Management Transition & Managing Performance

目标与内容Objectives and Content

As an individual contributor or a manager, the job scope is more defined on how to timely complete a certain given task. While being promoted to a manager position, being able to utilize engineers’ hard and soft thinking skills to managerial position would be essential for effective team development. From another perspective, it requires a different mindset, as his or her role has been shifted to manage a team, how to manage subordinates' performance and to give feedback, etc. This program is tailored for those managers, who were previously in engineer or individual contributor positions, to explore diversity required in the workplace and their management approaches.

工程师作为技术诀窍和经验的掌握者往往备受敬重，基层或刚被提升上来的管理者，有时会以旧有的工作习惯和思维模式来带领原有的部门，对团队领导效能反而适得其反。当技术人员被提拔到管理层时，他们需要具备不同的心态，若能够在管理的职位上，有效利用工程师所具备的硬性和软性思维能力，并配合沟通技巧来协调团队工作与绩效，相信领导力更能发挥功效。这一个课程是为有技术背景，需了解职能转型的管理者量身设定，共同探讨管理层需面对的不同领导方法。

参加对象 Target Group

Managers with technical background or engineers or individual contributors promoted to be a manager, proficiency in English communication.

有技术背景的管理人员，或将被提拔为管理人员的工程师，英文流利。

大纲 Outline

Transition - Engineer and/or individual contributor to Manager

The Role of Being an Effective Manager Operational

Differences - Engineer Individual vs Managerial Team Approaches

Managing Diversity and Communication

Styles Delegation and Creating Shared Visions - Forming a Highly Effective Team

由工程师向管理层转型

理解高效管理者的角色

操作上的差异 - 工程师 vs 管理方法

管理差异和沟通方式

授权及创造共享的远见 - 组建高效的团队