Three Highlights Of Corporate Training Manager Training

The input and output benefits are high, close to the actual combat mode and wide vision.

Niu Gensheng, chairman of Mengniu Group, systematically studied EMBA courses and built up his overall thinking ability.

"Through the study of the Yangtze River Business School, I have been puzzled 5 years, 10 years after the company's strategic issues, has a clear train of thought."

Hou Songrong, chairman and President of Konka Group, attended the EDP course jointly sponsored by well-known business schools to enhance leadership skills and global strategic thinking ability.

He said: "it is very important for me to cooperate with the CEO school to help CEOs find new ways to improve leadership skills.

In addition, it helps me have a systematic understanding of all aspects and aspects of the overall business operation of our company.

Wang Xuetie, director of human resources of SKYWORTH, directly introduces the course of management masters to the backbone of the enterprise, clarifies the key issues of the development of the customers, demand and market, and sets up a unified understanding, so as to make ideological preparations for the pformation of enterprises.

When it comes to going out or importing, enterprises and managers need to pay attention to three key questions when choosing training: does the ratio of input to output meet expectations?

Can management training help solve problems encountered in practical work?

In the face of enterprises' strategy of continuously promoting global development, what channels can be adopted to supplement the skills of international management?

Correspondingly, there are three outstanding highlights in manager training.

Highlights: first, apply the best practices and invest in the high returns and benefits to measure the training effectiveness of managers participating in MBA and EMBA degree courses. Business schools usually use graduate employment rate, tuition fee recovery period, and word of mouth of the course to make strong explanations. For short-term courses such as EDP, the emphasis is on improving the management concept of students.

The most important thing for managers who send managers to learn these courses is how managers can apply their knowledge to bring rewards to enterprises.

Two lectures, knowledge sharing.

SKYWORTH encourages managers to take courses related to their jobs and majors.

Wang Xuetie thinks that the contents of the business school curriculum are very well designed. Besides management theory, it emphasizes practical application. Many teachers in some excellent business schools are senior executives in charge of the enterprise, and have experience in actual enterprise management. The cases cited are enlightening.

Managers can also learn new knowledge and integrate new resources through cross curricula communication through curriculum learning.

For these expatriate manager trainees, SKYWORTH's request is to give two lectures at SKYWORTH college and organize learning within the company after coming back.

He said that this form, on the one hand, tested the results of their studies, and on the other hand, completed the sharing of knowledge.

The process of teaching is to convey knowledge and thinking to others, communicate with other managers, and complete the sharing of the latest ideas and practices, and win a good return for enterprises.

Liu Jing, EDP marketing manager of the China Europe International Business School (hereinafter referred to as "Central Europe"), said that the most important thing for an enterprise or manager to get the training effect is to understand the problems of himself, and to locate the needs and goals of learning.

Take the Fosun Group as an example, some of its subordinate executives have two jobs, namely the general manager and the chairman.

In order to better improve the corporate governance structure, the group decided to separate the two parties and have a clear division of labor.

In order to avoid the feeling of being chipped by the chairman and the general manager and to bring resistance to change, the group took them to a four day director course in Central Europe to improve their understanding of corporate governance.

Therefore, they have reached a new understanding of the reform of corporate governance, and actively cooperate with the group to complete the work of change. The organizational ability of the group has been greatly improved; and in the long run, the chairman's general manager is pformed from one person to two, the personal professional ability is strengthened, the training of the reserve person is also kept up, and the system of talent training is quickly established.

SKYWORTH institute introduces some skills courses to SKYWORTH managers, such as supply chain courses and procurement optimization courses, including the introduction of some core courses at HUAWEI University.

What the curriculum brings to managers in practical work is how to control costs.

From what aspects to control?

For example, the chief inspector, purchasing director, how to use the knowledge and tools to reduce the purchasing cost of the enterprise by 10% this year, so that the training and performance gap can be effectively improved.

In the south, Lee Kun Kee has established a performance development process, emphasizing the docking of training and performance development goals.

For example, the company stresses that the quality of the manager's "training talents" is particularly important. The focus of the annual training is around this topic. It introduces a series of three training: first, training managers for all directors and above, telling them how to do the goal decomposition; second, how to perform performance feedback and guidance; and third, how to do performance evaluation.

Through three stages, training for practical problems will help managers do well in coaching.

The manager will charge the manager continuously and pay attention to the long-term effect of training.

Professor Walton (Jeffrey Sheehan), vice president of the school of business, believes that the key to a company's success is to increase investment in human resources and training for its employees from the experience of the United States. Successful companies have done very well in training, and now more and more Chinese enterprises recognize the returns of such long-term investments and send some of their senior management to study. Walton,

The head of the Institute of science and technology agrees with this view. The group sent executives to MBA and EMBA courses in 1999, and now sends managers to business schools every year to attend MBA, EMBA and EDP courses. The schools include CEIBS, Cheung Kong business school, Peking University Guanghua business school, Zhongshan University Business School and so on.

Many executives, after finishing their studies, have expressed their ability to help build their own global thinking problems. Fang Hongbo, President of electrical appliances in the MBA course at National University of Singapore, once took the participation process of MBA as a kind of intelligent charging.

In 2007, he took part in the "CEO course of China" introduced by the Yangtze River Business School. After reflection, he learned more perspectives and thinking frames from the CEO course of Chinese enterprises.

