Benefit 4: employees can support each other in any store in the country. This benefit is also the pride of Wal-Mart, because it is a world retail giant with many stores and new stores. For example, if you want to open a store in a new city, if you recruit new employees to complete the preparatory work before opening the store, customers will often devalue the company's brand because of the new employees' experience in handling events, and at the same time, they will not improve their work efficiency. And let the old employees support it to avoid such unfavorable development. Benefit 5: It is beneficial for employees of different departments to fully consider the actual situation of other departments from different angles, reduce the losses of the company, and realize a good proof of information sharing. One thing is, if you are a colleague in the purchasing department, you have never been engaged in sales, you don't know what kind of goods sell well, and you don't know the needs of customers. If you have joined the sales department, now you are transferred from the purchasing department to the sales department, so that you can consider them from different angles and reduce the losses of the company in the future. Lishi VI: You can quickly complete the company's "Eagle Action". Weekends and holidays, especially from Christmas to Spring Festival, are the craziest shopping time of Wal-Mart. The enthusiasm of customers makes the store crowded, causing customers to queue up for settlement. Therefore, the company will do "Eagle Action", so that employees who are not at the front desk can also engage in cashier and let customers leave the supermarket quickly. Reduce customers' shopping time. The key time for enterprises to solve the execution problem is 2010-0119: 35: 22 Source: Value China Author: Chen Ming wants to strengthen the execution of an enterprise, from the system maker to the system itself, fully considering the influence of the environment on the consciousness and mentality of the executors, and finally to the executors. Execution has been a hot topic for many years, and many enterprises are still having a headache for it. From private enterprises to state-owned enterprises, from the beginning to a long history, there is a phenomenon of poor execution. There are many reasons for poor execution. The following seven aspects are the most common in the development of enterprises, and they are also the first problems that enterprises should solve to solve the problem of execution. First, managers don't always make unremitting efforts. Reflected in the big aspect is that the implementation of the policy can not be consistently adhered to, anticlimactic. The small aspect is that there are arrangements that have not been checked. When checking the work, tighten the front and loosen the back. At work, be lenient with others and be strict with yourself. "I'm wrong, although I can't." When there are problems in enterprises, we should look for the reasons in managers. No matter how good the system is, there is no system that is not continuously implemented. In order to strengthen the execution, managers must attach great importance to every scheme when it is introduced. Managers should take the lead in demonstrating, setting an example is the basis of implementation, and sustainability is the key to maintaining the vitality of institutional policies.
As the first department store invested by the state after the founding of the People's Republic of China, Wangfujing Department Store won too many honors. However, in today's increasingly fierce market competition, it has gradually lost its "first store in China" style. 1996, the top management of Wangfujing took the first step on the road to change, and invited McKinsey, a famous consulting firm, to design a chain operation plan for the main business of the group. In the same year, Andersen Consulting Company was invited to develop a computer management information system, and McCann Guangming Advertising Company was invited to conduct overall marketing and advertising planning on 1997. However, all this just fell on the paper, not on the ground. Mckinsey's 5 million strategic planning plan was not implemented in the end. The deviation of implementation made Wangfujing Group lose the opportunity to reshape the first store. The second reason for poor execution is that managers are not rigorous enough to introduce management systems without careful argumentation, which makes the systems lack continuity and fail to achieve the expected purpose. However, the frequent change of orders also makes employees feel at a loss and lacks everyone's approval, which makes the system lose the basis of implementation. For example, sports management is the embodiment of the continuous innovation of the system. During the Warring States period, the reform of Shang Miao in Qin was a way to deal with the loss of trust of managers because of the constant reform policy. The boss of Shenzhen Huawei Company has a very famous theory: when introducing a new management system, it should be rigid first, then optimized and then solidified. What he said at a meeting of company cadres is the most appropriate explanation: you are not allowed to make naive innovations for five years, and you are not allowed to move whatever the consultants say, and use whatever methods, even if they think he is unreasonable. After five years, I can authorize you to make the most changes after using someone else's system. As for making structural changes, it was 10 years later. It is precisely because of this respect for the system and consistent implementation that Huawei's spring has been created. Fourth, there is a lack of scientific supervision and assessment mechanism in the work. There are two situations: one is that the supervision is not in place, and the other is that the supervision method is wrong. The former emphasizes doing, but ignores doing well and doing badly. Or some things are not clearly defined which departments should do, the responsibilities are not clear, and it is impossible to assess. For example, there is a management vacuum or management overlap in enterprises, which leads to no one being responsible for something. The latter is that the supervision or assessment mechanism is unreasonable, which leads to unscientific supervision and assessment methods and makes the supervision and assessment fail to achieve the expected purpose. The fifth is the lack of training. Enterprises attach great importance to employee training, but there are also cases where training becomes a mere formality. Artificially reduce the steps of training. There are four steps of training: explanation, demonstration, exercise and consolidation. Most enterprises only do the first step: explanation. This is also the reason why many enterprises feel poor after training. Good training is not only about how to ride a horse, but more importantly, it is to demonstrate, then help the horse to let the learners experience it, and finally give it a ride, which can only end with good results.
