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615891-能人创造奇迹,也能创造灾难

时下物欲横流,人心不古,一老板痛感员工队伍不好带,于是到寺庙向高僧请
教,有何良方,高僧车沉吟良久:"不瞒您说,施主,现在和尚这支队伍也不好带。"
                    带好队伍的6项技术――管理者如何经营团队
                          [两天互动式培训] [15个经典案例]
                           
【培训时间】2012年7月19-20日北京      7月21-22日上海        7月28-29日深圳
【培训对象】企业副总、各部门经理、主管、各级中层管理人员、新提拔的、从专业人才转型
           到管理的、进一步想提高管理绩效的、晋升到高层管理以及其它预备管理人员
【培训费用】4800元/两天,买一送一,不再打折,单独一人收费3600元。
                (包括资料费、午餐及上下午茶点等)
主办单位:高森培训网(www.gaosenpx.com)
【垂询热线】  400-683-9885(免长途话费)  q--q:976681581
【深圳/市场部】0755-61289558    业务信箱:vipppt@sina.com
【课程背景】
甄 选 人 才 ====================>> 如何看人不走眼?
设 计 制 度 ====================>> 不让老实人吃亏,不让坏人占便宜
创建团队文化====================>> 带队伍就是带人心
处 理 冲 突 ===================>> 在冲突中发展还是在冲突中死亡?
管控关键人才====================>> 能人创造奇迹,也能创造灾难
推行团队变革====================>> 推陈出新 新陈代谢
为什么招聘成本很高,招来的人却不顶用?员工为什么自以为是、我行我素?员工为什么总
有那么多牢骚、那么大脾气?员工为什么动不动就拂袖而去?队伍为什么总是暮气沉沉?
一切有因皆有果,有果必有因。
因为缺乏甄选人才的技术,所以没有找到该找的人;因为缺乏规则和秩序,所以员工自以为
是、我行我素;因为没有企业文化的挖掘与培养,所以队伍成了乌合之众、一盘散沙;因为
缺乏解决矛盾和冲突的手段,所以内伤严重;因为缺乏管控关键人才的技术,所以队伍失控
;因为缺乏变革,所以队伍暮气沉沉。
【导师简介】[薛灿宏]
薛灿宏   先生 清华大学总裁班特聘讲师,
曾任红豆集团管理顾问, 
曾任江苏科行集团管理顾问 
常年为:创维集团、万达集团、高露洁、中建五局、中海油、红豆集团、远东集团、厦门象
屿集团、扬子江药业、报喜鸟、泰尔茂(日资)、三得利啤酒、青岛联通、淮阴卷烟厂、成
都明珠集团、安徽邮政、南方电网、长城润滑油、三星电子、桂林供电局、常州中国银行、
天士力药业、无锡交通实业总公司、山东烟草、深圳一卡会、安徽交通集团 等企业提供培训。
创维液晶器件(深圳)公司总经理李小放:"课程内容非常贴近我们企业的实际,薛老师的
工作经验、解决问题的思路、讲授的技巧,都堪称优秀。"
新加坡华侨银行广州分行行长莫蓉:"在案例讨论中寻求方法,开拓思路,很有收益。"
(东莞)嘉吉粮油有限公司大厂长卢灿明:"培训不在于学到什么理论,重要的是开拓视野
,掌握解决问题的工具、方法、思路,薛老师是一位实战型的培训师。"
著有《中层经理这样当》(经济日报出版社),《像军人一样完成任务》(北大出版社,合
著),课程包《中层变革》(北京大学出版社),《计划的制定与管控》(北京大学出版社
【课程大纲】
●第一项技术  甄选人才 (八分人才,九分使用,十分待遇)
l、做英雄还是做领袖?(管理就是运用他人努力达成目标)
2、只买对的,不买贵的(门当户对,合适的就是最好的) 
3、让猴子爬树,让驴子拉磨 (人岗匹配,特质无法培养)
4、贤亲并举----尹明善(既用贤才,也用亲友)
5、如何判断能否做销售(有强烈的企图心,爱表现)
6、如何判断具备合作意识(自然流露显示真性情)
7、如何判断具备管理能力(沟通、抗压、大局观的测试题)
   讨论:50位高学历业务员为何离职?
●第二项技术  设计制度(不让老实人吃亏,不让坏人占便宜)
l、天才设计制度,庸才执行制度(第一公平,第二效率)
2、信任写在脸上,怀疑埋在心底(假设所有人都是坏人)
3、制度是刚性的,人人平等(领导往往是制度的破坏者)
4、实用的、有效的制度就是好制度(能抓老鼠的就是好猫)
5、做"好人",不做"老好人"(惩罚针对错误,宽容针对弱势)
6、为了明确责任,所以设计制度(做裁判,不做运动员)
   讨论: 如何用制度管理做牛肉面的大师傅?
         员工有怨言,如何完善加班制度?
         员工威胁不加工资就走人,怎么办? 
●第三项技术  创建团队文化(思想统治企业,文化缔造基业)
l、 价值观,内化于心外化于行 (一群人自然而然的行为就是文化)
2、愿景,我们为何工作?(有理想的人是可怕的)
3、养而不爱如养猪,爱而不敬如养狗 (尊重员工,认可员工)
4、可以很辛苦,但一定要快乐(吃糠咽菜也愿和你厮守)
5、钱少事多不是离职的全部原因(感情没了只能谈钱)
6、经费不足也能搞文化建设(唐骏的月饼)
   讨论:如何管理"老油条"员工?
        识大体顾大局的员工为何都变了?
        员工私捞好处,怎么堵漏洞?
●第四项技术  处理冲突(在冲突中发展,还是在冲突中死亡?)
l、角度不同,看法不同,必然冲突(换位思考)
2、长期利益与短期利益的冲突(不危及企业生命的情况下从长计议)
3、客户利益、公司利益与员工利益、股东利益的冲突(排序有先后)
4、上级与下属的冲突(嫉贤妒能还是忘恩负义?)
5、平级之间的冲突(争强好胜还是争权夺利?)
6、新员工与老员工的冲突(既得利益和将得利益)
7、是观点冲突,还是人际关系冲突?(面对冲突的5种态度)
   讨论:新人工资比自己高,如何平息老王的情绪?
下属能力见长,不甘心屈居原领导之下,怎么办?
王一刀、刘一手,派系之争怎么解决?
●第五项技术  如何管控关键人才(宁可有叛将,不可有叛军)
l、岗位描述、绩效考核,工作内容公告天下
2、支部建到连上(不做甩手掌柜) 
3、找好备用胎(人才梯队建设)
4、培训常规化(强化造血功能)
5、发现苗头,防微杜渐 (当断不断必有祸患)
6、激励手段不可一步到位(台阶式递进)
7、生命在于运动,队伍在于折腾
讨论:"技工头目"威逼老板,得寸进尺,怎么办?
      "主力技术"屡屡违反制度,怎么办?
●第六项技术  推行团队变革(没有新陈代谢,团队生命就会停止)
l、忠诚也会改变(时位之移人也)
2、人性的弱点:懒和贪(挪人头是管理常规手段)
3、新人与老臣,空降兵与子弟兵(掺沙子,新陈代谢)
4、内紧外松,有理有据(把负面影响降到最低)
5、联想---IBM---戴尔---杨元庆
6、《乔家大院》的新老更替
 讨论:这位民企总经理的为何辞职? 
反映了企业变革中的哪些矛盾和碰撞?

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