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 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 * Arrival and presentation of 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 * Criteria to consider when adjusting your management style * Balancing authority and participation * Understanding your own strengths and areas for improvement * 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 heterogeneous team
5. Constructing successful plan * Defining your successful performance criteria as well as ive for the next six months * Clarifying expectations from company, your superiors and your team members
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培训受众:
课程收益:
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
* 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
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
* Arrival and presentation of 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
* Criteria to consider when adjusting your management style
* Balancing authority and participation
* Understanding your own strengths and areas for improvement
* 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 heterogeneous team
5. Constructing successful plan
* Defining your successful performance criteria as well as ive for the next six months
* Clarifying expectations from company, your superiors and your team members
本课程名称： 从技术到管理：演好新角色
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