Lecture 1 Training Managers' Management Literacy II
The second lecture as a subordinate professional manager 5
Lecture 3 Professional managers are colleagues 7
The fourth lecture: Professional managers should be bosses 1 1
Lecture 5 Time Analysis 16
The sixth lecture on the second quadrant working method 24
Lesson 7 Develop Good Habits 29
Lecture 8 Why the ditch is impassable 3 1
Lecture 9: Objects and Channels of Communication 33
Communication is the art of listening.
1 1 Talking about feedback skills 40
12 on how to report to the boss 43
lateral exchange
Lecture 15 Management by objectives 50
No. 16 on the characteristics of the target 56
Lecture 17 Seven Steps to Set Goals 65
No. 18 how to set goals for subordinates 70
Common mistakes
Lecture 20 Motivation Methods for Middle Managers 83
Lecture 2 1 recognition and praise 88
Lecture 22 Motivation according to Personality Type 92
Lecture 23 the role and function of middle managers in performance evaluation, page 96
Lecture 24 How to set performance standards for subordinates 10 1
Lecture 25 Improper Scoring and Its Elimination 104
Lecture 26 Performance Interview 109
Lecture 27 Force Analysis 1 14
Lecture 28 Leadership Style (1) 1 18
Lecture 29 Leadership Style (2) 122
Lecture 30 Being Coach Manager 125
3 1 On the Significance of Authorization 129
Lecture 32 Four Types of Authorization 134
Lecture 33 Moderate Authorization 139
What is a good team?
Lecture 35 Development of the Aging Team 147
Lecture 36 How to Deal with Team Conflict (1) 152
Lecture 37 How to Deal with Team Conflicts 157
Lecture 38 Team Roles 166
Lecture 39 Organizational Role and Team Role 172
Lecture 40 How Managers Learn 176
The first lecture 1 on cultivating managers' management literacy
The main points of this lecture
The Core Value of Professional Managers
Executive power of professional managers
Course introduction
By professional managers, we mean not only people who take managers as their profession, but also people who have or have the management literacy of professional managers. It refers not only to the top managers of enterprises, but also to the middle managers of enterprises.
The general manager and deputy general manager of many enterprises are both professional managers and employees of the company, and are appointed and removed by the board of directors. In addition, there is a larger group of managers, that is, the middle managers of enterprises, who constitute a huge enterprise manager. In this way, top managers and middle managers together constitute the professional managers of the enterprise.
The Core Value of Professional Managers
There are two different views about professional managers:
Viewpoint one, viewpoint two
If the board of directors, chairman of the board of directors or capital owners are the brains of the enterprise, then as professional managers of the enterprise, they are the backbone of realizing the ideas of the brain and keeping the company running. They are connected with the top managers and employees of the enterprise. Without these professional managers, it is difficult to realize the idea of top management. Divided into three types:
One is the "dinosaur type", which is characterized by its strong ability, but always gives reasons why the task cannot be completed.
Second, the "Kannika nimtragol" type, which is characterized by being passive to Nuo Nuo and Nuo Nuo all day, like a doormat.
The third type is "slave type", which shows loyalty and low ability.
Becoming the backbone of an enterprise depends on improving the management quality and cultivating the professional manager's ability to meet the needs of the enterprise.
Executive power of professional managers
The main role of professional managers
So, what role do professional managers play in the process of realizing enterprise execution? As we all know, the main role of the top management of enterprises is to formulate strategies. The main role of professional managers is the executor.
In many textbooks, in the practice of enterprises, we call the managers of enterprises the executive layer, that is to say, the implementation of enterprises mainly depends on professional managers. If the professional manager team lacks execution, many ideas of the enterprise will be distorted.
The executive power of professional managers is manifested in two aspects: one is business ability, and the other is management ability?
Self-check
If you are a professional manager, do you realize your role in the implementation of the company's strategy?
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Composition of executive power of professional managers
The executive power of professional managers is mainly manifested in two aspects: business ability and management ability. Because the business ability of different industries and different positions is very different, this course mainly introduces the management ability of professional managers.
1. Role cognitive ability
Professional managers are not only subordinates of high-level enterprises, but also superiors of subordinates. At the same time, it is at the same level as parallel departments, and it is also an external supplier and customer.
Therefore, professional managers actually need to change roles frequently, which is prone to deviation. Therefore, role cognitive ability plays a fundamental role in the realization of its management role.
2. Time management ability
The efficiency difference between a good manager and a bad manager may be more than ten times. The important reason for this gap may be the difference in time management. Professional managers play an important role in enterprises, and the management of time will not only affect their own efficiency, but also affect superiors, peers and subordinates. Therefore, efficient time management is an essential ability for professional managers.
3. Communication skills
There are two ways of saying "70%" about communication: the first way is that managers spend 70% of their time on communication, and the second way is that 70% of the problems in enterprises are caused by communication barriers. Both of these statements illustrate a problem: professional managers must spend a lot of time and energy to solve communication problems.
4. Ability to manage by objectives
Assuming that every member of an enterprise has his own ideas, it is difficult for an enterprise to develop without a common goal. Management by objectives is to achieve the goal of * * * for enterprises.
5. Motivation ability
Incentive measures in enterprises are generally provided by senior managers, such as salary increase, promotion, stock options, status display and so on. The middle managers, who account for the majority of professional managers, do not have so much power or resources to provide these incentives for their subordinates, so they have higher requirements for the incentive ability of professional managers.
6. Performance evaluation ability
Every year, enterprises conduct performance appraisal on employees' work, with the purpose of evaluating employees' working status and achievements, and making personnel decisions according to the assessment results. This appraisal is related to the salary adjustment, promotion, appointment and dismissal of employees and other aspects. In the past, professional managers didn't play much role in this process, but modern management requires professional managers to maintain the relationship of performance partners with their subordinates, that is, to be responsible for improving their work performance.
7. Leadership
There is a misunderstanding about leadership: some professional managers, especially senior professional managers, are used to giving orders directly to realize their leadership role. In fact, leadership is an influence, and its highest level is to let subordinates work for the company's goals voluntarily.
8. Coaching skills
In an enterprise, 70% of employees' abilities come from their bosses, who coach or train them at work. Another 30% may only come from the training and education activities of enterprises. This means that if a professional manager doesn't know how to coach, train and guide subordinates, it means that subordinates probably don't have that 70% ability.
In practical work, many professional managers have this experience: they feel that their subordinates are not competent enough and dare not give them the work. But think about it, how many abilities are taught to subordinates by professional managers, and are the abilities of subordinates grown and owned under our guidance? For modern professional managers, coaching ability is a very important ability.
9. Approval
Some professional managers may think that the scope of authorization given to him by the top management is very small, so he can't or doesn't need to authorize subordinates. In fact, some surveys show that in terms of authorization, ordinary employees have stronger requirements for professional managers than middle-level employees have for senior employees. Because management generally achieves work goals through others, only by effectively authorizing subordinates can we mobilize subordinates to achieve the same goals. So authorization is also very important for professional managers.
10. Team development
Nowadays, no matter multinational enterprises, private enterprises or state-owned enterprises, they attach great importance to team spirit and team building. In fact, 30% of the key to enterprise development is a management system that can be described in written form, while 70% is completed by teamwork. In a team, each member has his own role, advantages and disadvantages, and the complementarity among members can realize the function of teamwork. Middle-level managers must be good at discovering the advantages of subordinates and proposing solutions when conflicts arise among members.
Course introduction
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