戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件

博諾咨詢PPOUMCIACONSLTIN鞠健路驅(qū)動(dòng)力擴(kuò)金業(yè)成類(lèi)碩一管理藝術(shù)、戰(zhàn)略規(guī)劃方法研討主講人:李寶順博諾咨詢1目錄第一部分:經(jīng)理人管理藝術(shù)第二部分:企業(yè)發(fā)展戰(zhàn)咯規(guī)劃目錄2一、經(jīng)理人的角色認(rèn)識(shí)1、描述經(jīng)理人的角色?2、職業(yè)經(jīng)理人的概念?一、經(jīng)理人的角色認(rèn)識(shí)3經(jīng)理人的核心價(jià)值是什么?我們的觀點(diǎn):如果說(shuō)企業(yè)的董事會(huì),董享長(zhǎng)或者資本的招有者,是企業(yè)的大腦,那么作為企業(yè)的業(yè)經(jīng)理人,就是實(shí)現(xiàn)大腦的想法,保持公同運(yùn)轉(zhuǎn)的脊梁,由他們把企業(yè)的高層經(jīng)營(yíng)查和企業(yè)的員工電起來(lái)。如果沒(méi)有這些買(mǎi)業(yè)經(jīng)理,企業(yè)高層的想法就難以在企業(yè)當(dāng)中得以實(shí)現(xiàn)。經(jīng)理人的核心價(jià)值是什么?4、經(jīng)理人的三大角色之作為下屬的角色經(jīng)營(yíng)者的替身是四大準(zhǔn)則:●代表公司進(jìn)行管理承擔(dān)相關(guān)的責(zé)任;代表公司從經(jīng)營(yíng)實(shí)現(xiàn)者的角經(jīng)營(yíng)省個(gè)體替身價(jià)值●具有全局觀●做正確的事情體現(xiàn)經(jīng)營(yíng)者的意志、經(jīng)理人的三大角色之5、經(jīng)理人的三大角色之二:作為同事的角色同事是我們的內(nèi)部客戶,如何讓內(nèi)部客戶滿意:充分了解客求讓及時(shí)用戶訂貨月到發(fā)現(xiàn)\/客戶商機(jī)滿意、經(jīng)理人的三大角色之二:6讓內(nèi)部客戶滿意1.讓內(nèi)部客戶滿意要做到的兩個(gè)方面(1)管理上讓上司滿意;(2)服務(wù)上讓其它部門(mén)滿意。2.內(nèi)部客戶是否滿意的兩種評(píng)估方式(1)日常性工作,按照內(nèi)部供應(yīng)鏈,用“好”或“不好”來(lái)評(píng)價(jià)(2)共同設(shè)定的目標(biāo),用事先約定的標(biāo)準(zhǔn)衡量讓內(nèi)部客戶滿意7、經(jīng)理人的三大角色之三作為上司的角色經(jīng)理人在下屬面前的角色:管理老領(lǐng)導(dǎo)老數(shù)練效傻悍游戲則的制疋古和筵護(hù)古、經(jīng)理人的三大角色之三81.職業(yè)經(jīng)理日常工作事項(xiàng)(1)制定年度工作目標(biāo)和年度計(jì)劃。(2)向下屬分解部門(mén)工作目標(biāo),并幫助下屬建立工作計(jì)劃。(3)制定部門(mén)政策。4)下屬的績(jī)效標(biāo)準(zhǔn)設(shè)定、評(píng)估和反饋,幫助下屬提升和改進(jìn)(5)審查日常和每周、每月生產(chǎn)、銷(xiāo)售或工作報(bào)告。(6)選擇和面試員工(配合人力資源部)1.職業(yè)經(jīng)理日常工作事項(xiàng)92.職業(yè)經(jīng)理管理的對(duì)象(1)人員(2)固定資產(chǎn)(3)無(wú)形資產(chǎn)(4)財(cái)務(wù)(5)信息(6)客戶(7)時(shí)間2.職業(yè)經(jīng)理管理的對(duì)象10戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件11戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件12戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件13戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件14戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件15戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件16戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件17戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件18戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件19戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件20戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件21戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件22戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件23戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件24戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件25戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件26戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件27戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件28戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件29戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件30戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件31戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件32戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件33戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件34戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件35戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件36戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件37戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件38戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件39戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件40戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件41戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件42戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件43戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件44戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件45戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件46戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件47戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件48戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件49戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件50戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件51戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件52戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件53戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件54戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件55戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件56戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件57戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件58戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件59戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件60戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件61戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件62戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件63戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件64戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件65戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件66戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件67戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件68戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件69戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件70戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件71戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件72戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件73戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件74戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件75戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件76戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件77戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件78戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件79戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件80戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件81戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件82戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件83戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件84戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件85戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件86戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件87博諾咨詢PPOUMCIACONSLTIN鞠健路驅(qū)動(dòng)力擴(kuò)金業(yè)成類(lèi)碩一管理藝術(shù)、戰(zhàn)略規(guī)劃方法研討主講人:李寶順博諾咨詢88目錄第一部分:經(jīng)理人管理藝術(shù)第二部分:企業(yè)發(fā)展戰(zhàn)咯規(guī)劃目錄89一、經(jīng)理人的角色認(rèn)識(shí)1、描述經(jīng)理人的角色?2、職業(yè)經(jīng)理人的概念?