領(lǐng)導(dǎo)能力與團(tuán)隊(duì)管理其它上課時(shí)間：

*所有依靠有效的管理取得成功并希望使現(xiàn)有的管理技能得到提高的企業(yè)中高層管理者

通過多種形式的研討活動(dòng)，使中、高層管理人員：明確自身的責(zé)任和角色類型，了解改變心態(tài)和思維習(xí)慣的重要性；認(rèn)識(shí)樹立全局觀念、組建團(tuán)隊(duì)的重要意義，并掌握相關(guān)技巧；深入剖析自身，準(zhǔn)確對(duì)待他人，促進(jìn)相互協(xié)調(diào)，增強(qiáng)團(tuán)隊(duì)精神和凝聚力；重視每位下屬的心理活動(dòng)，探索激勵(lì)下屬的技能；改善傾聽與敘述方式，促進(jìn)有效溝通；掌握時(shí)間主動(dòng)權(quán)，優(yōu)化領(lǐng)導(dǎo)方式，恰當(dāng)有效地授權(quán)，提高整體工作效率。1.重新認(rèn)識(shí)“領(lǐng)導(dǎo)”的角色
* 管理者角色的多重性
* 管理的目的是什么
* 管理和領(lǐng)導(dǎo)的差異
* 什么是領(lǐng)導(dǎo)力
* 探索下屬跟隨領(lǐng)導(dǎo)的原因
* 管理者的自我修煉
* 管理者與企業(yè)文化建設(shè)

2.管理者的高效溝通技能
* 溝通不暢的原因——溝通障礙
* 溝通中的“冰山效應(yīng)”
* 360°溝通的原則
* 不同溝通風(fēng)格的特征及在管理實(shí)踐中的應(yīng)用

3.管理溝通在沖突中的有效實(shí)踐
* 了解我們的工作環(huán)境
* 面對(duì)沖突的困境
* 有效管理跨部門沖突
* 沖突中的第三方
* 沖突的兩面性之于系統(tǒng)改善

4.情境領(lǐng)導(dǎo)與員工發(fā)展
* 什么是情境領(lǐng)導(dǎo)
* 影響領(lǐng)導(dǎo)方式的因素
* 有效領(lǐng)導(dǎo)方式選擇
* 員工發(fā)展與教練式管理
* 教練式管理與教練技術(shù)
* 教練技術(shù)的關(guān)鍵
* 有效輔導(dǎo)——做個(gè)好教練

5.有效地授權(quán)
* 為什么要授權(quán)
* 什么是授權(quán)
* 授權(quán)的誤區(qū)
* 分析授權(quán)的障礙因素
* 探討如何授權(quán)
* 有效授權(quán)七要素

6.優(yōu)化激勵(lì)手段
* 下屬缺乏積極性的原因
* 管理員工需求，強(qiáng)化激勵(lì)的有效性
* 激勵(lì)因素調(diào)研及解讀
* 雙因素理論的分析
* 物質(zhì)激勵(lì)的有效性及局限性
* 有效激勵(lì)之“激勵(lì)菜譜”
* 團(tuán)隊(duì)激勵(lì)的具體實(shí)踐

7.營(yíng)造團(tuán)隊(duì)氣氛
* 辨識(shí)“團(tuán)隊(duì)”與“團(tuán)隊(duì)精神”
* 判斷團(tuán)隊(duì)成員類型
* 掌握?qǐng)F(tuán)隊(duì)的組建與發(fā)展技巧
* 學(xué)會(huì)分析團(tuán)隊(duì)作用
* 探討團(tuán)隊(duì)精神與管理方式的關(guān)系


1. Rediscovering the role of “Leader”
* Multiplicities of the “manager” role
* The purposes of management
* Differences between management and leadership
* What is leadership
* Exploring the reason why subordinate follows the leader
* Self-practices of a manager
* Manager and the company culture building

2. Efficient communication skills of a manager
* Reasons for inefficient communication - communication obstacles
* “Iceberg effect” in communication
* 360 degree communication principles
* Characteristics of different communication styles and their application in management practice

3. Effective communication management practice in face of conflicts
* Understanding our working environment
* Facing the difficulties of conflicts
* Managing cross-functional conflicts effectively
* The third party in conflicts
* Two sides of conflicts - system improvement

4. Situational leadership and employee development
* The definition of situational leadership
* Elements which influence the leadership styles
* Choice of effective leadership styles
* Employee development and coaching management
* Coaching management and skills
* The key points of coaching management
* Effective tutoring - be a good coach

5. Effective delegation
* Why to delegate
* The definition of delegation
* The pitfalls of delegation
* Analyzing the obstacles of delegation
* Discussing how to delegate
* Seven factors of effective delegation

6. Optimizing incentives
* Why subordinates lack of positivity
* Managing the employees’ demands, motivating them effectively
* Investigating and reading the incentive factors
* The two-factor theory analysis
* Effectiveness and limits of material incentive
* Effective motivation - “incentive recipes”
* Practice of team motivation

7. Creating team atmosphere
* Identification of “Team” and “Teamwork”
* Identifying team members’ types
* Mastering the skills of team building and development
* Learning to analyze team role
* Discussing the relationship between teamwork and management style