新晉經(jīng)理的管理技能

1.從團(tuán)隊成員到團(tuán)隊領(lǐng)導(dǎo)的轉(zhuǎn)型
從被管理到管理
自身職能和目標(biāo)的變化
個人目標(biāo)與團(tuán)隊目標(biāo)
所處人際關(guān)系的變化

管理角色的定位
管理的目的是什么
管理和領(lǐng)導(dǎo)的差異
成功管理者的管理能力必備
管理的誤區(qū)

2.管理中的有效溝通
溝通的障礙
強(qiáng)化溝通的六大要素
語言與非語言溝通技巧
了解不同的溝通類型

3.管理沖突
了解我們的工作環(huán)境
沖突的普遍性和必然性
沖突的兩面性和可變性

合理解決沖突的辦法
合理解決人際之間的沖突
善于協(xié)調(diào)組織之間的關(guān)系

有效管理跨部門沖突

4. 團(tuán)隊管理者員工輔導(dǎo)技能
什么是員工輔導(dǎo)
是“教不會”還是“不會教”
員工輔導(dǎo)的障礙所在
員工輔導(dǎo)的要素
提供反饋的規(guī)則
員工輔導(dǎo)的步驟
員工輔導(dǎo)的具體實(shí)踐

5.有效激勵下屬
需求理論與雙因素理論的分析
物質(zhì)激勵的有效性及局限性
激勵因素調(diào)研及解讀
理解下屬的動機(jī)與需求
經(jīng)理的有效激勵菜譜

6.打造高效團(tuán)隊
群體發(fā)展階段
團(tuán)隊基本特征
什么是團(tuán)隊建設(shè)
高效團(tuán)隊的特征及團(tuán)隊活動點(diǎn)評
高效團(tuán)隊的形成及團(tuán)隊發(fā)展
高效團(tuán)隊與團(tuán)隊精神
團(tuán)隊角色的理解和運(yùn)用
團(tuán)隊角色辨識
團(tuán)隊角色互補(bǔ)
團(tuán)隊工作模式的調(diào)查及制定改善計劃

7. 新任管理者的時間管理
確定優(yōu)先順序
趕走時間的“偷竊者”

1. Transformation from team member to team leader
From being managed to manage
Functions of oneself and goal transformations
Individual and team objectives
The change of interpersonal relationship

Positioning of the management role
The purposes of management
Differences between management and leadership
Management essentials for successful managers
The pitfalls of management

2. Effective communication
Communication obstacles
Six factors in communication
Verbal and nonverbal communication
Understanding different communication styles

3. Conflicts management
Knowing our working environment
Universality and inevitability of conflicts
The two sides of conflict and its variability
Reasonable solutions to conflicts
Solving the conflicts of interpersonal relationships reasonably
Adepting at coordinating relationship among the organizations
Managing crossfunctional conflicts effectively

4. Effective coaching skills for managers
The definition of employee coaching
“Can’t do it after teaching” or “don’t know how to teach”
The obstacles of employee coaching
The elements of employee coaching
Principles of providing feedback
Steps of employee coaching
Practice of employee coaching

5. Motivating subordinates effectively
Demand theory and twofactor theory analysis
Effectiveness and limits of material incentive
Investigating and reading the incentive factors
Understanding the employees’ motivation and demands
Effective incentive recipes for managers

6. Building effective teams
Stages of team development
Basic characteristics of a team
The definition of team building
Characteristics of effective team and comments on team activities
Formation of effective team and team development
Effective team and team spirit
Identification and application of team roles
Identification of team roles
Complementation of team roles
Investigating the team working modes and making an improvement plan

7. Time management for new managers
Prioritization
Get rid of time “Stealer”