VIEWS: 19 PAGES: 3 POSTED ON: 8/16/2010
Middle-level training ?Middle-level cadre training Mistakes As a focus on training middle management lecturer, I found that mid-level training companies vulnerable to a number of questions: First, re-program light system. In China, very few companies have set up a complete training system for middle-level cadres. Some companies from the surface, do have primary, intermediate and advanced manager training system, but a closer look at the course of a system, essentially a concoction of some courses available in the market: the rich, please Europe, Cheung Kong Graduate School, much money please Peking University, Tsinghua University, please pay attention to cost-teacher training industry. Throughout the training program, see the company&#39;s characteristics, this training program into other companies in the industry, can apply. The second strategy is to re-skill light. I found the training, the training of various enterprises of the middle is basically focused on closed-end, will be for 5 days, in general, few teachers class, but unfortunately, virtually no internal instruction of teachers, if any, They talk only to the middle company&#39;s corporate culture. This has brought about two results: first, as training increases, the management of middle managers to grasp the concept of more and more into the system, these concepts may not. But not before a concept to digest in the mind, a concept later came again, and finally to grasp the middle are just piling up the concept, but do not know how to use at work. Another result: the lack of senior management training course on business strategy, lose irrigation, only the middle-management skills learned, not from the company&#39;s strategic objective, systematic thinking and technical innovation, management innovation. Thus, training is only the middle managers to improve management capacity and management skills, but did not help them closely integrated with corporate strategy, global view and greatly reduced the overall awareness. The third is placed on developing light out. Enterprise&#39;s internal flow and elimination less, in general, business management positions both error-free power, and cadres could, can mix, is not, the middle management positions and more stable to use, no relevant degradation and elimination mechanism. This way, the middle year of training to participate in those few people who basically, there&#39;s always so certain problems, training courses are there will be no new changes, middle managers did not train the passion, Tong Shi also see the possibility of stepping down, the pressure of learning naturally less, training effects can be imagined. This is also the middle-level training leading to an important cause of difficult. Middle-level cadre training Trilogy Face the problem, our enterprises should do? Here, I give the middle trilogy of training: professional, corporatization and influence. As a good middle managers, must have two qualities: First, professional managers, two managers of the company. The former refers to the formation of professional middle managers management awareness, gain a basic management skills. The company of middle-level managers will need professional basis, according to the company&#39;s strategic plan and job requirements to complete their own capacity to comply with the company to upgrade and conceptual changes. However, the essence of leadership is influence, the middle must also be in the company (external) to build their own brand to expand their influence in order to better promote organizational change. Professional At present, the middle of the Professional Training of the majority of companies have done, or is doing. Primarily by engaging external teacher lectures to help train mid-level managers develop professional habits and behavior. Market-related courses are more professional, to enterprises, the selection of courses can be classic 1-2 doors. It is mainly to emphasize a professional standard, a set of basic management ideas and management methods, is a summary of outstanding domestic and international experience of managers drawn from a set of methods. This is the first step in the middle of training is the cornerstone of the team to create excellent mid-level. Management of work I put in two latitude divided into four categories, the so-called professional, is to develop the capacity of these four aspects: The meaning of the first quadrant manage their own affairs, is to train cadres in their ability to do things, including problem analysis and solving ability, planning ability, decision making and so on. The second quadrant of the meaning of management of other people&#39;s things, the most common that others are subordinate, so this Quadrant is the training of cadres Guidance Team ability to reach organizational goals, including project management skills, goal decomposition and plan execution, organizational operations and change capability and so on. The third quadrant of the mean people in the people management issues, is to train cadres of team-building capabilities, including interpersonal communication skills, ability to train subordinates, ability to motivate staff, etc.. The fourth quadrant of the means to manage their own problems in people, ability to train cadres of self-cultivation, including the cadres of career awareness, the role of cognition, self-image building, self-development planning, stress management. Corporatization The second step is to build companies of managers. Professionalism of each company, each person requires a standard, but the company based on different, It is based on the company strategic development needs, job setting differences, on the requirements of middle managers are not the same. Such as is mentioned in professional project management, Management must have the nine areas, each area of the specific practices in different companies is not the same. Management project management training should learn to apply theoretical knowledge to their positions, refined into a company&#39;s approved manual, which requires management officials should have the migration. At the same time, it also requires the company&#39;s training department to develop their own leadership training programs, to ensure that classroom teaching is that students go back to do the job; and company assessment is classroom teaching. As a management consultant Tencent, Tencent I was doing about this. Tencent&#39;s HR department, Tencent College put a lot of manpower to this project, we not only digest Tencent leadership model, and continue to interview a large number of employees and management cadres, collection cases, looking for benchmarking tries to turn the basic Management standardization work, the formation of a fixed routine. In addition to these companies of the management skills training, promoting and implementation and discuss company strategy to the management of cadres should also be training for. To the author served as an example, ZTE: ZTE annual cadre training is mainly to corporate strategy. The strategies into the training course, the company responsible for the strategic leadership to select the appropriate reference books, in cooperation with the Institute for Development of specific training courses, and as a lecturer. ZTE cadre training once a year, generally for 2 weeks, will discuss company strategy 3-4, 3-4 learning books. During the course, 60% of the time reading, lectures and seminars each 20%, so called reading classes. By training cadres to deepen the understanding of corporate strategy, the relevant functional departments also collected a lot of constructive comments . Meanwhile, the company leadership to the podium preaching strategies to enhance communication with the middle-level cadres, making the training of cadres of the company really. The third step is to create impact As the backbone of the company, mid-level commitment to too many responsibilities, was placed too many expectations, but the power is relatively small, in many key powers (such as staff salaries, promotion, etc.), the middle is only recommended , decision-making concentrated in the company&#39;s executives. Meanwhile, the greater the finer division of labor, the more need for inter-departmental communication and cooperation. But the middle-level cadres (even the company leaders) of the control pool of the most terrible is that everyone&#39;s KPI different, in many cases the decision had to butt brain. So Management must learn to influence people, to influence their leadership, to influence the same level department managers, to influence their subordinates. In summary, companies first need to train mid-level management skills, so that they have professional managers awareness and behavior; followed by the light of firms and sectors, development of corresponding programs train middle-level cadres of the basic movements and strategic sense; Finally, we should cultivate middle-level cadres of influence. ?
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