{"id":3316,"date":"2023-10-06T17:26:21","date_gmt":"2023-10-06T09:26:21","guid":{"rendered":"http:\/\/minjeng.com\/management-processes-and-techniques\/"},"modified":"2025-03-18T09:26:33","modified_gmt":"2025-03-18T01:26:33","slug":"management-processes-and-techniques","status":"publish","type":"page","link":"https:\/\/minjeng.com\/en\/management-processes-and-techniques\/","title":{"rendered":"Management Processes and Techniques"},"content":{"rendered":"
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Management Processes and Techniques\n<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tTRAINING DESCRIPTION<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tTRAINING SYLLABUS<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
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TRAINING DESCRIPTION\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u3010TOTAL TRAINING HOURS\u3011<\/strong>14 hrs<\/p>

\u3010TARGET AUDIENCE\u3011<\/strong><\/p>

  1. Mid-level managers with supervisory responsibilities<\/li>
  2. New managers<\/li>
  3. Workers seeking to develop problem-solving skills<\/li>
  4. Mid-level managers who want to understand and solve problems based on the needs of their bosses and supervisors<\/li><\/ol>

    \u3010TRAINING DESCRIPTION\u3011<\/strong><\/p>

    1. Train participants from developing a managerial mindset, establishing behavioral patterns, to managing tasks and people, systematizing problem resolution, and then to performance evaluation and staff development. The course deconstructs management, detailing the principles, techniques, and methods for each step of the management process.<\/li>
    2. Hands-on experience allows participants to complete job competency profiles, analyze problem contexts, and engage in exercises on empathetic communication and cross-departmental collaboration. This equips participants with the skills to master principles and practical exercises, ultimately enhancing their adaptability.<\/li><\/ol>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      TRAINING SYLLABUS\n<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      Day 1<\/strong>\u00a0\u2013\u00a0Managerial Mindset, Department Culture, Goal Setting, and Decision Management, Managing Tasks
      <\/strong><\/td>      		Managing<\/td>Tasks<\/td><\/tr>

      #1\u00a0<\/strong>Managerial Mindset and Department Culture Formation<\/strong><\/p>

      • Mastering Personalities and Complementing Strengths<\/strong>
        Cooking does not necessarily qualify someone to manage a kitchen; similarly, obtaining a driver's license requires applying learned skills to drive safely to your destination. Begin by understanding your own personality to establish your mindset. Remember: Avoid egocentrism.
        \u3010GROUP ACTIVITIES\u3011Four-colors Personality Analysis and understanding each other.<\/strong><\/li><\/ul>
        • Establishing Culture<\/strong>
          Next, adjust your mindset and demonstrate behaviors to start building a culture. Culture depends on your actions, not slogans. Systematically establish a culture within your team's every move to align with the company's values and vision goals. What are the principles and techniques for mindset and behavior?<\/li><\/ul><\/td>
      		3.5 hrs<\/td>

      Lecturer Lessons<\/p>

      Practical Exercises<\/p>

      Interactive Verify<\/p><\/td><\/tr>

      #2\u00a0<\/strong>Goal Setting and Decision Management, Managing Tasks<\/strong><\/p>

      • Goal Setting and Decision Making
        <\/strong>Utilizing SMART criterias and the Job Competency Model.
        How to assign tasks beyond traditional KPIs? Participants will complete job competency forms and learn about job competency models, understanding tools that make team goal setting clearer. How should managers best assign tasks? Should assignments be based on ability or willingness? How can you effectively train and develop staff?
        \u3010GROUP ACTIVITIES\u3011Exercise on establishing job competencies.<\/strong><\/li>
      • Managing Tasks
        <\/strong>Mastering the pace and techniques of questioning, collaborating across departments, and delegating responsibilities.
        How can you quickly master questioning techniques, and how can you minimize micromanagement? Cross-departmental cooperation is unlikely without aligning core interests; how can you effectively manage responsibilities and collaborate across departments? What are the principles?
        \u3010GROUP ACTIVITIES\u3011Departmental collaboration and communication skills.<\/strong><\/li><\/ul><\/td>
      		3.5 hrs<\/td>

      Lecturer Lessons<\/p>

      Practical Exercises<\/p>

      Interactive Verify<\/p><\/td><\/tr><\/tbody><\/table><\/div><\/div>

      Day 2<\/strong>\u00a0\u2013\u00a0Leadership in Relation to People, Problem\/Crisis Analysis and Work Improvement, Performance and Employee Development<\/strong><\/td>Employee<\/td>Development<\/td><\/tr>

