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轻管理:和90后员工做朋友

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作者:李亚伟

出版社:电子工业出版社

出版时间:2020年09月

ISBN:9787121394812

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编辑推荐

本书将带领管理者认识新生代,了解他们的职业观。本书从变换角色、构建游戏化团队、建立完善的制度、制订核实的激励政策等多个方面,介绍了提升管理者领导力的诸多细节,让管理者有效引导、激励新生代积极工作、融入团队,实现企业愿景。

 

 

内容简介

本书是一本关于新生代轻管理方法论,意在帮助管理者解决90后等新生代员工难管理的问题,从90后的性格特点、工作状态开始剖析,有针对性地提出管理方案。本书分为四个部分,共十四章内容。*部分,主要讲90后的职场现象,从几个生动的案例入手,讲解管理者在管理90后的过程中遇到的困难。第二部分,讲解管理者的角色定位、游戏化团队的构建、公司制度及工作标准的制订等,让读者了解管理步骤的大方向,从宏观方面学习管理技巧。第三部分,融入当下时兴的数据分析理论,讲解如何用数据分析法对团队进行量化管理,帮管理者打造更符合90后风格的现代化团队。第四部分,从细节入手,针对90后管理过程中的具体问题,提出具体的解决方案,包括目标设置、激励方法、培训制度等。本书通过介绍管理90后的方法和技巧,帮助管理者认识90后,解决与90后员工的分歧问题,从而使90后员工成为公司的中坚力量。

书摘 · 插画

作者简介

李亚伟

工商管理博士(DBA),现任多家上市公司战略顾问,具有丰富的实战经验,对实体经济互联网转型、领导力培养和新生代员工管理有深入研究和独到见解。有20年企业管理经验,有13年企业管理培训实战经验,先后有超1500家企业、20万人接受过其现场培训。

第一章 走近90 后:新一代职场生力军来了 ..................................... 001

1.1 90 后员工群像面面观 ········································.003

1.1.1 “数字原生代”的多元化世界观 ··················.003

1.1.2 求职不难,试错有底气 ······························.004

1.1.3 “小确幸”更胜“大事业” ························.006

1.2 90 后员工的职业追求和工作状态 ·························.007

1.2.1 体验感是90 后员工评价工作的重要标准 ·······.007

1.2.2 比起薪酬,90 后员工更注重发展机会 ···········.009

1.2.3 实现个人价值是90 后员工工作的最高追求 ····.010

1.3 90 后管理难:员工不听话,老板没办法 ················.012

1.3.1 说辞就辞:猫死了,要请丧假 ·····················.012

1.3.2 拒绝加班:我不挣这个钱 ···························.014

1.3.3 工作“玻璃心”:忍?不存在 ······················.015

1.3.4 90 后员工的管理禁忌 ································.017

 

第二章 愿景:为了同一个目标,聚集同一类人............................... 021

2.1 建立团队目标,引导90 后员工融入团队 ···············.023

2.1.1 用企业文化让90 后员工跟上队伍 ················.023

2.1.2 建立团队精神的情感纽带 ··························.024

2.1.3 多讲实际,少“画大饼” ··························.026

2.2 帮助90 后员工制订职业生涯规划 ························.027

2.2.1 90 后员工职业生涯规划现状 ······················.028

2.2.2 建立公司与员工的共同愿景 ·······················.029

2.2.3 设置能看到的目标,工作才有“盼头” ········.032

2.2.4 目标适度:长短期目标结合设置 ·················.035

 

第三章 明确角色定位,避免亲力亲为 ............................................... 037

3.1 管理者不是工作的执行者 ··································.039

3.1.1 管理就是通过别人完成任务 ·······················.039

3.1.2 如何管理骨干员工 ···································.040

3.1.3 学会授权,别怕员工犯错 ··························.044

3.1.4 营造良好氛围,让员工一马当先 ·················.046

3.1.5 角色错位的“症状” ································.049

3.2 管理者的5 种角色 ···········································.051

3.2.1 工头:有效执行,拿出成果 ·······················.051

3.2.2 圣诞老人:即时奖励,论功行赏 ·················.053

3.2.3 动物园园长:识人善用,多元组队 ··············.055

3.2.4 教练:设定目标,示范指导 ·······················.056

3.2.5 牧师:鼓励发言,认真倾听 ·······················.058

 

第四章 构建游戏化团队,让工作变得更有趣 ................................... 063

4.1 多维度激励,培养员工进取心 ·····························.065

4.1.1 设定鼓舞人心的团队愿景 ···························.065

4.1.2 制订清晰的游戏规则 ·································.067

4.1.3 建立及时的反馈机制 ·································.070

4.2 任务驱动与情感驱动相结合 ································.073

4.2.1 任务目标明确 ·········································.073

4.2.2 对员工进行描绘 ······································.074

4.2.3 衡量员工的行为 ······································.076

4.2.4 设定任务周期 ·········································.077

4.2.5 兴趣至上 ···············································.079

 

第五章 用制度管人,而不是“人管人” ........................................... 081

5.1 制度是最好的约束机制 ······································.083

5.1.1 制度要符合人性 ······································.083

5.1.2 制度要符合公司的实际情况 ························.085

5.1.3 不制订多余的制度····································.087

5.2 制度管人,流程管事 ·········································.090

5.2.1 流程标准化,新员工入职不迷茫 ··················.090

5.2.2 去除繁复,做事只求稳、准、狠 ··················.093

 

第六章 严明标准:再小的工作,也有标准 ....................................... 097

6.1 工作有标准,管理者和员工少分歧 ······················.099

6.2 岗位有标准,公司不养闲人 ·······························.101

6.3 业务流程有标准,工作过程清晰、明确·················.102

6.4 产品有标准,人人都是产品专家 ·························.103

6.5 会议有标准,时间不浪费 ··································.105

 

第七章 懂得数据分析,才是管理“硬道理” ................................... 109

7.1 数据分析的方法 ··············································.111

7.1.1 对比分析法 ············································.111

7.1.2 分组分析法 ············································.112

7.1.3 结构分析法 ············································.113

7.1.4 平均分析法 ············································.115

7.1.5 交叉分析法 ············································.116

7.1.6 漏斗图分析法 ·········································.117

7.2 数据分析的工具 ··············································.118

7.2.1 Excel:最基本的数据分析工具 ···················.118

7.2.2 BI 工具:为数据分析而生 ·························.120

7.2.3 R 和Python 等编程语言:灵活的数据分析工具 122

7.3 如何开展数据管理工作 ·····································.123

7.3.1 提高数据管理的意识 ································.123

7.3.2 健全管理机制,完善管理制度 ····················.124

 

第八章 团队目标数据化,管理更清晰 ............................................... 127

8.1 怎样建立团队目标 ············································.129

8.1.1 团队目标要明确 ······································.129

8.1.2 团队目标要量化 ······································.130

8.1.3 团队目标可实现 ······································.132

8.1.4 团队目标有期限 ······································.134

8.2 怎样实现团队目标 ············································.135

8.2.1 自下而上法 ·······································