《輕管理：和90後員工做朋友》是2020年電子工業出版社出版的圖書，作者是李亞偉。
基本介紹
- 書名：輕管理：和90後員工做朋友
- 作者：李亞偉
- 出版社：電子工業出版社
- 出版時間：2020年9月
- 頁數：268 頁
- 定價：65 元
- 開本：16 開
- ISBN：9787121394812
內容簡介,圖書目錄,
內容簡介
本書是一本關於新生代輕管理方法論，意在幫助管理者解決90後等新生代員工難管理的問題，從90後的性格特點、工作狀態開始剖析，有針對性地提出管理方案。本書分為四個部分，共十四章內容。第一部分，主要講90後的職場現象，從幾個生動的案例入手，講解管理者在管理90後的過程中遇到的困難。第二部分，講解管理者的角色定位、遊戲化團隊的構建、公司制度及工作標準的制訂等，讓讀者了解管理步驟的大方向，從巨觀方面學習管理技巧。第三部分，融入當下時興的數據分析理論，講解如何用數據分析法對團隊進行量化管理，幫管理者打造更符合90後風格的現代化團隊。第四部分，從細節入手，針對90後管理過程中的具體問題，提出具體的解決方案，包括目標設定、激勵方法、培訓制度等。本書通過介紹管理90後的方法和技巧，幫助管理者認識90後，解決與90後員工的分歧問題，從而使90後員工成為公司的中堅力量。
圖書目錄
第一章 走近90 後：新一代職場生力軍來了 ..................................... 001
1.1 90 後員工群像面面觀 ········································.003
1.1.1 “數字原生代”的多元化世界觀 ··················.003
1.1.2 求職不難，試錯有底氣 ······························.004
1.1.3 “小確幸”更勝“大事業” ························.006
1.2 90 後員工的職業追求和工作狀態 ·························.007
1.2.1 體驗感是90 後員工評價工作的重要標準 ·······.007
1.2.2 比起薪酬，90 後員工更注重發展機會 ···········.009
1.2.3 實現個人價值是90 後員工工作的最高追求 ····.010
1.3 90 後管理難：員工不聽話，老闆沒辦法 ················.012
1.3.1 說辭就辭：貓死了，要請喪假 ·····················.012
1.3.2 拒絕加班：我不掙這個錢 ···························.014
1.3.3 工作“玻璃心”：忍？不存在 ······················.015
1.3.4 90 後員工的管理禁忌 ································.017
第二章 願景：為了同一個目標，聚集同一類人............................... 021
2.1 建立團隊目標，引導90 後員工融入團隊 ···············.023
2.1.1 用企業文化讓90 後員工跟上隊伍 ················.023
2.1.2 建立團隊精神的情感紐帶 ··························.024
2.1.3 多講實際，少“畫大餅” ··························.026
2.2 幫助90 後員工制訂職業生涯規劃 ························.027
2.2.1 90 後員工職業生涯規劃現狀 ······················.028
2.2.2 建立公司與員工的共同願景 ·······················.029
2.2.3 設定能看到的目標，工作才有“盼頭” ········.032
2.2.4 目標適度：長短期目標結合設定 ·················.035
第三章 明確角色定位，避免親力親為 ............................................... 037
3.1 管理者不是工作的執行者 ··································.039
3.1.1 管理就是通過別人完成任務 ·······················.039
3.1.2 如何管理骨幹員工 ···································.040
3.1.3 學會授權，別怕員工犯錯 ··························.044
3.1.4 營造良好氛圍，讓員工一馬當先 ·················.046
3.1.5 角色錯位的“症狀” ································.049
3.2 管理者的5 種角色 ···········································.051
3.2.1 工頭：有效執行，拿出成果 ·······················.051
3.2.2 聖誕老人：即時獎勵，論功行賞 ·················.053
3.2.3 動物園園長：識人善用，多元組隊 ··············.055
3.2.4 教練：設定目標，示範指導 ·······················.056
3.2.5 牧師：鼓勵發言，認真傾聽 ·······················.058
第四章 構建遊戲化團隊，讓工作變得更有趣 ................................... 063
4.1 多維度激勵，培養員工進取心 ·····························.065
4.1.1 設定鼓舞人心的團隊願景 ···························.065
4.1.2 制訂清晰的遊戲規則 ·································.067
4.1.3 建立及時的反饋機制 ·································.070
4.2 任務驅動與情感驅動相結合 ································.073
4.2.1 任務目標明確 ·········································.073
4.2.2 對員工進行描繪 ······································.074
4.2.3 衡量員工的行為 ······································.076
4.2.4 設定任務周期 ·········································.077
4.2.5 興趣至上 ···············································.079
第五章 用制度管人，而不是“人管人” ........................................... 081
5.1 制度是最好的約束機制 ······································.083
5.1.1 制度要符合人性 ······································.083
5.1.2 制度要符合公司的實際情況 ························.085
5.1.3 不制訂多餘的制度····································.087
5.2 制度管人，流程管事 ·········································.090
5.2.1 流程標準化，新員工入職不迷茫 ··················.090
5.2.2 去除繁複，做事只求穩、準、狠 ··················.093
第六章 嚴明標準：再小的工作，也有標準 ....................................... 097
6.1 工作有標準，管理者和員工少分歧 ······················.099
6.2 崗位有標準，公司不養閒人 ·······························.101
6.3 業務流程有標準，工作過程清晰、明確·················.102
6.4 產品有標準，人人都是產品專家 ·························.103
6.5 會議有標準，時間不浪費 ··································.105
第七章 懂得數據分析，才是管理“硬道理” ................................... 109
7.1 數據分析的方法 ··············································.111
7.1.1 對比分析法 ············································.111
7.1.2 分組分析法 ············································.112
7.1.3 結構分析法 ············································.113
7.1.4 平均分析法 ············································.115
7.1.5 交叉分析法 ············································.116
7.1.6 漏斗圖分析法 ·········································.117
7.2 數據分析的工具 ··············································.118
7.2.1 Excel：最基本的數據分析工具 ···················.118