Sixth, the corporate culture of the company has not formed cohesion, or the corporate culture of the company has not been effectively recognized by everyone. The first five points are about changing the behavior of executives through external stimuli to achieve the purpose of the enterprise. Corporate culture is a way to change the mentality by influencing the consciousness of the executors, and finally let the executors consciously change their behavior. Is a more effective method. To strengthen the executive power of an enterprise, we must strengthen it from the system maker to the system itself, fully consider the influence of the environment on the consciousness and mentality of the executors, and finally guide the executors correctly so that a regulation can be implemented smoothly. Internal principles and behavior patterns (habit cultivation)
Habit is a mixture of knowledge, skills and attitudes.
Knowledge is a theoretical concept that tells us what to do and why to do it.
Skill is "how to do it".
Attitude is "want to do" and "willing to do".
To cultivate a habit, these three elements are indispensable.
Efficiency principle (balance between output and capacity)
Aesop's fable tells the story of a goose and a golden egg: one day, a poor farmer found a golden egg in the goose's nest, which made him overjoyed. Since then, every morning the farmer can get a golden egg from the goose nest. However, as he became richer and richer, he became so greedy that he had no patience to wait for only one golden egg every day. He wanted to get all the gold from the goose at once, so he killed the goose and found nothing.
This fable can be applied to our professional and personal life. Like this farmer, we often increase the production of golden eggs at the expense of productivity (geese). We often care about efficiency rather than efficiency (the balance between output and capacity), because we ignore the principle of efficiency, which undermines our ability to achieve results and pays a high price for it.
Three levels of growth:
Dependence-independence (individual success)-interdependence (team success)
Dependence: Thinking around "you"-(childhood experience) I need you to take care of me. If things go wrong, I will blame you, and you will be responsible for my success or failure. Rely on others to realize one's wishes.
Independence: focus on my thinking-I can be independent, responsible for myself, and I can choose freely. (one man can conquer the world)
Interdependence: Starting from the thinking of "we"-we can work independently or cooperate to integrate the comprehensive effects and jointly create a better future. (Work together to achieve success)
Course outline:
Seven habits is a pattern of continuous maturity.
Habit 1: Proactive (principle of personal vision)
This is the foundation of excellent leadership. Everyone has the right to make their own decisions. When people choose to reflect according to their own values, they are active, and they are committed to what they have the ability to control (that is, the scope of influence), while passive people will pay more attention to the scope of concern.
1, the four unique talents of human beings
2, the harm of passive behavior between team members.
3. Facing the change of work pressure and environment: What determines your response?
The first step to solve the problem is to change our habits and change the way we influence.
5. circle of influence and the circle of concern: focus on the scope of influence.
6. How to expand your influence?
Habit 2: From the beginning to the end (self-leadership principle)
The most efficient people will design their own future. All areas of their work and life begin with their mission. They have their own mission statement and will not be decided by the surrounding environment and people. An efficient enterprise will also have its own mission.
1, the thinking advantage from beginning to end
2. Draw up the vision and goals first, and shape the future accordingly.
3. Experiment of Yale University: Today's goals will affect future achievements.
Today's goal determines where your starting point is.
5. Management by objectives mode
6. How to make good use of the left and right brains
7. Who is the most important leader in your life?
Habit 3: Do important things first (the principle of self-management)
What is the most important thing? The most important thing is that what we think is the most valuable thing to do is something that is guided by principles and helps us move in the right direction and realize our mission statement. Here, the lecturer will tell each student how to establish core values, how to manage time, and the difference between traditional time management and principle-centered self-management.
