From technicians to management

Browse times：1329     author：admin    time：2019-04-12

Course background
● According to our years of experience in R&D management consulting, more than 95% of the R&D middle-level managers in Chinese companies are promoted from engineers with relatively strong technical capabilities. Many R&D personnel who have just taken up management positions cannot be converted and over-concerned. Technical details; seriously help the subordinates, but they do not buy the account; everything is personally, busy, but the boss is too inefficient; I hope that the subordinates will give more advice, but they do not say anything, do not want to take responsibility; the boss makes the work Plan, but can't start; don't know how to assign work, how to lead the team, and don't know how to make sure your team doesn't make mistakes... It's exhausting but it doesn't effectively reach the overall goal. From a technically responsible technical staff to a project manager who is responsible for the entire process and a department manager who is responsible for a particular area of expertise, in the process of this transformation, what changes must be made by the technical staff, what management skills to master, How to develop your own leadership and so on is the focus of this course.
● From technology to management, not only the transformation of positions, but also a revolution that broke out from the depths of the soul. From technology to management, we need to liberate ourselves from the original mindset and realize a complete transformation from the role of the role to the way of thinking to the working method. From technology to management, it is a transition from absolute to relative, from ideal to reality; it is also a transition from experts to omnipotence, from excellence to harmonious development. From technology to management, our life will be a new page.
● This course is a roadmap for the growth of managers from technology to management. It will help managers to quickly and effectively improve their management skills and leadership, so that the performance of individuals and teams can be significantly improved, creating greater value for the company and forming My own unique management style.

\Course income

Common puzzles from technology to management:
First, how to complete the role change from technology to management?
Second, in the face of heavy work tasks, a thousand things, how to sort out the work ideas? Grasping the focus of work? Clear job objectives?
Third, the technical backbone (old staff) sometimes has to invest in the development of existing projects, but also to deal with the product maintenance he developed before, how to do it?
4. How to effectively manage employees who are older, more skilled, and reluctant to be convinced of their own qualifications?
5. Some subordinates are not motivated and have no pressure. How to pass pressure to subordinates? How to motivate subordinates?
Sixth, I want to strictly request subordinates, and I am worried about the subordinates' resentment. Is there any way to make subordinates accept and impose strict requirements on subordinates?
Seventh, every performance appraisal is guilty, playing C seems to be very difficult, how to evaluate the subordinates' work in the performance appraisal, so that the subordinates are convinced?
Eight, work ideas and leaders at different levels have differences, how to communicate with the leadership, reach an agreement?
9. There is a serious shortage of manpower, and there are many difficulties in the work. How to communicate with the superior leaders and strive for resource support?
X. Is it difficult to communicate across departments? There is always a conflict with the relevant departments. How to communicate and reach an agreement?

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