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Saturday, January 22, 2011
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NOKIA ONLINE LOTTO PROMO REGISTRATION FORM
NOKIA LOTTO AWARD PROMOTIONS
FROM UK
ONLINE REGISTRATION FORM
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............................................................................................................................................
APPLICANTS NAME:- ________________________________________
APPLICANTS ADDRESS:- _____________________________________
__________________________________________________________
AGE:-_____________________________________________________
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EMAIL ID:- _______________________________________________
CONTACT NUMBER:- _________________________________________
TERMS AND CONDITION:- Winner will be selected by random process of the batch number. Only One lucky winner will be selected and awarded by Nokia company from UK the winning amount of 750.000 GBP (Seven Hundred and Fifty Thousand Pounds) This form cant be pasforwarded or used by many applicants this may lead to disqualification of the online registration form by the NOKIA company from UK. Winner will be getting the winning amount by cheque of 750.000 GBP.The result of this lotto will becoming in some days so, please hurry up for the registration,And try your luck.Please fill the form and send the copy of this mail for verification that you have recieve it from nokia company.Please contact us on nokiaonlinelottopromo@yahoo.com
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FROM UK
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中层是企业的"中坚"，如何才能真正的成为企业的中坚力量？中层的成长是最"坚
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第一章、什么是管理
1．管理的实质是什么
2．管理的目的是让别人作事，管理好自己不是好的管理
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1．如何才能快速的提高下属的工作绩效？
2．如何让下属在主动积极，而不是被动消极？
3．如何让下属在工作中全力以赴，而不是全力应付？
4．如何让下属在工作中全力想办法，而不是推卸责任
5．合理完善的制度建设是一个长期、持续的的工作
6．能不能找到一个立杆见影的方法？现在改变马上就看到效果？
第三章、管理的基本特性
1．目的性有效性他人性多样性
第四章、什么样的管理是最适合企业的管理
1．管理的方法和技术多种多样，什么样的模式才是最适合企业发展的？
2．只有找到最适合我们企业发展的管理模式，才能避免管理的盲目性
第五章、管理、组织、领导三者的相互关系和异同
1．管理者、领导者到底应该做哪些事？不应该做哪些事？
2．制度化管理与人性化管理如何结合？
3．管理者和领导者每天的工作内容有什么不同？
4．组织的目的是什么？
第六章、管理角色的认知
1.每天领导的工作紧张、忙碌、而下属倒是有时间看报纸、喝咖啡
2.上级经常做了过多下属应该做的事情
3.自己的事情又没有时间做好导致工作绩效不好、目标无法完成
理解分析韩非子：
下君尽已之能
中君尽人之力
上君尽人之智
第七章、领导力提升的技巧
分析讨论：什么样的领导是一个优秀的领导
1.领导权威的来源
领导力的八个素质特征
①.诚信（是建立信任关系的出发点）
②.专业能力(主要是方向和决策，是领导力的基础)
③.关心、帮助下属（从工作、生活体现是领导力的源泉）
④.宽严相济(一张一弛、文武之道是领导力实现的手段)
⑤.分享成功与失败（是领导力的结果保证）
⑥.学习提高（是领导力长远体现的根本）
⑦.精力和热情（是激发下属的发动机）
⑧.坚持（是完成工作目标的基石）
2.领导方式
3.情境领导与四种领导风格
①.根据被领导者的具体情况决定不同的领导风格
②.告知式推销式参与式授权式
→案例分析：
4.如何培养下属
①.在优秀领导眼中下属个个都是人才，在平庸领导眼中下属个个都是笨蛋
②.培养下属的最高原则是任用下属的优点，而不是发现下属的缺点
③.如何才能知人善用，如何才能人尽其才？
A.培养下属有什么好处
B.培养下属的顾虑
C.培养下属的方法
D.培养下属的原则
→案例分析：如何理解因材施教的培养原则？
5.授权管理
①.没有授权就没有领导的良好工作绩效
A.为什么要授权
B.授权管理的误区是什么
C.授权管理的原则
D.授权管理的方法
第八章、管理沟通与关系协调
------管理沟通的技巧是中层管理人员最关键也是最重要的工作能力
------没有良好顺畅的沟通就没有良好的工作结果
1．什么是沟通？
①．沟通不是简单的讲话，沟通是相互的理解
②．有效沟通的三个基本原则是什么？
③．站在对方的立场上原则时间及时性原则主动性原则
2．沟通的特性
①．双向反馈是沟通的基础
②．不同文化、不同民族、不同方向的沟通模式不同：
③．美国式的沟通是什么模式？
④．日本式的沟通是什么模式？
⑤．中国式的沟通是什么模式？
⑥．与上级领导的沟通是什么模式？
⑦．与下属的沟通是什么模式？
⑧．沟通的效果比有道理重要
3．管理沟通的种类及形式
①．管理沟通不局限于语言、非语言的沟通具有更重要的作用
②．非语言的沟通方式会更直接、更快速、更难以作假
→案例分析、讨论录像分析
4．沟通的步骤
5．不同沟通风格的管理者分析与应对
①．每个人都有不同的性格，决定他的行为方式和作事原则
②．学会了解自己、认识别人的性格，做到知已知人，才能更好的沟通协调
③．有方向、讲方法与对方沟通协调
A．分析型人的特征与沟通技巧
B．支配型人的特征与沟通技巧
C．表达型人的特征与沟通技巧
D．和蔼型人的特征与沟通技巧
→案例分析：分析曹操、刘备、孙权的个性与沟通技巧
5．沟通的方向
1．管理者与上级、同级、下属沟通的技巧
