管理者核心手冊(cè)ppt課件

1、ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT AND CHANGEThe world-wide success of Essential Mamagers Manual has shown that its practical content and unique presentation are a winning formula in fulfilling its promise: to develop good managers and enable the good to become outstanding.Manageme

2、nt is not theoretical but pragmatic. It is about helping people including you to achieve their goals in the best possible way.Management processes and techniques are invaluable tools to help both individuals and organizations to progress.Developing your skills in a particular area will not just help

3、 you with the task in hand, but will make you a better manager in the longer term.Good management practice provides the techniques to manage change. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT AND CHANGEThis is particularly important today , when technology is developing so fast.Even the t

4、echnology of management itself has had to adapt to meet new challenges, for example, how to exploit the golden opportunities of the Internet.But the ability to manage change well is necessary for other reasons: organizations, and consequently jobs, are changing and being changed more often and more

5、radically than ever before as companies merge and demerge, go public or return to private ownership, defend national strengths or go global or both.It is important to understand that change is not an enemy or a “problem. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT AND CHANGEIt is important

6、 to understand that change is not an enemy or a “problem. In the past, managers often talked as if their work involved dealing with one difficulty after another. Today they may talk more sensibly about “issues.But a stronger word still is “opportunity. Times of change present an abundance of choices

7、 and chances. The only “problem is which to pick.Above all, today is the age of the “knowledge worker, where people primarily work with information and wealth is based on knowledge and the ability to put that knowledge to good use, rather than on the ownership of land or capital. Knowledge is inform

8、ation. And top-class management is the use of the best information to win the best results. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT IN PRACTICEThe basics of effective management never vary: the manager needs to know what to do, learn how to do it, and then do it.The three steps were or

9、iginally set out by management guru Peter Drucker, and it is the final one doing it that causes most of the trouble. Just “doing is not enough: you must act purposefully to turn knowledge the “what and the “how into successful practice.These days, theres no reason why a lack of knowledge and know-ho

10、w should stop you achieving the best possible results. Every aspect of management had been studied in order to find better techniques that are easier to master, easier to apply, and easier to teach and learn. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT IN PRACTICETake communication. We now

11、 know, for example, the importance and value of non-verbal communication and the contribution that listening makes to successful communicating listening to other peoples words, not your own. Another area that has advanced greatly is the understanding of how and why motivated people work at their bes

12、t. We know now that involvement and delegation are the keys to motivation. For example, we know that the best way to make decisions is to involve everyone affected by the decision in the decision-making process. We also know that the effective implementation of a decision depends on the quality of d

13、elegation and teamwork right down the line. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT IN PRACTICESuccessful leadership when delegating and managing teams requires trust on both sides and leading roles can be shared among the members of the team.A single theme unites all areas of manageme

14、nt. The theme is people!A successful outcome is always dependent on getting the best from the men and women with whom you work. Once, working with others was thought to involve the single discipline of order and obey or command and control. However, in the 21st century that system is outdated: it is

15、 initiative, rather than obedience, that must be encouraged. The ability to succeed in all these areas rests on your personal skill-set. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONMANAGEMENT IN PRACTICEDeveloping your skills is not just something instilled by your employer through the occasional cou

16、rse. Rather, good managers are keen self-improvers throughout their careers the need for new knowledge and skills does not disappear with seniority.Using management skills effectively is always satisfying. Whether it is communicating one-to-one or before an audience, negotiating a deal, or deliverin

17、g a report, the experience of doing things well with excellent results makes the whole effort deeply rewarding.Personal management skills are portable; you can take them with you wherever and whenever opportunity knocks. They are teachable too not just to you, but also to those who you manage. .ESSE

18、NTIAL MANAGERS MANUAL(EMM)INTRODUCTIONDEVELOPING YOUR SKILLSEssential Managers Manual is a comprehensive guide to the working knowledge of management and provides a full range of the techniques and approaches that will help you to achieve the best results.It tells you what you need to know in order

19、to understand why the management essentials are essential and how to exploit their benefits, both for you and for your organization. The books unique layout presents the “ Know, Learn, Do process in a fully accessible, action-oriented format that embodies revolutionary advance on the traditional tex

20、tbook. Its positive advice applies wherever your career has led you so far and prepare you for further asvancement. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONDEVELOPING YOUT SKILLSTHE EMM book begins with the interpersonal skills on which all else rests: Communicating Clearly and Managing Time. It

21、is a safe bet that conducting the time analysis recommended in these pages will reveal that much of your time is not organized or applied to best effect. Time management is an universal problem. The ability to effectively organize and prioritize tasks will allow you to maximize the time you spend on

22、 essential work.The following five sections look closely at the key areas of general, all-purpose management activity: Making Decision, Delegating Successfully, Motivating People, Managing Teams, and Managing Meetings.The next three sections offer more specialized practices that will certainly affec

23、t you at some point: Presenting Successfully, Negotiating Successfully, and Interviewing People. .ESSENTIAL MANAGERS MANUAL(EMM)INTRODUCTIONDEVELOPING YOUT SKILLSThe final two sections have become more and more important in todays business place: Managing Change and Minimizing Stress. The two are re

24、lated, because badly managed change can breed stress.Each section of the EMM is designed to complement and operate in combination with the others because the elements that apply within single disciplines (like communication, delegation, or managing meetings) are applicable to all subjects across the

25、 board. The key word in this book is “all-around. There are 26 sections in the chapter on managing teams, for example. It would be unrealistic to expect yourself to be an expert in every single one. There are always priorities. But it would be self-defeating to ignore any of the 26. A working knowledge of all of them will give you a vital background to the current task in hand. .ESSENTIAL MANAGERS M