For the United States group, how to find a balance in development and how to connect in value creation and dedication is a question that deserves further consideration.

Liu Jing's observation is that many of the business school students are middle and senior managers. They need more breakthroughs in thinking and broader horizons.

This kind of concept training focuses on the pformation of ideas and behaviors, and the long-term effect is more significant.

She said that in recent three years, Lenovo, Guangdong mobile, Erie and other famous enterprises have continuously sent their core management team members to participate in the courses in Central Europe. ABB has sent managers to attend courses in 1994 when China and Europe just started, and has been a long-term strategic partner of China and Europe for more than a decade.

Lai Weidong, deputy director of the EMBA program in China and Europe, introduced the quantitative results. The average amount of money taken by the company's contributive managers to participate in the EMBA learning in China and Europe is 11 months, and the cost of tuition fees can be recovered on average. Managers who take part in their own fees will recover their cost in an average of 25.5 months, and the extent of their wage increase can balance the cost of tuition fees. EMBA

Statistics also show that the higher the manager's position in the enterprise and the more correct his decision is, the more he accelerates the input-output cycle of the company's expatriate training.

For a manager, he earned a double degree from Chinese and foreign business schools, or a MBA degree from a well-known foreign business school. He also won important bonus points for his future job development.

Highlights: Two: action oriented, close to the actual way of war, the business school has always been criticized by the theory that it is too theoretical and decoupled from reality.

Today, whether the courses offered by business schools or the training courses introduced by managers reflect the direction of action learning in combination with the actual situation of enterprises.

To enhance interaction and promote learning effectiveness through practice.

"General manager course" has been one of the most popular courses in Central Europe since its launch in 2005.

Besides attractive content, the teaching method is also a highlight.

The college has compiled 60 managers into two pairs of people to do practical learning. The contents include mutual visits, reflection and writing reports, and go deep into the front line of the other companies.

From an external point of view, we can see the possible problems in the operation of the other company, and what parts of the management need to be improved.

Find problems and provide solutions.

It provides a channel for managers to combine actual combat methods, theories and practices.

Chen Long, general manager of Shanghai Zhen Kun Hang Trading Co., Ltd., who took part in the course, said that the "company visits" project in the general manager course encouraged students to share learning results and management experience.

Many students continue to find other students to pick up pairs after class, and combine this practice with different enterprises to improve their ability to analyze practical management problems.

Experiential teaching, exercising leadership in situations.

The Peking University BiMBA project pioneered the "military management" strategic experience course in China, integrating international experience and practice with traditional Chinese cases.

"The learning of West Point is of great benefit to our students' international vision. Especially the West Point emphasizes the perseverance of leaders and the consistent character and quality in the direction of major issues, which are very good for Chinese EMBA students.

Leaders must cultivate their decision-making ability through situations. Our EMBA students will go to West Point every May, and the officers of West Point will discuss the international leadership of military personnel.

Yang Zhuang, the president of Peking University's BiMBA program, said.

The topics discussed include: how can military leadership be applied in an enterprise?

How do corporate leaders establish the authority of military leaders?

What are the similarities and differences between shopping malls and battlefields?

Why does physical training become an external manifestation of leadership training?

In the leadership discussion of West Point, EMBA collided fiercely with the sparks of the military instructors.

The company offers customized courses to enterprises to meet the general needs of executives.

According to the financial times statistics, over the past 10 years, the most important trend in the field of executive education is shifting from traditional open training to customized courses.

Liu Jing felt deeply about this.

Cai Dabiao, chief executive of her recently contacted "true Kung Fu Restaurant Management Co., Ltd.", commissioned a training program for China and Europe to provide a comprehensive training program for 30 senior managers to improve their management skills.

The problems encountered by executives are common and differentiated.

The practice of central Europe is to find out the general needs of enterprises, design courses in a targeted way, and meet their needs through different training methods.

For example, the director of the finance department is different from the director of marketing in terms of specific needs, but needs in leadership training are the same; secondly, offering elective projects, which is related to his work background or career development.

For example, the chief financial officer can choose the open class "acquisition and merger", and the director of marketing can choose the courses of "price setting", "brand management" and "integrated marketing".

The company's internal training, practical training.

SKYWORTH has launched a six step planning course for training managers' management capabilities, including how to make yearly strategic and business plans and the specific tools for each plan.

The six step planning method includes six steps: external opportunity identification, target location, success factor extraction, resource allocation, risk control and operation plan for the first year.

The six step planning course trains more than 200 people including business team members, financial personnel, human resources personnel and auditors.

In addition, for operational training, SKYWORTH adopted the method of simulation and sand table drilling, and the actual operation of sand table Simulated company operation and financial management, so as to let the managers of the management team learn to control the key points.

Lu Weiwen, vice president of Southern Lee Kun Kee, agrees.

He said that the company is considering the introduction of some business computer simulation training, the form of training is to divide students into several groups, each group is an independent company.

Computer software will provide data for a virtual country, such as population, environment and market development. How do we compete in this market to do some similar market decisions?

In the south, Lee Kun Kee defines a quality model for business managers, and defines nine major qualities as managers' main capabilities.

It includes leadership change, strategic thinking, business touch, innovative thinking and benefit guidance.