团队执行力与管理技能提升训练（Team execution and management skills training）

1、团队执行力与管理技能提升训练（Team execution and management skills training）Team execution and management skills trainingTime two days, China dragon training network chief trainer Asia ten trainer Dr. Long YunanTraining objects: enterprise managers, grassroots managersTraining objectives: 1. Define the roles and r

2、esponsibilities of the company, define the responsibilities of the business, management, motivation, implementation, personnel training and so on. Improving management skills and improving management level. Improve the ability to train subordinates, so that the ability of subordinates to continue to

3、 improve, to ensure the sustainable development of talents. 2, improve the management team building and management ability, enhance team cohesion, through effective management to promote the achievement of departmental goals. 3, to achieve efficient executionThe first chapter, curriculum constructio

4、n and management team, the second chapter, management personnel six skills training: first skills communication skills with second skill trees Wei skills third skills speech skills fourth skills operation right skills fifth skills decision skills sixth skills the third chapter for skills and shaping

5、 their efficient executionChapter 1: building high performance teamsOne. Team problem solving method 1. Analysis of the current situation and background 2. Clear question 3. Brainstorming (or brainstorming) 4. Choose several alternatives, analyze the potential advantages / disadvantages, overcome th

6、e possible disadvantages, and establish the final action planBrainstorming case: how to improve sales performance? Brainstorm Games: what are the major risks in life?Two. The characteristics of unsuccessful team: three monks stories of rejuvenating templesThree. Efficient team logo, clear, agreed wo

7、rk objectives, open and constructive controversyCase: Sloans strategy1. Mutual support and trust 2. Cooperation and coordination 3. Perfect working system and procedure 4. Good leadership properlyCase: Charles Schwab, a steel magnate, punishes workers smoking5. Periodical audit 6. Personal growth an

8、d development 7. Good inter team relationship 8. innovative thinkingGame: rope pull out gameFour. Cultivate team culture and team spirit 1. Team culture shapes A. team culture and serves the whole culture of the enterprise. What is your corporate culture? Question: what kind of team culture do you w

9、ant to shape? B. group behavior habit formation C. construction team culture languageCase: the language game of GE culture: the language that defines our group team cultureThe establishment of 2. team culture beauty three: quality, character, taste 3: cherishing, Xi Xi Yuan, Xi 3: gratitude, gratitu

10、de, feeling a sense of heart 3 hearts: sincerity, perseverance, love case analysis: Military Academy team culture3. what are the characteristics of an enterprise with team spirit? A, a unified B, two teams of C, three identity D, four platforms4. A real case study. 1 cases of domestic insurance comp

11、anies: upgrade and expand the business scale of 2 cases: the case of a well-known cultural leadership and group 3: Guangdong company layoffs case 4: a life insurance company salesman lostFive. Effective incentive techniques for team members 1. Maslow needs hierarchical incentive method, 2. incentive

12、 - Health double incentive method case: Pearl River Delta enterprise case: HP does not dismiss the old employees 3., fair incentive effective use4. vrooms expectancy incentive method: analysis of 5. case of employee bonus Skinner reinforcement method case: a north water pump factory closuresSix, emp

13、loyee motivation skills introduction: how to motivate employees 1. staff motto four temperament temperament and motivation and the advantages and disadvantages of temperament and job category phase collocation case: four men went to the theatre: the case of a dream of Red Mansions characters tempera

14、ment 2. how to deal with employee complaintsThe second chapter, management personnel skills promotionFirst, managers role cognition management plays several roles, often switching and prone to deviation. Being able to recognize and play a good role is an important ability. (1) to superiors: subordin

15、ates,To provide perfect help for the boss (2) to subordinates: is the boss (3) to the same level: the same level is my internal customer (4) to the outside: is the supplier or customer (discussion) management personnel responsibilities1. The position and mission of management staff is the key person

16、 in the transportation hub, and is the bridge, hinge and backbone of the enterprise. The special position of managers in the enterprise makes them play an important role in the realization of the enterprise strategy and the management of the enterprise, and it is the best embodiment of the level of

17、enterprise management. If the manager has a problem, it will bring great damage to the enterprise.2. The important role of management personnel conveys the intention of senior leaders, and feedback the opinions of grassroots employees, that is, uploading and distributing, coordinating and supervisin

18、g.3. The quality of management requires basic quality 1, ethical quality - 1) correct world outlook and values. 2) noble moral sentiments and self-cultivation. 3) good professional ethics and reputation. 2, psychological personality quality - 1) broad mind. 2) open mind. 3) perseverance and willpowe

19、r. 4) personal self-control. 3, basic knowledge quality - 1) solid basic knowledge. 2) perfect knowledge structure.Professional quality, 1, focus and passion for enterprise management. 2, enterprise management knowledge: planning, organization, coordination, control and other basic knowledge managem

20、ent; marketing, procurement, research and development, production, service, quality, finance, human resources and construction of information industry and business management knowledge; knowledge; knowledge of other related disciplines: politics, economics, psychology and physiology, ethics, statist

