如何发展自己的管理管理风格PPT格式课件下载.ppt
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管理升级的目的仍然是业务的稳定增长,因此改变的契机一般都是发现了新的增长点,例如新的分公司的成立、开拓新的业务领域等等。
没有增长点的刺激,管理升级往往会成为无本之木,无法给员工带来希望。
2.2.人力资源的准备人力资源的准备要注意培养员工的素质、能力、态度。
如果员工不具备合格的素质,不具备相当的经验和能力,没有积极的工作态度和团对精神,就达不到授权的条件,不能分担领导的工作。
管理变革就缺乏适宜的土壤人力资源。
因此需要大量的员工培训,必要时可以寻找职业经理人促成这种转变,但要注意处理好新旧员工的关系。
3.3.领导者自身素质的提高领导者自身素质的提高领导者自己也需要加强学习,才能适应和驾驭管理升级的改变。
对企业领导者而言,要完成从个人独裁到集体管理角色的转变,必须改变自己的心态,例如:
权力分配后产生的失落感;
财务管理的公开化产生的抵触心理;
插手具体工作的惯性;
追求转变速度,急功近利的心态等等。
只有超越昔日小老板的情结,企业才能真正获得发展。
企业的领导者必须坚定管理升级的信念,坚信管理升级是企业正确的选择。
4.4.处理好利益分配和产权分解的问题处理好利益分配和产权分解的问题管理升级由于涉及员工利益的再分配,必然会引发矛盾,需要有相应的制度、流程,更需要领导的协调和决心。
另外,对于已有一定规模的企业,其核心骨干大都为公司付出过许多,薪水已经不再是他们唯一追求的目标,他们需要的是归宿感,因此企业要合理地考虑他们的利益,必要时可以进行合理的产权分解。
从股份持有和薪酬政策两方面平衡员工与企业的利益关系,形成长久的利益共同体。
5.5.建立健全企业决策体系与管理体系建立健全企业决策体系与管理体系对于中小企业而言,企业财务制度、薪酬体系、物流体系、销售体系是核心。
只有形成了科学规范的管理秩序和决策机制,管理升级才能取信于人,顺利实现。
企业增长的模式才能实现从量的积累到质的飞跃。
(2)Crisismanagementplanningformacrisismanagementteam,withclearresponsibilitiesatboththeplanningstageandthetimeofcrisis.headofcrisismanagementteamisassignedresponsibilityforcommunications,oneortwopressofficers,someonefromthefinancedepartmentandthepersonresponsibleforbuildingsmaintenanceandsecurity.theimportantthingistomakeclearwhosejobitistoensurethatapressfacilityismadeavailable,andthatthatpersonknowshowtoprovidesuchafacilityatamomentsnotice.membersoftheteamshouldmeetregularly(3)Rehearsaltotestthattheplanworks,tokeepituptodateandtokeepeveryoneconcernedontheirtoes.casestudy6.1Crisisplanning:
Porsche:
LeonardSaffir2.ProvidebackgroundinformationOneoftheproblemsatcrisistimeisthatoftenthePRofficercansaynothingatalltohelpthejournalistwiththestory.example:
roll-onroll-offferryEstoniain19943.ManagetheflowofinformationItisvitalthattheorganisationtakesimmediatecontrolofinformationprocess.why:
theorganisationwilllookfoolish,incompetentorevennegligentifitgivestheimpressionthatitdoesnotknowwhatisgoingon.itisimportantthattheorganisationincrisisspeakswithonevoice.managinginformationproperlymakesforgreaterclarity.How?
UnocalUK,operatorsofnorthseaoilplatformIncidentsareclassifiedasA(possibleseriousinjuryordamagetoinstallations),B(fatalitiesand/orseriousdamagetoaninstallationrequiringshutdown),C(potentialcatastrophe)4.Agreetheground-rulesInterestedpartiesForwardplanning:
theorganisationsinsurers,itslegaladvisers,itssubsidiaries,itssuppliers,otherorganisationsoperatinginthesamesector,andtheemergencyservicesservingtheorganisationslocalarea.haveagreedwhattheground-ruleswhenthecrisisbreaks.agreeingwhatcanandcannotbesaidpubliclywithoutreferencetotheorganisationconcerned,sothatthevariousspokespeoplecanavoidunnecessarilygettingineachothersway,orpassingthebuck,orblamingeachother.Themediacontrolledaccessone-wayisbythepoolingsystem.anotherwayistoselectvolunteervictimsoreye-witnesseswhoarewillingtotalktothemediaundercontrolledconditions.5.Beauthoritativecasestudy6.26.Keeptalkingechoestheearlierpoint:
providebackgroundinformation.whatcanyousay?
explainwhyyoucannotanswerquesitonsaboutthespecificmatterinhand,togiveoutyourcarefullypreparedbackgroundmaterialandtalkaboutsomethingelse.doesnotequateto“rambleonatallcosts”isnotinvitationtoprovideadditionalinformationwhichisofnohelptotheorganisation.casestudy:
Johnson,Tylenolcrisis7.Sayyouresorryexpressingregretisadifferentmatterfrommakinganapology,andthatexpressingsorrowatadisastrousortragiceventisperfectlyproperbehaviour.casestudy:
theairlinA1,Amsterdamaircrashin19928.Ensureaccuracymakesurethattheorg.isgivingoutaccurateinformationandensurethatwhatisprintedisaccurate.tellthetruthcasestudy6.3P108accuracyisvitalforseveralreasons.
(1)itwouldbewickedaswellasstupidtogiveoutwronginformation;
(2)theorganisationlooksincompetentanduntrustworthy.(3)themediaarealsoconcernedwithaccuracy.monitorcoveragemisrepresentedthechoicewilldependonseveralfactorssuchastheseriousnessofthemisrepresentation,thespeedwithwhichitneedstobeputright,andtheneedtostayongoodtermswiththemediaconcerned.waysofdealingwithit:
atelephonecallorfaxtotheradiostationornewspaper;
alettertotheeditor;
awrittencomplainttotheproprietororthenewspapersombudsman;
acomplainttothebroadcastingregulatororthepresscomplaitscommission;
asolicitorsletterrequiringaretractionorrecompenseandaninjunctiontopreventthepublicationorbroadcastingoffurtherdetails.9.Besensitivetakingcareoverthetoneandcontentofwhatiscommunicatedexternally,aswellasnoticing