7.2.2 BI 工具：為數據分析而生 ·························.120
7.2.3 R 和Python 等程式語言：靈活的數據分析工具 122
7.3 如何開展數據管理工作 ·····································.123
7.3.1 提高數據管理的意識 ································.123
7.3.2 健全管理機制，完善管理制度 ····················.124
第八章 團隊目標數據化，管理更清晰 ............................................... 127
8.1 怎樣建立團隊目標 ············································.129
8.1.1 團隊目標要明確 ······································.129
8.1.2 團隊目標要量化 ······································.130
8.1.3 團隊目標可實現 ······································.132
8.1.4 團隊目標有期限 ······································.134
8.2 怎樣實現團隊目標 ············································.135
8.2.1 自下而上法 ············································.136
8.2.2 自上而下法 ············································.139
8.2.3 目標細化，責任到人 ·································.141
8.2.4 可視化管理，工作進度清晰可見 ··················.143
8.2.5 月初緊，月中檢，月末沖，目標實現不拖延 ···.146
第九章 量化管理，別讓開會成為例行公事 ....................................... 155
9.1 日會、周會、月會、年會，各有各的任務 ··············.157
9.1.1 日會：安排一天的工作量 ···························.157
9.1.2 周會：分配小組任務·································.160
9.1.3 月會：高效工作的秘訣 ······························.162
9.1.4 年會：回顧與展望 ···································.166
9.2 開好協調會議，團隊分歧早解決 ··························.169
9.2.1 協調撞單尷尬 ·········································.169
9.2.2 協調分配比例 ·········································.171
9.2.3 協調客戶優先次序 ···································.172
9.2.4 協調人員更換 ·········································.174
第十章 績效考核：科學考核員工，找到真正適合公司的人 .......... 177
10.1 找對方法，考核才是動力 ·································.179
10.1.1 目標考核法 ···········································.179
10.1.2 360 度績效考核法 ··································.181
10.1.3 主基二元考核法 ·····································.183
10.1.4 KPI 關鍵績效指標法 ·······························.184
10.1.5 OKR 目標與關鍵成果法 ···························.186
10.2 賞與罰都是考核重點 ·······································.189
10.2.1 考核指標要“精” ··································.189
10.2.2 考核信息要“準” ··································.190
10.2.3 賞罰要分明 ···········································.192
第十一章 有效激勵：點燃90 後員工的工作熱情 ............................ 195
11.1 物質激勵，多給員工看得見的“好處” ···············.197
11.1.1 增加浮動獎金，獎金比基本工資更豐厚 ·······.197
11.1.2 鼓勵多勞多得，避免“大鍋飯” ················.199
11.1.3 設定團隊獎金，不怕團隊缺少凝聚力 ··········.200
11.1.4 巧設福利，留住人心 ·······························.202
11.2 精神激勵，帶好團隊是門學問 ···························.205
11.2.1 榮譽激勵法 ···········································.205
11.2.2 榜樣激勵法 ···········································.206
11.2.3 參與激勵法 ···········································.208
第十二章 結果導向：拋棄形式化，工作更有效率 .......................... 211
12.1 落後的“家長制”管理方式 ······························.213
12.1.1 任人唯親宗派式 ·····································.213
12.1.2 唯我獨尊命令式 ·····································.216
12.1.3 主觀猜測臆斷式 ·····································.217
12.2 講結果，少說教 ·············································.218
12.2.1 合理授權，提高工作效率 ·························.219
12.2.2 明確目標，反對辛苦的無效勞動 ················.220
12.2.3 簡化流程，減少逐級匯報的時間 ················.221
12.3 是管理者，也是朋友 ·······································.222
12.3.1 模糊層級，與員工做朋友 ·························.222
12.3.2 建議比命令更容易讓人接受 ······················.224
12.3.3 學會傾聽，管理邁出一大步 ······················.225
第十三章 價值提升：為90 後員工搭建更寬廣的舞台 .................... 229
13.1 完善的員工成長計畫 ·······································.231
13.1.1 教價值觀：增強對公司的認同感 ················.231
13.1.2 教制度：正式上崗不迷茫 ·························.233
13.1.3 教方法：師傅領進門，修行在個人 ·············.234
13.1.4 教實操：沒有實踐就沒有培訓 ···················.235
13.2 別讓員工站在團隊外 ·······································.237
13.2.1 別習慣性地給員工“貼標籤” ···················.237
13.2.2 多嘗試新工作，挖掘員工潛力 ···················.238
13.2.3 適當授權，發揮員工的創造力 ···················.240
13.2.4 大膽啟用，給予信任 ·······························.241
13.2.5 適時提拔，別讓資歷影響員工創造價值 ·······.242
第十四章 批評問責：權責清晰，讓90 後員工學會承擔責任 ........ 245
14.1 批評不等於責罵 ·············································.247
14.1.1 公開表揚，私下批評 ·······························.247
14.1.2 “對事不對人”是批評大原則 ···················.248
14.1.3 指出問題所在勝過一味批評 ······················.250
14.1.4 問清緣由，及時解決 ·······························.251
14.1.5 用批評逆向激勵員工 ·······························.252
14.2 權責清晰，讓員工勇於承擔責任 ························.253
14.2.1 指定任務責任人，細化團隊責任 ················.253
14.2.2 少做多指導，讓員工自己發現問題 ·············.254