21、ics, system science, accounting and law knowledge, 3 basic skills (six skills)Idiosyncratic quality - building advantageous personal advantage4. Understanding the roles of managers in enterprise management (three) - the role of information communication (two) - the role of interpersonal relationship

22、 (three) - the role of decision maker5. Role cognition - an analysis of oneself and environmentCase: 1. The father of modern management Fayol 1841 - 1925 1860 - 1872 role conversion in the twelve year period: the grass-roots level management personnel and technical personnel, was appointed in 1866 1

23、872 - 1888 comen Terry mine mine for sixteen years, was promoted to manager, leading a group of mine, 1888 1918 - thirty years general manager, the original company was on the brink of bankruptcy to rectify the thriving 1918 1925 seven years. Management research: industrial management and general ma

24、nagement put forward the management of the five major functions and 14 principles of management.2. The father of scientific management Taylor 1856 a 1915 management way is an American inventor, engineer, known as the father of scientific management in 1875 (19 years) into a small factory when the ap

25、prentice. Three years after the transfer of Philadelphia Steel Corp xianhoudangguo Midvale, handyman, mechanic, foreman, director of design etc. In 1881 at the age of 25 began to study the labor time, chief engineer of the then 28 year old Meade Val: the company has 40 patents, prominent inventors,

26、but he is engrossed in the study of scientific management at the age of 34, leaving the company independent business management consulting work in the factory. After 45 years of retirement, he spent most of his time writing, speaking, and publicizing his scientific method of factory management, that

27、 is, the Taylor system.Six skills training of management personnelThe communication skills of the first skill managersA. Grasp the affair, love to eat 1. According to the feeling out at 2. Gu Shang and Gu Xia are very importantTwo. Communication skills with superiors: 1. communicate with superiors,

28、be careful; 2. Pay attention to the information of superiorsThree. The skills of reporting to superiors: 1. give the superior leaders satisfactory reporting methods: appropriate timing; concise and concise; emphasis; clear and clear; proper length; combination of words and language 2. The superior l

29、eaders disgusting report way 3. puts forward the countermeasure of the problem in the reportFour. The art of exchanging conversation with subordinates. 1. honest and frank,Treat people equally 2. Transposition thinking, seeking common ground while reserving differences 3. Exquisite skills, accurate

30、expression of 4. Implication, clever passFive. Handle subordinates reporting skills. 1. listen to the work report of subordinates 2. Working instructions for subordinates to ask for instructionsSecond skills managers of the tree Wei skillsOne, Yan tree Wei 1. small things should also strictly reques

31、t 2., pay attention to the distance between subordinates 3. Dont mix iron with subordinates 4. Deeds correspond to ones identity 5. Do undemonstrativeness 6. Develop good behavior 7. Take the lead in making outstanding achievementsTwo. Take de tree Wei 1. Generous benevolence, can make subordinates

32、sincerely obey the 2. example, can make subordinates naturally obey 3. Caring for others makes subordinates subordinate to their hearts 4. Cross-bench mind, can make subordinates very admire 5. Active languo will make subordinates completely obey the 6. Generous magnanimous, will also make subordina

33、tes convincingThree. Wei Wei 1. Have to improve their law-abiding 2. Helps to strengthen the legal act tough and talk soft, August 3. Give rewards and punishments, and constantly enhance their deterrent power 4. I play the bad, but also conducive to improve your prestige 5. Personnel distinguish, so

34、 that subordinates think you act FairFour. Take Gong tree Wei 1. Subordinates need to meet 2 as much as possible. Among the 3 thickness, not emotional. Honestly, not heteronomyFive. Take letter tree Wei 1. Not easy promise, also wont easily break faith 2. Being cautious, you can increase your leader

35、ship authority by 3. Do not open an empty cheque, do not betray 4 in front of subordinates. Speaking and doing, your prestige will riseSix. Take right tree Wei 1. Being resolute will make you appear more competent 2. Order is reasonable, will make subordinates more willing to cooperate 3. Recommenda

36、tions to guide, so that the management effect is more prominentThird skills management staffs speech skillsA speech. Management personnel 1. basic requirements for reasonable blending, with 2. Gesture, gesture, 3. Spit words clear, easy to understand 4. Fluent, clear, accurate expression 5. Concise

37、and comprehensive, avoid lengthy 6. Pay attention to the occasion and have a definite objectTwo. Styles and types of managers speeches 1. Plain and plain style 2. Concise style 3. A fine literary style style 4. Euphemistic style 5. Elegant and discreet style 6. Kind and delicate style 7. Serious sty

38、le 8. Humorous styleThree. Ways to improve managers speech level 1. Set up confidence and improve psychological quality 2. Expand the accumulation of knowledge have wide learning and a retentive memory, 3. Grasp the situation and strengthen the control abilityFourth skills managers right of transpor

39、t skillsA. Managers right to go skills 1. Combination of moderation and timeliness: 2. The combination of compulsion and non compulsion 3. The combination of centralization and decentralizationTwo. Management skills of 1. Managerial empowerment principle A. Communicating with the authorized person t

