The first part is the quality model of excellent managers and the role cognition of managers-to help you realize the psychological orientation of managers.

1. Quality model of excellent managers

2. The essence of management

3. The difference between excellent employees, business backbones and excellent managers.

4. Five changes from excellent employees and business backbones to excellent managers.

5. Correct roles and misplaced roles of excellent managers.

6. The characteristics of five-level leaders

7. Different stages of enterprise development have different requirements for middle-level competence.

8. The position and role of middle managers in enterprises.

9. The consciousness and mentality that managers should have.

10. Game sharing: Look at the common problems of the middle level in the "mini enterprise game" and clarify the roles, functions and responsibilities of the middle level.

Part II Management Skills of Managers

First, systematic thinking ability-help you learn to arrange the work of the department systematically, in an orderly and step-by-step manner.

1. A comprehensive and systematic thinking structure that a manager should have.

2. Three aspects of systematic thinking

3. Structured decomposition of system thinking

4. Case discussion: how to make overall arrangements through systematic thinking in the face of departmental work objectives or an important task.

Second, the goal planning time management ability-helps you learn how to set goals, make plans, and make rational use of time.

1. PDCA management cycle of plan management

2. Smart principle of management by objectives

3.5W2H plan decomposition method

4. Management Tool-Application of Gantt Chart

5. 20 methods of efficient time management

Case study: Where is the root of the problem of poor implementation of the plan?

Third, team building and organizational management-let you bring out a lean and efficient team with complementary advantages.

1. Characteristics of excellent teams

2. Five conditions of organization formation

3. Four levels of organization-an important level that is often neglected in implementation.

4. Lean and efficient practical methods in department organization design and personnel arrangement.

5. How to match people and posts, complement each other's advantages and maximize human resources within the team?

6. Five principles of command and reporting system at higher and lower levels within the organization.

7. Eight common phenomena in authorization

8. Seven levels of effective authorization

9. Game experience: experiential game, so that the team can experience * * * the same goal, trust and support, complementary advantages, lean and efficient.

Fourth, cultivate the ability of employees-so that you can not only do it yourself, but also teach employees and train subordinates.

1. Cultivate the psychological orientation of the subject.

2. Four kinds of employees (intentional and powerless, powerful and unintentional, intentional and powerful, unintentional and powerless) training focus.

3. The key points of training employees in three ways: OJT (on-the-job training) +OffJT (centralized training) +SD (self-motivation).

4. How to make a training plan

5. Five steps of on-the-job guidance

6. Six opportunities for teaching at work

7. Six key points of new employee training

8. Case analysis: On-the-spot answer to the problems encountered by students in the actual training of employees.

Fifth, communication and coordination skills-help you master communication skills, let the team reduce internal friction, and Qi Xin will work together to achieve the goal.

1. Illustrate common phenomena and analyze communication barriers with cases.

2. Five mentalities to achieve good communication.

3. The difference between one-way communication, two-way communication and all-round communication.

4. Five points for attention in communication behavior

5. The human wisdom contained in communication

6. Four keys to cross-sectoral collaboration and five ways to find mutually beneficial solutions

7. Communication essentials with different relationships (boss, subordinates, colleagues, customers, etc.). )

8. How to turn criticism into encouragement, and how to use appreciation to let employees play their specialties.

9. How to adjust communication methods for people with different personalities to achieve communication purposes?

10. Case discussion: Solving common conflicts between superiors and subordinates in enterprises.

6. Effectively motivate employees-let employees change from "I want to do" to "I want to do" and build an automatic and spontaneous team with highly concentrated will.

1. Incentive principle: stimulus-demand-action

2. Incentive theory: XY theory, fairness theory, two-factor theory, achievement theory, expectation theory and demand theory.

3. Common misunderstandings in motivation

4. Different needs of employees at different levels

5. Six ways to motivate at work

6. Case discussion: How to make employees actively and willingly accept challenging tasks of the company?

Seven. Execution and control-help you strengthen process control, improve execution and ensure the realization of goals.

Analysis of Eight Common Errors in the Implementation of 1.

2. How to improve execution from the mentality?

3. How to improve execution from behavior habits

4. How to improve the execution from the formulation and implementation of the system?

5. Control three links: before (predicting problems), during (solving problems) and after (routine abnormal events).

6. Case analysis: From the perspective of "quality accident" and "delayed completion of the plan", how to control the process and avoid post-event inspection.

The third part is to improve the quality of leadership-to make managers influential and bring out an elite team with cohesive fighting capacity.

1. What is leadership: Tao and skill?

2. Five major differences between leadership and management

3. The soft power and hard power of leadership

4. Five aspects to enhance personal influence

5. Four types of leaders

6. Situational leadership: adjust the leadership style according to different tasks and different employees.

7. Situational leadership: adjust the leadership style for employees with different personalities.

8. Coaching leadership core: Only by solving the problem of "people" can we fundamentally solve the problem of "things".

9. Role-playing: Adjust the leadership style for four types of employees.

10. video analysis: what is the charm of leadership from a video?