A: The challenge of managers.

What is the biggest challenge for managers?

How to change the result of people doing things?

Philosophy of success and failure

Case study (although failure is the mother of success, past successful experience often leads to today's failure)

The knowledge and experience you have is the reason why you have come to this day, and it is also the reason why you have just come to this day.

C: apply what you have learned

Learn to put down the empty cup mentality

Four realms of learning

Why is "training class useless"?

What can we do to better "apply what we have learned"?

The change of professional consciousness

Why is 80% of the wealth in the world in the hands of 20% people?

What is weak thinking?

Why do people with "weak thinking" become really powerful?

The magic rule of habit formation: 7/2 1 rule

Three realms of accepting new things

Three realms of thinking cultivation

How to be a "prophet"?

Many companies have held a lot of training, but the training effect is not very satisfactory. "Students are often very excited during training and very moved after class, but they don't move after a while." Managers will also question the usefulness of training.

How to really solve this puzzle, fundamentally change students' consciousness and concept, improve the long-term effect of training, and finally achieve the purpose of improving grades is exactly the problem to be solved in this chapter.

The content described in this chapter will have a fierce collision with students' solidified ideas, which will cause them to think deeply. The effect of this part of learning will affect the whole training process and the effect of implementation after training, and also lay the foundation for students' professionalization. )

Part II: Self-cultivation

A: Three subjects.

Three practices of improving ability

Wonderful deduction of three major disciplines

Case study (how skills are developed)

B: The only chance to change your destiny-study.

The only constant in the world is "change", but what is more terrible than "change" is "unchanged"

If you have money, you will not learn, and if you have money, you will not be rich; If you don't learn, you will never be poor.

It is better to be a famous teacher than to read thousands of books.

What's the fastest way to learn?

What is the highest state of learning?

C: professional training

Which is more important, loyalty or ability?

have both ability and (moral) integrity

Case sharing (morality can often make up for the lack of wisdom, but wisdom can never fill the gap of morality)

Follow your heart (practice begins with your heart)

Five abilities necessary for professional players

Six secrets of professional accomplishment

The basic logic of cultivation (see the essence through phenomena, simplify the complex, and use "Tao", "control" and "technique")

Reflection on life

What is the purpose of people living?

What are the four things that make life more meaningful?

What criteria are used to measure the value of life?

At work, what can I do to make others and myself happy?

This chapter guides the direction of professional practice through the interpretation of three practices, reveals the skills of practice through the six secrets of practice, and reveals the deep meaning of "having both ability and political integrity" through the dialectic of loyalty and ability.

This chapter also discusses a very popular and profound question, that is, "Why do people live and how to live is more meaningful?" . The wonderful interpretation in the course will make you suddenly enlightened and guide you into a new world of thinking.

Part III: Management philosophy of enterprises.

A: The philosophy of doing things.

Case study (you must work in the right direction to have a chance of success)

Choose the right time and space, do the right thing and do the right thing at the same time.

Which is more important, direction, method or time and space?

Role cognition of managers

The eternal goal of the enterprise

Case study (strategy determines the future)

The eternal goal pursued by enterprises

The ultimate development of enterprises will "stop at people"

Case analysis (wisdom case)

Six elements of enterprise management

Six elements of enterprise management

Case study (the fourth five-year plan of a listed company)

Case analysis (management strategy of listed companies)

Analysis of "Wolf Pragmatic Culture" in Huawei's Corporate Culture

How to choose the right time and space, do the right things, and do things right at the same time. )

Understand the concept of management, the six elements of enterprise management, how to treat company management from the perspective of operators, and how to define their roles and positioning from the perspective of enterprises.

The fourth part: management practice

A: The most important prerequisite for doing things.

If you can't do anything, it's no use being tired.

The balance between the needs of others and their own needs.

What is quality?

If you were the boss, would you hire you now?

Be a contented person.

B: management practice

Classic interpretation of management

The means and purpose of management

Classic interpretation of PDCA

(Students master management practice direction and core skills)

Part V: Leadership improvement.

A: Team analysis.

Team VS "gang"

Why does one person become a "dragon" and a group of people become "worms"?