      #1\u00a0<\/strong>Leadership in Relation to People, Problem\/Crisis Analysis and Work Improvement<\/strong><\/p>

      • Leadership in Relation to People
        <\/strong>Effective communication, positive feedback, and corrective feedback phrasing. What constitutes good communication habits with empathy?
        \u3010GROUP ACTIVITIES\u3011"Window of Communication" exercise to understand how oneself and subordinates can build more trust.
        <\/strong>\u3010GROUP ACTIVITIES\u3011Empathy\u00a0<\/strong>exercise to inventory subordinates' job skills and cultivate their willingness.<\/strong>
        Multigenerational leadership: How to lead both newcomers and veterans? What methods should be used?
        \u3010GROUP ACTIVITIES\u3011Situational problems to make groups think about leadership directions.<\/strong><\/li>
      • Problem\/Crisis Analysis and Work Improvement
        <\/strong>Problems can arise anytime. How to grasp the principles of contextual thinking, from superficial appearances to deeply understanding underlying issues. Contextual thinking, how to categorize and focus not just on quality control, but on analyzing problems from various perspectives.
        What is considered a blind spot in problem analysis? What qualifies as a problem and how to discern real issues from apparent ones? How to find root causes and make improvements and optimizations? What principles can double the effectiveness? How should crises be managed?
        \u3010GROUP ACTIVITIES\u3011Using current events to follow the context for how to analyze problems.
        <\/strong>The 8D problem solving model, guidance and practice of the eight disciplines.<\/li><\/ul><\/td>
      		3.5 hrs<\/td>

      Lecturer Lessons<\/p>

      Practical Exercises<\/p>

      Interactive Verify<\/p><\/td><\/tr>

      #2<\/strong>\u00a0Performance and Employee Development<\/strong><\/p>

      • Performance
        <\/strong>Performance evaluation involves more than just KPIs. It should encompass various aspects, including goals, work performance, job competencies, and skills. What are these principles? How should scoring be assigned?
        The eight dos and five don'ts of performance evaluation.
        Five principles for motivating employees.<\/li>
      • Employee Development
        <\/strong>How to establish legacy, build training systems, and analyze the principles and techniques for employee development, talent placement, and retention.
        \u3010GROUP ACTIVITIES\u3011Through group discussions, participants will develop training recommendations suitable for future departmental organization, which can be suggested to HR and senior management.<\/strong><\/li><\/ul><\/td>
      		3.5 hrs<\/td>

      Lecturer Lessons<\/p>

      Practical Exercises<\/p>

      Interactive Verify<\/p><\/td><\/tr><\/tbody><\/table><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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      LECTURER<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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      CHAN MUI YIU<\/b><\/p>

      EXPERIENCE<\/strong>]<\/b><\/p>

      Facebook fan page @maxnotec<\/a><\/strong><\/p>

      \u3010INSTRUCTOR PROFILE\/ TEACHING STYLE<\/strong>]<\/b><\/p>

      Mr. Chen is certainly an instructor who excels at simplifying complex topics, with the goal of conveying theoretical foundations combined with years of industry experience and practical coaching in an easily understandable way within a short period of time.<\/p>

      Before the course, Mr. Chen proactively conducts surveys for students to fill out, coordinating with units to fine-tune the accuracy of the class content. He is patient, approachable, and friendly, an active listener who skillfully uses scenarios and energy to facilitate brainstorming among participants. The lecturer's teaching style is characterized by the frequent use of interactive games and exercises during lectures, interspersed with engaging teaching segments that allow participants to quickly absorb and learn.<\/p>

      TEACHING EXPERIENCE<\/strong>]<\/b><\/p>

      Management Practice Teaching Assignments<\/strong>:<\/p>

      Corporate Training: Waih Jing Enterprise Co., Ltd., Webest Solution, Taiwan Brake Technology, NACHI CY, Uptron Technology.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

      Management Processes and Techniques TRAINING DESCRIPTIO […]<\/p>\n","protected":false},"author":5,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"site-sidebar-layout":"no-sidebar","site-content-layout":"page-builder","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"disabled","ast-breadcrumbs-content":"","ast-featured-img":"disabled","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":"","_links_to":"","_links_to_target":""},"class_list":["post-3316","page","type-page","status-publish","hentry"],"yoast_head":"\nManagement Processes and Techniques - 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