Management characteristic training for middle-level cadres
The work of middle-level cadres and managers is different from that of senior managers and grass-roots managers. He has his own unique characteristics: 1, not a decision maker.
Members at all levels in an enterprise have different main responsibilities, and managers at different levels play different roles in organizational operation. Senior managers mainly grasp policies, grasp directions, build visions, plan strategies, and then pass ideas to middle-level cadres, so middle-level cadres in enterprises are not decision makers, but only play the role of task decomposition.
2. Not an executor
After the superior makes a decision, the strategy is passed on to a middle level, which then passes on to the grass-roots leaders, who then let their subordinates put it into practice. The middle layer is the bridge and link between top managers and grass-roots managers.
3. It is the coordinator.
Middle-level cadres are the bridge and link between the grassroots and the upper level; If you don't play well, it is a wall between the grassroots and the upper level. So the middle-level cadres played the role of coordinator. In the process of management, the gap between top managers and grass-roots employees may be caused by communication errors and information distortion. Middle-level cadres are closer to employees and can appreciate and understand employees better. We can mediate and coordinate, so that we can work together in Qi Xin to achieve organizational goals.
Innovation of management training for middle-level cadres
The management training of middle-level cadres is very important for enterprises, and the position of middle-level cadres in enterprises is also very important. Therefore, we can't innovate training according to the previous methods, and the specific measures should be: 1 and diversified training.
The diversification of middle-level training is not only in form, but also in content. Diversification of training forms means holding all kinds of training, not only letting middle-level cadres sit in the room to study, but also practicing according to specific conditions; The diversification of content means that the middle-level leaders of the company should master a variety of knowledge, whether it is management ability, professional skills, professionalism, mentality and other aspects of knowledge.
2. Targeted training.
3. Specific assessment
After the training, in order to see the effect, evaluation should be carried out, including self-evaluation, mass evaluation, expert evaluation and school leadership evaluation. Adhere to the combination of unit target assessment results and unit leader assessment results, adhere to the combination of quantitative assessment and qualitative assessment, adhere to the combination of management post responsibility assessment and professional and technical post responsibility assessment, adhere to the combination of vertical assessment and horizontal assessment, and adhere to the combination of assessment results with cadre appointment and rewards and punishments.