Basic objectives of the first phase of training for middle managers.
(1) Grasp the business objectives and policies of the enterprise.
(2) Training corresponding leadership and management skills.
(3) form good coordination and communication skills and harmonious interpersonal relationships.
The second quarter middle management training content
(a) Whether sufficient support and opportunities are provided for the growth and promotion of subordinates.
(b) Whether the work is properly distributed to make subordinates feel fair.
(three) whether the plan is understood and sincerely supported by subordinates. (four) whether to keep the promise made to subordinates.
(5) Whether proper consideration has been given when issuing orders and giving guidance.
(six) whether to let subordinates feel that they are working with managers, rather than working under others.
Third, the conditions that managers should have.
(a) must have the knowledge of related work.
(two) master the management methods of the staff of this department.
(three) skilled in education and training technology.
(4) Strive to cultivate the personality of leaders.
The ability that the fourth middle-level manager should have.
(1) planning ability:
1 clearly know the purpose and policy of the work.
2 master the relevant facts.
3 Investigate in a scientific and effective way.
4. Draft the implementation plan.
(2) Organizational ability:
1 Analyze specific objectives and policies.
Analyze and decide the work content.
3. Establish an organization and make an organization chart.
4. Elected personnel.
(3) Control ability:
1 Formulate an objective standard and specification.
2 Strictly implement the standards and give timely feedback.
Article 5 Command requirements of middle managers
(a) oral command should pay attention to:
1 Very clear, don't say anything superfluous.
2 clearly indicate the time, date and place of implementation.
3 find out whether subordinates clearly understand the order.
4. Points out the main points that should be paid attention to in the implementation, and points out the difficulties.
Be patient when issuing orders and instructions.
(2) writing doctor's advice should pay attention to:
1 clearly indicate the objectives and list the main points one by one.
2 explain the matters needing attention in advance.
If necessary, supplement it with verbal orders.
4 Check whether the command has been accepted by subordinates.
Article 6 Requirements for middle managers to execute orders
(a) the sequence of content, make it clear.
(2) Strictly abide by the command system.
(3) Confirm that subordinates have thoroughly understood the orders and instructions.
(4) Make subordinates willing to accept orders, improve work attitude and enhance work enthusiasm.
Section 7 Interpersonal communication points of middle managers
(1) Be good at cooperating with other managers and helping each other.
(2) Understand colleagues and be willing to accept criticism.
(3) exchange information and intelligence with each other and do not act beyond their authority.
Section 8 Matters needing attention for middle managers to meet subordinates
(1) Choose a suitable place and relax your subordinates in a friendly manner.
(two) to ensure the confidentiality of subordinates, so that they are willing to talk.
(3) Listen attentively, respond appropriately and ask questions, so that subordinates can talk about everything.
(4) Be careful not to make promises easily.
Section 9 Job Requirements of Middle Managers
(1) Recognize that people are different, give full play to everyone's personality and respect the personality of subordinates.
(2) Grasp the * * * concentric principle and needs of employees.
(3) Treat subordinates fairly and gain their trust.
(4) Cultivate the enthusiasm of subordinates, respect their opinions and suggestions, and avoid excessive supervision.
(five) to properly solve the problems in the work and life of subordinates.
Section 10 Employment Requirements for Middle-level Managers
(a) according to everyone's knowledge and ability to arrange suitable positions, so that people can give full play to their talents.
(two) to strengthen the management of leave, sabotage and other obstacles to the work, to eliminate obstacles in the work.
(3) Give appropriate incentives to subordinates, make them have a sense of honor for their work, form a good start and enhance their interest in work.
(D) Effective implementation of training to enhance the ability of subordinates.
The 1 1 key point for middle managers to know people.
(1) Don't look at people with colored glasses.
(2) Don't judge others by personal preference.
(3) calmly observe the actual work situation, and don't let subordinates feel monitored.
(4) Make use of daily contact, interview and investigation, do not explore unnecessary problems, do not intentionally interfere, strictly observe the secrets of subordinates, and distinguish between public and private.
Twelfth requires middle managers to give full play to the enthusiasm of subordinates.
(1) Don't waste time praising, even if it is a small act, don't ignore those obscure and down-to-earth subordinates.
(2) After clarifying the rights and responsibilities of subordinates, don't interfere unnecessarily. As far as possible, assign work in a negotiated tone rather than an order.
(three) to encourage subordinates to put forward their own opinions, and sincerely accept and respect their opinions.
(four) to encourage and respect the research and invention of subordinates, and actively promote creativity.
(5) Make subordinates fully realize the importance of their work, realize that they are indispensable and important members, and take pride in their work.
Thirteenth middle managers should pay attention to when criticizing subordinates:
(1) When appropriate, keep calm and avoid impulsiveness.