1, what's the first thing?
2, confirm the misunderstanding of priority
3. Which of the two levels, goals and things, should take precedence?
4. How to manage your time with goal orientation?
5. Four quadrants of time management and their characteristics.
6. How to effectively assign things or tasks to the four quadrants?
7. How to live in the second quadrant effectively?
8. The Secret of Priority-Effective Authorization
Habit 4: Win-win thinking (interpersonal leadership principle)
Establishing win-win thinking in interpersonal communication will help you improve interpersonal relationships, reduce conflicts and effectively enhance leadership. In order to seek mutual benefit in interpersonal communication, both sides are satisfied with the decision and decide to commit themselves to the implementation of the plan (rather than compromise). Win-win people have three qualities: integrity, maturity and rich mentality.
1, six interpersonal relationship models
2. Emotional account
3. How to create a win-win situation when the other party has no win-win thinking?
4. What is a win-win character?
5. The strategy of building win-win interpersonal relationship-five essentials of benefiting others and benefiting themselves.
6. The maturity of different interpersonal views-the balance between high consideration and high courage.
7. How to find a mutually beneficial solution with win-win thinking?
Habit 5: Know yourself (empathy communication principle)
Learn to understand others first, and then seek to be understood. This kind of practice can develop your skills of listening patiently, understanding other people's ideas and clear communication style. This invisibly strengthens trust and solves the problem.
1, autobiographical response-the enemy of interpersonal relationships.
2. How to improve the emotional account balance between yourself and others through communication?
3. High EQ communication habits
4. How to use Hindi sticks?
5. What is your role in listening?
6. Empathy response skills
7. Five steps of empathy communication
Habit 6: Synergy (the principle of creative cooperation)
Although the root system of mahogany is very shallow, it grows closely, and their roots are intertwined to prevent the trunk from collapsing when the wind comes. Be good at learning the wisdom of others and cherish their differences.1+1> Creative cooperation will make work and life more efficient.
1, and the essence of synergy is1+1> 2
2. Collaboration is brainstorming.
3. The difficulty of collaboration lies in dealing with "differences between people"
4. The interpersonal mode of high EQ is to cherish differences.
5. Synergy means creating a third option (finding the third option).
6. Find the solution mode of the third scheme in the negotiation.
Habit 7: Constantly update (the principle of balanced self-update)
Saws will become dull when used for a long time, and sawtooth can no longer saw wood. People also need to constantly improve themselves and develop in a balanced way from four aspects: emotion, mind, physiology and mind, so as to better strengthen the effectiveness of all habits and meet the challenges of work and life with a hundred times confidence.
1. What is the habit of continuous updating?
2. Four talents of human beings: physical ability (PQ), intellectual ability (IQ), emotional ability (EQ) and mental ability (SQ).
3. Application self-evaluation of four talents
4. Four strategies for self-renewal: improving physical quotient, IQ, EQ and spiritual IQ.
The communication art of managers. The basic problem of communication is "mentality", the basic principle is "concern" and the basic requirement is "initiative".
1. mentality 2. Concern 3. initiative
Second, the purpose of communication.
Third, the communication process model
Fourthly, four conditions that affect coding.
1. Skill 2. Attitude 3. Knowledge 4. Social and cultural background
Verb (abbreviation for verb) personal communication disorder
1. Differences in status 2. Reliability of the source. Cognitive bias
4. Past experience 5. Emotional influence
Six, organizational communication barriers
1. Information flooding 2. Time pressure 3. organizational climate
4. Information filtering. Lack of feedback
Seven. win through
Eight, communication cycle
1. Listen respectfully. Step 2 clarify your understanding
3. Put forward your opinion. 4. Make sure the other person understands your point of view.
9. What "small moves" should you avoid when interviewing others?
X. direction of communication
1. Communication without courage (knowledge) 2. Communication without heart (emotion) 3. There is no lung (fu-organs) in the transverse passage.