40、he essence of the work B. Slowly increase the liability of the authorized person C. Remember that you are the last person to be truly responsible, D. The first license should be tolerant of mistakes, not too demanding E. The authorized person feedback to you F. Encourage empowered people to communic

41、ate openly with you, G. Constant praise and encouragement2. The skill authorized by the management personnel should pay attention to three no (1), the authorization is not Decentralization (2), the authorization is not blindly advocating the independence of subordinates (3), and the way of authoriza

42、tion can not be arbitraryEmpowerment process is the best opportunity to enhance the function of subordinates and subordinates. It can motivate and evaluate the performance of subordinates of all strata. Train subordinates to become an all-around professional. Once a week, teach the main subject. Set

43、 realistic goals and make flexible adjustments according to the actual situation. Arrange enough time for research and development of new thinking. Cultivate the habit of communicating with superiors and subordinates at any time. Dont let the authorized person hide his ambition and know what he want

44、s to achieve.Three. A case study of managerial personnels right to borrow: a large construction enterprise in a city in North china,From the company headquarters sent a responsible person to a subordinate branch manager arrived, we can say he is a layman, before is cadres troops, the construction te

45、chnology, so utterly ignorant of the budget. But he will borrow the strength of subordinates, in addition to the macro to deal with things and outside the customs, the rest of the work, he delegated power to subordinates. At the same time, the company hired a master of engineering and technology and

46、 budget to be assistant manager. Because the leader will take advantage of others wisdom and management to improve themselves, make up for their shortcomings, so that he led the team cohesion continues to increase.1. The method of borrowing power from superior A. Please instruct the superior; B. For

47、warding experience briefing; C. Ask superior to pass organization way instruction; D. Cooperate with superior; E. Convey superior intentions to subordinates.2. The method of borrowing rights by subordinates is to increase their centripetal force by making use of the desire and psychology of subordin

48、ates to be friendly with leaders. Second, we should do well in the self disclosure of the right to borrow, that is, we can consciously and consciously tell some of our own requirements and circumstances to subordinates, so that subordinates can get the opportunity to directly understand the intentio

49、ns of the boss. The job of staff motivation, improve their sense of participation and enthusiasm, absorb their participation in decision-making, to meet their psychological needs and to show their subordinates will be subject to damage, it can win the support of subordinates.3. The method of borrowi

50、ng rights at the same level is modest, cooperative, active comity, not to struggle for power, not to gain profit, and to seek support from other peers at the same level of A. Good, honest. B. The leader should also carry out their duties, not only not offside. C. Strengthen communication at the same

51、 level, and fully display their strength. D. Actively cooperate with each other and complement each other.4. The method of collective borrowing is good at using the collective power and borrowing the collective power to complete the task. Second, take coercive measures when borrowing rights. By mean

52、s of the form of the right to borrow. Fourth, take the way of cutting to borrow. Note: 2. borrow right is not fight rightFour. Management personnels right to control skills 1. Temper justice with mercy: make subordinates do something, not for 2. The more fear of the employment of both kindness and s

53、everity under the leadership of the 3. Prepare for a rainy day: let oneself treat people, not treat people 4. Field force control: the influence of improving leadership powerDecision making skills of fifth skill managersA. Methods 1 evaluation management decision-making scheme, determine the target

54、2 overall planning, optimization of 3 different types of discriminationTwo. Procedure for decision making by management personnel 1. Finding problems 2. Target 3. Draw up scheme 4. Assessment analysis 5. Scheme selection 6. Implementation plan 7. Decision followingThree. Matters that managers must p

55、ay attention to in decision making 1. Pay attention to the first hand material 2. Pay attention to two-way thinking 3. Attention should be paid to the opinions of the masses 4. Attention should be paid to the implementation of the policyTop up skills of sixth skill managersA. The principle of commun

56、ication between managers and superiors 1. Compliance will be smooth 2. Loyalty brings reuse 3. Honesty brings trustTwo. Methods for managers to go up 1. Timely communication, enhance understanding 2. Reasonable requirements, no problems 3. Kejifuli, customer reviewsThe third chapter: efficient execu

57、tion shapingA. Enterprise management and executive cultureTwo. How to shape efficient execution1. Establishing enterprises no impossible spirit of enterprise2. Create absolute obedience to the action3. To train highly effective staff qualityA, set up a highly effective career concept, a good profess

58、ional idea (1). A good attitude and belief (2). Learn to be a man first (3). Work goal + sense of responsibility + consciousness (4). Career concept and potential developmentB. Clear target managementThe basic principle of MBO (1): there is a golden standard in SMART principle: SMART principle. Good

59、 goals should be in line with SMART principles.Specific: the goal should be clear and clear: Measurable: the goal is to quantify the Attainable: the target is challenging, and the accessibility is Relevant: the goal is to combine the organization with the individual: Time-Table: the goal is sometime

60、sGoal implementation principle 5W1H (1) Why - why do you do this? (purpose); (2) What - whats going on? (object); (3) Where - where to execute? (location); (4) When - what time? When will it be finished? (time); (5) Who: by whom? (personnel); (6) How - how to carry out? What are the effective measur