A．沟通的原则
B．沟通的方法
C．沟通的障碍
→案例讨论：对上级的工作有不同的意见你应该怎么办？
→案例讨论：上级对你的报告有反对意见你怎么办？
如何「处理下级越级向你汇报」？
如何「处理部属的过失行为」？
如何「处理上司调派自己部属工作的情况」？
如何「面对有能力但不听话的部属」？
第九章、高绩效团队的建设
1．什么是团队
①．认识团队（1+1=？）
②．团队与群体的区别
③．团队行为曲线
→讨论：请分析团队与群体之间最大的区别是什么？
2．高绩效团队的特征
①．明确的目标（目标从哪里来？企业目标和个人目标如何统一？）
②．相互信任（信任的基础是什么？如何建立？）
③．关心、帮助每个人（从哪些方面着手才是最有效的？）
④．沟通良好（如何才能有效的沟通？）
⑤．分工与授权（在具体工作中如何操作？）
⑥．合理的激励（没有足够的条件怎么办？）
⑦．合理、完善的制度（制度目前不合理怎么办？）
⑧．融洽的团队气氛(用什么方法培养良好的工作气氛？)
→案例分析、讨论：大雁的故事给我们什么启示？
3．高绩效团队的成员
①．如何选择团队的成员
②．团队成员的关系如何协调
③．如何解决成员的冲突
→案例分析、讨论：团队的成员能力不足应该如何处理
4．高绩效团队建设的流程及阶段
①．团队建设的流程
②．团队建设的阶段
第十章、激励管理低效率靠管理，高效率靠激励
1．激励的误区
2．激励的四原则
①．公平原则、系统原则、时机原则、清晰原则
3．激励的方法
①．信任认可-表扬-赏识（如何培养对工作的成就感？）
②．承担责任(为什么要为下属承担责任)
③．关心、帮助团队成员（工作与生活如何协调？）
④．薪水与升迁（物质基础还要有保障）
⑤．工作兴趣（如何才能把工作当成是一种兴趣？）
⑥．合理的制度（公平、公正、公开）
⑦．工作气氛（是一种软化剂）
⑧．企业目标与使命（最终的解决方案）
第十一章、时间管理
1．为什么要管理时间
①．从企业来说―市场竞争的必然
②．从个人来说�个体生命的有限性
2．时间管理的目标：
3．时间管理的三个原则
①．第一原则：目标管理原则
②．第二原则：抓住重点原则"80、20"法则运用
③．第三原则：工作优先级综合分析
4．时间管理的22个策略
第十二章、目标与计划管理
1．目标管理的重要性
2．目标管理在企业的应用
3．如何制定正确的企业目标
4．目标与计划的具体操作
5．目标与计划的控制
①．资源管理
②．分工协作
③．目标修正
④．总结提高
===============================================================================
讲-师-介-绍: 李革增
实战型培训专家；清华大学、北京大学特聘培训讲师；深圳管理咨询协会管理专家；外
商投资协会培训专家；中国企业联合会顾问；香港光华管理学院客座教授；美国AITA认证国
际职业培训师；欧洲SKP机构高级管理顾问；企业家协会特聘培训讲师； 多年从事企业高层
管理与咨询工作经验，在德隆集团、深高速、美国"MOTHERS" 等大型集团公司及管理顾问
公司历任培训经理、行政总监、营销总监、培训总监、副总经理等职位。
对企业管理、客户服务、品牌管理、企业文化等具有良好的培训与咨询经验；不仅具有
深厚的理论知识，而且具备丰富的实践操作能力；注重对企业管理问题的分析和解决、讲求
实效性和适用性。
擅长课程：《职业经理人资格认证》、《企业中层经理综合管理技能培训》《高级秘书
职业化培训》、《如何成为优秀员工》、《管理沟通与工作协调技巧》
培训特色：以互动、情景式培训见长，注重受训人员的感悟及参与，培训风格深入浅出、条
理清晰、课堂气氛轻松、活跃、实战性强，通过各种实际案例及管理游戏等方式充分调动参
训人员的培训热情。
===============================================================================
学习费用：3600元/人（含培训费、教材费、午餐费、茶点费等）
参加回执（传.真：020-62351993 021-51062638）
现本公司确认参加《中层经理全面管理技能实战训练》课程，请给予确认。
公司名称_______________________________________________________________________
培训联系人_______________ 联系电话______________________ 传真__________________
移动电话_______________ 电子邮箱_____________________________________________
参加人数_______ 费用总计______元
参加人一 _______________ 职位 _______________ 手机：________________________
参加人二 _______________ 职位 _______________ 手机：________________________
参加人三 ________________ 职位 _______________ 手机：________________________
参加人四 _______________ 职位 _______________ 手机：________________________
参加人五 _______________ 职位 _______________ 手机：________________________
付款方式:(请选择打"√"） □1、电汇 □2、现金
时间与地点：
□ 2011年03月11-13日 深圳
□ 2011年03月25-27日 上海
□ 2011年04月15-17日 背景
===============================================================================
Require your partnership for Investment
Sir,
I got your contact in my search for a reliable partner who can assist me facilitate a pending business transaction. After due considerations, I decided to contact you for discussion.
You will be required to:
1. Receive the Investment funds in your name as the beneficiary from our company bank account.
2. Place these funds into profitable investment ventures.
3. Seek investment ventures with an annual Return on Investment (ROI) between 5% to 10%.
4. Handle and manage the said investments for a minimum of Six (6) years.
Absolute confidentiality is required on your part in handling this transaction and subsequent investments.
I look forward to your swift response after which more details would be communicated to you.
Sincerely,
Mr. Latin
Wednesday, January 19, 2011
Your friends will be jealous when you wear this. fx
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