XI。 The purpose of the rumor
1. To reduce anxiety 2. In order to make the fragmented news clear.
3. As a means to unite groups. As a symbol of status or power
Twelve, positive behavior, speaking style
1. Basic type: Speak your thoughts or opinions directly.
2. Understand: sympathize with each other, but still explain your own needs.
3. Prompt type: Point out that the past commitment is different from the present situation.
4. Call a spade a spade: Remind the other person that his behavior has a bad influence on you.
5. Alert type: Warn the other party of the consequences if they don't change course.
6. Inquiry type: I hope to know the position, feelings or wishes of others.
Thirteen. Behavior (body) language = action+expression+body distance
1. domain behavior 2. Polite behavior
3. Act of protecting or disguising. Hinting behavior
What does your boss think of you?
￥
5.9
Baidu library VIP limited time discount is now open, enjoy 600 million +VIP content.
Go get it now
Cross-training of Wal-Mart
Cross-training of Wal-Mart
Time: 2010-01109: 51:18 Source: training author: Lei Ming.
Get rid of an unfavorable psychological factor that you used to only engage in monotonous work without innovation and change. Retail is the profession with the largest turnover. The reasons for this phenomenon are: first, employees are bored with their posts; There is also a kind of person who thinks that the position he is engaged in has no development prospect and is not conducive to his future development, so he will choose to leave.
The rapid development of Wal-Mart is inseparable from her complete and scientific human resource management and her unique cross-training in the world.
Page 1
Advantage 1: It helps employees to master new vocational skills.
The so-called cross-training training means that employees of one department go to other departments for study and on-the-job training, so that the employees can acquire a vocational skill on the basis of mastering the operation of this position skillfully. Therefore, this employee can provide the help that colleagues or customers want you to give in other systems and other corners of the whole shopping mall, so that you can solve the problems they face perfectly and quickly, so as to avoid your colleagues or customers wasting precious time, improve work efficiency, relieve customers' psychological pressure in shopping and let them spend their shopping time easily and happily. In a phrase that people often say, it is versatile.
page 2
Benefit 2: It helps employees to improve their enthusiasm.
Get rid of an unfavorable psychological factor that you used to only engage in monotonous work without innovation and change. Retail is the profession with the largest turnover. The reasons for this phenomenon are: first, employees are bored with their posts; There is also a kind of person who thinks that the position he is engaged in has no development prospect and is not conducive to his future development, so he will choose to leave.
Lishisan: This kind of cross-training can resolve the conflicts of interest among employees.
In life, we often hear some people complain that they have the same education and the same job as their colleagues, just because their positions are low, their salaries are low and they are inferior. In this way, it will lead to grade division and reduce the enthusiasm of employees, which is not conducive to creating more profits for the company and hindering the good development of the company; At the same time, it is not conducive to employees to pursue new technologies and explore innovation, which makes their minds full of "being a monk for a day". Wal-Mart not only realizes this complementary advantage, but also becomes casual and friendly in dealing with the relationship between superiors and subordinates. Wal-Mart's "first place" is a good proof. She no longer has the gap between superiors and subordinates, which gives employees an ideological understanding. I am the general manager and my colleague, so I am also the general manager and the boss. I also have shares in this store, so I can put it into operation wholeheartedly, properly handle the incident and lay the foundation for Wal-Mart to grow sturdily. Because of a very simple truth, no one will let their investment go down the drain.
Page 3
Lisi IV: Employees can support each other in any store in China.
This kind of profit is also the pride of Wal-Mart, because she is a world retail giant, with many stores and new stores as usual. For example, if you want to open a store in a new city, if you recruit new employees to complete the preparatory work before opening the store, customers will often devalue the company's brand because of the new employees' experience in handling events, and at the same time, they will not improve their work efficiency. And let the old employees support it to avoid such unfavorable development.
Advantage 5: It is beneficial for employees of different departments to fully consider the actual situation of other departments from different angles, reduce the losses of the company and realize information sharing.
Page 4
It is a good proof that if you are a colleague in the purchasing department and have never been engaged in sales, you will not know what kind of goods sell well and the needs of customers. If you have joined the sales department, now you are transferred from the purchasing department to the sales department, so that you can consider them from different angles in the future, reduce the company's losses and realize information sharing.
Lishi 6: You can quickly complete the company's "Eagle Action".
Weekends and holidays, especially from Christmas to Spring Festival, are the craziest time for Wal-Mart to shop. The enthusiastic purchase of customers makes the store crowded, which also causes customers to queue up for settlement. Therefore, the company organized "Eagle Action" to let employees who are not at the front desk also engage in cashier, so that customers can leave the supermarket quickly. Reduce customers' shopping time.