不愿学习 Busy work, less learning10.只顾眼前，不管未来 Focus on new instead of future11.头痛医头，疲于奔命 Short of systematic thinking12.只想答案，照指示做事 Only follow the managers instructions,16 mistakes employee always make,主管眼中员工常见的16个错误(B),13.埋头工作，不会察颜观色 Less communication14.呆坐原位，不去争取资源 Not eager to search for resources15.缺乏倾听客户轻忽投诉 Not listen to customer16.误以为努力工作，就有绩效 Do things without performance,16 mistakes employee always make,化员工的被动为主动行为,How to change employees behavior from passive to proactive,?,Case Study,如何提高部属的计划执行力,Why the plan can not be executed completely?,执行力不足的六个障碍,执行盲点misc