How to avoid the dilemma of "three monks have no water to eat"?

interpersonal skills

Case study (your attitude towards others determines others' reaction to you)

The essence of communication

Effective communication skills

Inter-departmental communication skills

C: leadership improvement

What is leadership?

The Core Skills of Leadership Improvement

Analysis of three major disciplines

The golden rule of improving execution: the new three disciplines

The principle of "accepting the heart" to deal with violations of discipline (employees strike and the boss is angry, what should I do as a middle-level cadre? )

Four areas of management

Team building goal

D: active improvement

The furthest distance in the world is the distance from "head" to "foot", that is, the distance from "thinking" to "doing"

Reasons for knowing but not doing it

Look at yourself in three ways every day.

The core skills of active sales promotion

Guide students to see the essence of management and master the core skills of leadership improvement. )

(Not only to solve the problem of "knowledge", but also to solve the problem of "behavior". How to solve "easier said than done"? )

Part VI: Professional mentality

A: Professional concept

Enlightenment of "Benevolence, Self-cultivation, Ruling the Country by the Family and Leveling the World"

Professional concept

Eight secrets of keeping innovation.

The secret of success in the workplace

"Abnormal" and "Five Hearts"

Analysis of "winning"

How to be a winner in the workplace?

Case sharing (because of concentration, so professional)

C: change begins with the heart

Three thoughts on change.

philosophy of life

My day in Shanghai

Success begins with loving what you do.

What kind of mentality has what kind of life.

How to achieve a win-win situation for individuals, families, colleagues and enterprises?

(Instructing students how to establish a correct professional concept and mentality and revealing the secret of success in the workplace is to start with "falling in love with your job". )

(When a person grows into a professional player and becomes an individual who can come at the call, fight when he comes, and win the battle, the combat effectiveness of the team will also be greatly increased. )

Part VII: Standardization implementation skills.

A: Standardized analysis

Reflections on "Making Habits Meet Standards and Turning Standards into Habits"

What is standardization?

The road to management

Management standardization

Standard formalism

Form informatization

Information performance

C: skills of standardization implementation

The purpose of setting standards

Purpose and goal analysis

Smarter goal-setting principles

Principles of setting standards

The Sunflower Collection of Standardized Planning: MECE

Skills of using MECE

MECE standard

Application of inert thinking in standardized planning

Case analysis (concrete application of lazy thinking)

D: standardized software tools

Application Skills of Mindmanager in Process and Standardization

Skills of drawing flow chart in Visio

Application Skills of Adobe Acrobat in Document Integration

E: process optimization skills

SIPOC analysis of process optimization

An example of making panoramic view of enterprise management process

Examples and skills of process production

Form design technology

(Reveal the methods and skills of "how to make different people do the same thing and have the same result by setting standards". )

("If a worker wants to do a good job, he must sharpen his tools first". This chapter will make the implementation of process optimization and standardization a pleasure through the comprehensive application of MECE, Lazy Rule, Mindmanager, Visio, Adobe Acrobat and other tools. )

Part VIII: Performance management and promotion skills

The core of management

The beginning of life, exploring "goodness" or "inherent evil"

Interpretation of human nature

The Core of Management-Human Nature Management

B: performance evaluation

Discrimination of "philosophy of doing things comes from war, and philosophy of management comes from Taiji"

Four principles of performance management

Why do most enterprise performance appraisal end in failure?

What is the ultimate goal of enterprise performance appraisal?

Case analysis of performance appraisal implementation

Core skills and principles of performance appraisal.

C: Performance of performance system construction

Analysis on the Construction of Performance Monitoring System

Performance data analysis skills

Performance improvement skills

("it's exhausting to be in charge of people." In what ways can employees work more actively, positively, spontaneously and continuously?

Standing at the moment, we should bid farewell to the past "brainwashing training" and replace it with a scientific performance management system. Through the invisible hand of "performance management", it will push our employees to continuously improve, improve and improve their performance.

How to build a performance system, how to conduct performance appraisal, how to improve performance and how to avoid the misunderstanding of performance appraisal will also be a compulsory course for middle and senior managers.