Pamela989
博客自定义分类
|
如何规范企业高管责权利（广州，8</SPAN>月29</SPAN>日） </SPAN></SPAN> 【培训日期】</SPAN>2009</SPAN>年8</SPAN>月30</SPAN></SPAN> 【培训地点】</SPAN>广州</SPAN></SPAN> 【培训对象】</SPAN>企业董事长\</SPAN>总经理(</SPAN>法人代表)</SPAN> 携 人力资源总监或企业高层等</SPAN></SPAN> 【课程大纲】</SPAN></SPAN> 一、企业的矛盾:</SPAN></SPAN> </SPAN></SPAN>■老板：不是不想放权，实在是不敢放，也不知道如何有效放权——企业越大，老板越累！</SPAN></SPAN> </SPAN></SPAN>■高管：很想有所作为，却总在混沌中无奈：职责不清、职权有限——巧妇难为无米之炊！</SPAN></SPAN> </SPAN></SPAN>■企业高管责权利如何界定？</SPAN></SPAN> </SPAN></SPAN>■放权的同时，如何有效管控？</SPAN></SPAN> </SPAN></SPAN>著名人力资源管理专家、柏明顿管理咨询公司董事长、首席顾问胡八一博士为企业决策者界定高管的责权利并有效管控支招！</SPAN></SPAN> </SPAN> 二、课程精要</SPAN></SPAN> </SPAN></SPAN>■关注国内外企业高管管理模式；分析国内企业高管管理常见的弊病；从企业战略入手，根植高管“责、权、利”，探究 </SPAN></SPAN>现代企业高管管理有效模式；</SPAN></SPAN> </SPAN></SPAN>■基于二十年的实践积累与理论研究，把企业高管“责、权、利”的本质及管理思路进行系统的总结和梳理，为您呈现一 </SPAN></SPAN>套经营策略下企业高管责权利操作的实战方略；</SPAN></SPAN> </SPAN></SPAN>■分析多个行业的实际案例（生产制造业、零售商业、高新技术产业、传统流通行业），开阔思路、提</SPAN></SPAN> </SPAN></SPAN>供借鉴。</SPAN></SPAN> </SPAN> 三、课程收益</SPAN></SPAN> </SPAN></SPAN>■深刻理解当前企业高层管理的重要性和操作重点、难点；</SPAN></SPAN> </SPAN></SPAN>■了解如何立足企业经营策略，清晰界定企业高管责、权、利，并进行科学有效的管控；</SPAN></SPAN> </SPAN></SPAN>■深入学习国内外企业高管责权利管理的成功案例；</SPAN></SPAN> </SPAN></SPAN>■掌握一套高管责权利分析和解决问题的方法和技术。</SPAN></SPAN> </SPAN> </SPAN></SPAN>四、课程大纲</SPAN></SPAN> </SPAN>1.</SPAN>为什么中国企业的老板与高管职业经理人成功相处的案例不多？</SPAN></SPAN> </SPAN></SPAN>■成功案例分享与原因分析；</SPAN></SPAN> </SPAN></SPAN>■失败案例分享与原因分析；</SPAN></SPAN> </SPAN></SPAN>■演练：《万能原因分析工具》推荐，让你轻松得出结论</SPAN></SPAN> </SPAN> </SPAN>2.</SPAN>企业何时需要引进或提拔高管职业经理人？</SPAN></SPAN> </SPAN></SPAN>■八卦思维方法得出的结论</SPAN></SPAN> </SPAN></SPAN>■佛家思维方法得出的结论</SPAN></SPAN> </SPAN></SPAN>■儒家思维方法得出的结论</SPAN></SPAN> </SPAN></SPAN>■现代企业理论得出的结论</SPAN></SPAN> </SPAN></SPAN>■演练：思维方法推荐，对照你的企业得出结论</SPAN></SPAN> </SPAN> 3.</SPAN>成功引进或提拔高管职业经理人必须具备的五个分析维度</SPAN></SPAN> </SPAN></SPAN>■内部环境分析：你需要他吗？他来了能生存吗？</SPAN></SPAN> </SPAN></SPAN>■外部环境分析：能找到他吗？随缘还是寻求？</SPAN></SPAN> </SPAN></SPAN>■匹配或互补分析：他能与你合得来吗？</SPAN></SPAN> </SPAN></SPAN>■需求与擅长分析：你需要的特征他具备吗？</SPAN></SPAN> </SPAN></SPAN>■动机分析：他为什么要来？</SPAN></SPAN> </SPAN></SPAN>■演练：老板，对照一下你和他，然后得出结论</SPAN></SPAN> </SPAN> 4.</SPAN>未引进或提拔前，老板应该准备些什么？</SPAN></SPAN> </SPAN></SPAN>■心理准备</SPAN></SPAN> </SPAN></SPAN>■预算准备</SPAN></SPAN> </SPAN></SPAN>■制度准备</SPAN></SPAN> </SPAN></SPAN>■退出准备</SPAN></SPAN> </SPAN></SPAN>■演练：老板，你准备好了吗？</SPAN></SPAN> </SPAN> 5.</SPAN>如何界定高管职业经理人的主要责任与次要责任？</SPAN></SPAN> </SPAN></SPAN>■主要职责描述与案例</SPAN></SPAN> </SPAN></SPAN>■次要职责描述与案例</SPAN></SPAN> </SPAN></SPAN>■演练：你的高管职责还有空白或重叠之处吗？</SPAN></SPAN> </SPAN> 6.</SPAN>如何从长期战略、短期利润相结合来制订高管职业经理人的业绩目标？</SPAN></SPAN> </SPAN></SPAN>■战略性指标的确立与考核</SPAN></SPAN> </SPAN></SPAN>■经营性指标的确立与考核</SPAN></SPAN> </SPAN></SPAN>■演练：你做好了预防高管职业经理人短期行为吗？</SPAN></SPAN> </SPAN> 7.</SPAN>如何清晰赋予高管职业经理人为达成目标所需要的权限？</SPAN></SPAN> </SPAN></SPAN>■如何根据职责、流程、业绩目标推演出权限</SPAN></SPAN> </SPAN></SPAN>■人事权的原则与权限案例</SPAN></SPAN> </SPAN></SPAN>■财务权的原则与权限案例</SPAN></SPAN> </SPAN></SPAN>■业务权的原则与权限案例</SPAN></SPAN> </SPAN></SPAN>■信息权的原则与权限案例</SPAN></SPAN> </SPAN></SPAN>■用人要疑，疑人要用</SPAN></SPAN> </SPAN></SPAN>演练：如何做到充分授权却又监控到位</SPAN></SPAN> </SPAN> |