新晋经理：从技术迈向管理课程特色与背景
课程意义： 本课程包含了为你首次进入管理角色做准备，从设立团队目标到解决棘手冲突的全部内容。 通过练习、讲师点评和演练，你将自信满满地返回工作岗位，使用掌握的工具得心应手地承担起新的职业任务。
课程大纲
1.适应改变，克服新岗位带来的各种困难 * 主管这一角色的定位特点 * 同上级一起明晰岗位的责任和任务 * 找出并理解团队表现出的抵触，加以应对 * 了解团队成员的想法
2.进入主管角色 * 初来乍到，认识团队 * 以新的职务身份与团队接触 * 收集员工的信息 * 制定并实施新规则 * 循序渐进：观察、倾听、调整、介入 * 通过面谈来接触员工
3.根据团队实际情况来调整自己的管理风格 * 诊断自身管理风格 * 识别下属之间的差异 * 适合管理方式的选择标准 * 下达指令还是自己参与，要把握度 * 辨认自己的强项及弱项 * 正面鼓励大家的积极性
4.应对一些敏感局面 * 管理前平级同事 * 矫正员工行为 * 管理有尖端技能的员工 * 管理年长员工 * 管理员工特点多样化的团队
5.打造成功的计划 * 定义未来六个月业绩的成功标准及自己的目标 * 确定公司、上司及下属各方的期待
Program Outline： 1. Integrating changes and overcoming the difficulties related to new role * Specificities of supervisor’s role * Clarifying the role and missions together with your boss * Locating, understanding and handling resistance from your team * Identifying the logic of your team members
2. Settling in the role of supervisor * Knowing your team * Making contact with your team by assuming your new role * Collecting information of your team members * Implementing new ground rules * Respecting these stages: observing, listening, adjusting, involvement * Understanding team members via interviews
3. Adjusting your management style to your team * Analyzing your management style * Recognizing differences among team members * Choosing a suitable management style * Balancing authority and participation * Understanding your own strengths and weakness * Working on team members’ motivation positively 4. Handling delicate situations * Managing former colleagues * Correcting actions of a team member * Managing skilled team members * Managing elder team members * Managing a persified team
5. Constructing successful plan * Defining your successful performance criteria as well as objective for the next six months
课程对象
*即将被任命，或是刚上任不到半年的公司基层管理者