一、經(jīng)理人的角色認(rèn)識(shí)90經(jīng)理人的核心價(jià)值是什么?我們的觀點(diǎn):如果說(shuō)企業(yè)的董事會(huì),董享長(zhǎng)或者資本的招有者,是企業(yè)的大腦,那么作為企業(yè)的業(yè)經(jīng)理人,就是實(shí)現(xiàn)大腦的想法,保持公同運(yùn)轉(zhuǎn)的脊梁,由他們把企業(yè)的高層經(jīng)營(yíng)查和企業(yè)的員工電起來(lái)。如果沒(méi)有這些買(mǎi)業(yè)經(jīng)理,企業(yè)高層的想法就難以在企業(yè)當(dāng)中得以實(shí)現(xiàn)。經(jīng)理人的核心價(jià)值是什么?91、經(jīng)理人的三大角色之作為下屬的角色經(jīng)營(yíng)者的替身是四大準(zhǔn)則:●代表公司進(jìn)行管理承擔(dān)相關(guān)的責(zé)任;代表公司從經(jīng)營(yíng)實(shí)現(xiàn)者的角經(jīng)營(yíng)省個(gè)體替身價(jià)值●具有全局觀●做正確的事情體現(xiàn)經(jīng)營(yíng)者的意志、經(jīng)理人的三大角色之92、經(jīng)理人的三大角色之二:作為同事的角色同事是我們的內(nèi)部客戶,如何讓內(nèi)部客戶滿意:充分了解客求讓及時(shí)用戶訂貨月到發(fā)現(xiàn)\/客戶商機(jī)滿意、經(jīng)理人的三大角色之二:93讓內(nèi)部客戶滿意1.讓內(nèi)部客戶滿意要做到的兩個(gè)方面(1)管理上讓上司滿意;(2)服務(wù)上讓其它部門(mén)滿意。2.內(nèi)部客戶是否滿意的兩種評(píng)估方式(1)日常性工作,按照內(nèi)部供應(yīng)鏈,用“好”或“不好”來(lái)評(píng)價(jià)(2)共同設(shè)定的目標(biāo),用事先約定的標(biāo)準(zhǔn)衡量讓內(nèi)部客戶滿意94、經(jīng)理人的三大角色之三作為上司的角色經(jīng)理人在下屬面前的角色:管理老領(lǐng)導(dǎo)老數(shù)練效傻悍游戲則的制疋古和筵護(hù)古、經(jīng)理人的三大角色之三951.職業(yè)經(jīng)理日常工作事項(xiàng)(1)制定年度工作目標(biāo)和年度計(jì)劃。(2)向下屬分解部門(mén)工作目標(biāo),并幫助下屬建立工作計(jì)劃。(3)制定部門(mén)政策。4)下屬的績(jī)效標(biāo)準(zhǔn)設(shè)定、評(píng)估和反饋,幫助下屬提升和改進(jìn)(5)審查日常和每周、每月生產(chǎn)、銷(xiāo)售或工作報(bào)告。(6)選擇和面試員工(配合人力資源部)1.職業(yè)經(jīng)理日常工作事項(xiàng)962.職業(yè)經(jīng)理管理的對(duì)象(1)人員(2)固定資產(chǎn)(3)無(wú)形資產(chǎn)(4)財(cái)務(wù)(5)信息(6)客戶(7)時(shí)間2.職業(yè)經(jīng)理管理的對(duì)象97戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件98戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件99戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件100戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件101戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件102戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件103戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件104戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件105戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件106戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件107戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件108戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件109戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件110戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件111戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件112戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件113戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件114戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件115戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件116戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件117戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件118戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件119戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件120戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件121戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件122戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件123戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件124戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件125戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件126戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件127戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件128戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件129戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件130戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件131戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件132戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件133戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件134戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件135戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件136戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件137戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件138戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件139戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件140戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件141戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件142戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件143戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件144戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件145戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件146戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件147戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件148戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件149戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件150戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件151戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件152戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件153戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件154戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件155戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件156戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件157戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件158戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件159戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件160戰(zhàn)略制勝戰(zhàn)略的規(guī)劃研討課件161戰(zhàn)略制勝