如何做一名的部门经理（How to be a department manager）.docVIP

如何做一名的部门经理（How to be a department manager） How to be a good Department Manager (excerpt) First, the professional quality of outstanding managers 1. introduction 2. the soldier who wants to be a marshal is a good soldier -- CEO Ten Commandments 3., the image of good managers 4., the meaning and key quality of leadership 5., four styles of leadership Second talk about the new manager 1. the work to be done at the beginning of your office 2. from staff to Department Manager 3. at the beginning of office 4., how to ensure victory in the first battle? Chapter 3 cognition of role of excellent Department Manager 1. iceberg theory of excellent Department Manager The three roles of the 2. Department Manager Five basic skills of the 3. Department Manager Fourth, talk about how to get along with your boss 1. introduction 2. master the bosss psychology 3. eight principles to get along with your boss 4. deal with different types of bosses 5. how to give advice to the boss 6., treat rejection correctly Fifth, how to lead the subordinates (above) 1. understand the hierarchy of subordinates 2. management deployment 3., profit driven subordinates Sixth, how to lead subordinates (middle) 1., improve the effectiveness of subordinates 2. good at communicating with subordinates 3. assign the work effectively to subordinates Seventh, how to lead subordinates (next) 1. strict discipline 2. evaluate subordinates 3. put an end to rumours 4. handling of other problems Eighth, power and prestige 1. introduction 2., the necessary ability to exercise power 3., the misunderstanding of the use of power 4. personal power is not equal to personal prestige Ninth, talk about how to be a good coach The role of the 1. Department Manager in coaching 2. coaching strategies and plans 3. mandate Tenth, dealing with conflicts 1. what is conflict? 2. conflict resolution strategy 3. countermeasures for dealing with conflicts between departments Eleventh, talk about career development plan 1. introduction 2. h