(2) In appropriate places, it is best to have one-on-one situations.
(3) Enough is enough, and there is no unwarranted irony or severe criticism.
(4) Don't beat around the bush, but quote facts.
(5) Enlighten in criticism.
Fourteenth middle managers should pay attention to when training successors:
(a) review the judgment of the heir
(2) Examine the independent action ability of successors.
(3) Cultivate the coordination and communication skills of successors.
(4) Cultivate the analytical ability of successors.
(5) Cultivate successors' sense of responsibility and enthusiasm for work.
If your company loses a lot of employees, it must be something wrong with your manager and middle management. If you don't believe me, you can do an experiment yourself and gather a group of outstanding employees who have left their jobs for more than three months. As a friend, you can ask a question sincerely: "What is the real reason for your leaving the company?" You will be surprised to find that more than 80% people will tell you: "Boss, I can tell you now. The real reason for leaving the company was not any family reasons or personal reasons written in the resignation report, but all excuses. The real reason is that I don't get along well with my immediate supervisor, either he doesn't like me or I don't like him. " Common problems of middle managers in enterprises!
Maxima is common, but Bole is not. In the process of management, 70% star employees are tortured by mediocre managers. Therefore, the biggest factor that determines whether a person can achieve excellent results comes from his direct boss. One of the most basic effects for a person to achieve the best results in a position is called "manager effect".
There are three basic factors for a person to succeed:
First, advantages.
He should have a corresponding advantage. He should have his advantage in one thing, which is called talent, which will be explained in detail later. This is a concept of identifying and selecting talents. Whether a person can achieve excellent results is related to his talent. The ugly duckling can become a swan, but only if it is a swan egg. Duck eggs can't hatch swans. So he must be a good seed first.
Second, collocation.
His advantages should match his work. That is, your strengths and talents should match the job requirements. Yao Ming, who is more than one meter tall, can't practice gymnastics.
Third, excellent superiors.
An excellent superior manager is actually like a catalyst, not an internal cause, but an important driving force. So do athletes. Besides being talented and able to match, they also need an excellent coach to tap him and cultivate him. So we will find that every excellent athlete has an excellent coach behind him; Behind an excellent actor, there is an excellent brokerage team; An excellent team has an excellent coach behind it; Behind every successful man is a great woman; Behind every excellent child is a great mother …
Therefore, an excellent superior leader is an important driving factor, so we call him a "catalyst". Common problems of middle managers in enterprises!
The greatest influence on a person and a team often comes from the direct boss of the team, who is the decisive factor in the core decision of an organizational environment and culture; He is the core factor that determines a team's state and employee's engagement. If you change the leadership of a department, the result may be completely different, but the same group of employees may have the opposite result.
China men's football team is a typical example. China has worked hard for generations for so many years, but it has never been able to enter the World Cup. Later, Milu was replaced by a coach. When he came, he said, "Happy football, attitude is everything." In fact, it is the adjustment of the player's state, atmosphere and environment, but it has brought different results.
In enterprises, many employees will put forward various opinions during their work: "We have too heavy tasks here, too much overtime and insufficient subsidies. Why must it be like this ... "There will be many problems. At this time, who can handle it at the first time? -is the employee's direct boss, and his words can solve all problems. If the leaders didn't handle the problems well at that time, the morale, ability and fighting capacity of this team would decline rapidly.
There will also be various frictions between people in teamwork. Who can resolve the contradiction in the first time?
When employees have emotions and complaints, who can guide them at the first time? When an employee has an opinion, who will he raise it with the first time? When an employee has a good improvement suggestion, who will he tell the first time? When employees make mistakes, who can find and deal with them in the first place? Who can adjust in time when there is a problem with employees' mentality? When employees violate the rules, who can find and stop them at the first time?
It's middle management!
The boss is always the last person to know the bad news. When a matter is reported to the boss for handling, it often ends in a quarrel. Therefore, when we understand this, we know that middle management is actually a key core link in organizational management. The core emphasis of organization, management and team comes from the core middle management team, which is the focus of management. Iron camp, mobile soldiers.
If the middle management team is ready, the whole team can do it. If there is a problem with middle management, the effect of only adjusting employees will not be too obvious. A good middle management can give full play to the advantages of employees, provide a corresponding and matching environment for his employees, play a catalytic role, and promote employees to play his value. This is what an excellent middle manager will do. Similarly, when an employee keeps getting good grades, we should know that there must be a good superior and a good leader behind him.
Middle management is a matter of life and death! Middle management is the key! Middle managers are the backbone of the organization! Middle-level management is the foundation of the organization's development and growth!
Every entrepreneur who wants the rapid growth of an enterprise must attach great importance to the cultivation of middle management team and treat it as the core work of management. Otherwise, the enterprise can not continue to operate, nor can it last long!