《輕管理》是一本電子工業出版社出版的圖書，作者是李亞偉，本書主要講述了通過介紹管理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。
基本介紹
- 中文名：輕管理
- 作者：李亞偉
- 出版社：電子工業出版社
- ISBN：9787121394812
內容簡介,圖書目錄,作者簡介,
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：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 ······································
作者簡介
李亞偉
工商管理博士（DBA）,現任多家上市公司戰略顧問，具有豐富的實戰經驗，對實體經濟網際網路轉型、領導力培養和新生代員工管理有深入研究和獨到見解。有20年企業管理經驗，有13年企業管理培訓實戰經驗，先後有超1500家企業、20萬人接受過其現場培訓。
