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1、一分钟经理人读后感一分钟经理人是有史以来最成功的商业管理著作之一，下面是出国留学网为大家搜集整理的一分钟经理人读后感，欢迎阅读与借鉴。一分钟经理人读后感(一)阅读了美国20 年来最畅销的管理学作品一分钟经理人后，我在对人员的高效管理上有了一种全新的认识，并对如何管理好自己，做自己的领导者方面也获益匪浅。其作者肯尼思布兰查德，通过新颖的形式、生动的形象和通俗的语言介绍了一种如何做好经理人，如何进行有效管理的管理方法。书中用一种独特的方式(更多的是以对话的形式)告诉我们管理的“常识”，即“一分钟的目标”，“一分钟称赞”、“一分钟批评”，做到这样的经理才是书中所谓的“一分钟经理人”。的确，这三个简单
2、实用的秘诀浓缩了管理的精髓：目标明确具体，奖惩及时到位!目标是前提，是基础。它为我们指引方向，提供动力，使我们的生活并然有序。据哈佛大学一项广为熟知的调查数据显示，人生有目标与无目标、目标清晰与不清晰、目标的持久与不持久所带来的人生结局是完全不同的。他们对一批人跟踪调查25 年后发现，有3%的人目标清晰且长久，25 年来这些人几乎都不曾更改过自己的人生目标，他们始终都朝着目标所指方向不懈努力。25 年后，他们几乎都成了社会各界的顶尖级成功人士，他们中不乏创业者、行业领袖、社会精英。有10%的人有清晰的短期目标，他们大都生活在社会的中上层 ，他们的共同特点是：那些短期目标不断被达成，生活状态不断
3、上升，成为各行各业不可或缺的专业人士，人生充实而有威望。有 60%的人目标模糊，几乎都生活在社会的中下层，他们能安稳的生活与工作，但都没有什么特别的成绩。有27%的人人生几乎没有目标，他们都生活在社会的最底层，几乎都过着不如意的生活，常常失业，靠社会救济，并且常常都在抱怨他人、抱怨社会、抱怨世界。由此，作为一名经理，首选要做的就是为自己确立一个清晰、长期、可行的目标，带动和督促自己的下级确立属于并适合他们自身的工作目标。工作目标模糊者，没有方向，没有动力，永远只能在生活的荆棘林里颠簸，停滞不前，其下属也只能是在黑暗中挣扎。正如特尼尔先生所说的，制定一分钟目标很简称：1.对目标的意见一致。.知道
4、什么是有效的行动。.将你的每个目标用不超过250 个字写在一张纸上。.经常阅读每一个目标，而且每读一次只要一分钟左右。.从你的工作日里拿出一分钟检查一下你的工作。.看看你的行动是否与目标相符。文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码
5、:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6
6、T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码
7、:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6
8、T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码
9、:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6
10、T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1这也是值得每一个人去学习、去实践，最终成为第二个“一分钟经理人”。一分钟称赞是通过发现人们做对了什么，帮助他们充分发挥潜力。也是为了让我们管理者随时注意到称赞、欣赏对于
11、他人的激励作用。的确，人人都需要称赞。一些高明的领导者常常善用称赞的办法对员工施以激励，使员工足以在领导不在时坚持好好干，而这样神奇的效果正是我们每一个管理者所期待的，既然称赞欣赏他人可以让我们得“民心”，可以让下级毫无怨言地服从我们，那为什么我们还是要一味的“专制”?此外我们还可以自己称赞自己、做自己的领导者。即欣赏自己、称赞自己。善于欣赏自己、称赞自己并不是让自己妄自尊大，也不是显示和炫耀，而是一种自信、一种自尊、一种了解、一种人生的清醒和智慧、一种情绪的自我愉悦，一种行为的正向激励。其结果必然是拓展自己的能力，提升我们自身的人格品质。这其中要求我们自己每天都要用一分钟时间检视自己这一天的
12、收获，清楚这一天在目标之下自己做对了什么，做对的事情对目标的实现有怎样的积极作用，然后给予肯定和欣赏，并静静地体会这实实在在的收获给自己带来的充实。当然我们应及时的表扬员工，具体地告诉他们做对了什么，告诉他们，自己在为他们作对事情感到高兴;并且告诉文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4
13、 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8
14、Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4
15、 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8
16、Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4
17、 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8
18、Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1他们，他们的成就对公司和其他在这里工作的人都有帮助，鼓励他们再接再厉。真诚而及时的表扬，会是你管理人员中成功的重
19、要部分。一分钟批评应该是及时的，当你看到或发现某种不正确的行为时，你应该马上去找那个人。相信一般的管理者大都是，开始待人以严，然后知人善任，对于这种方式，经理们培训出了不少栋梁，取得了不少佳绩。而我们也不乏需要自我批评，即自己要每天都对自己的行为及时地作以反省、反思和批评，克服属于你自己的坏习惯，克服了坏习惯，剩下的就都是好习惯了。当然，人无完人，成功者之所以成功是因为他的好习惯多，坏习惯少。无论是批评还是自我批评都应该是在帮助人克服坏习惯，走向完善、走向成功!总之，作为经理人，在对公司的日常运营管理中，一定要以人为本，关注每个人的行动和状态。要能知道员工在做什么，做得怎么样，根据实际的情况，
20、确立月度，年度目标，使整个部门员工有一个明确的工作目标，关键就在于：确立明确的目标，然后通过表扬与批评相结合的方式来固定执行者及下线人员的行为方式，从而使其行为变得更加符合预期，更加值得信赖。正如作者所言，那些自我感觉良好的人能做出更出色的业绩，人们总是愿意重复那些为自己带来赞扬的动作，而且没有一个人愿意被从人格上彻底否定。一分钟经理人读后感(二)公司为了提升经管职员文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q
21、8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H
22、4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q
23、8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H
24、4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q
25、8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H
26、4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q
27、8Q8R1的经管才能，公司作为批收贸易行业，更应该要把这样好的经治理念传授到公司的每个经管团队。做好事项日清，日必本则。这样就愈减要求经管职员有着好的经管举措操纵到事项中，此书一分钟经理人它将平常事项中的经管实际、经管材干简单地回纳成了三句话：“一分钟方针”、“一分钟赞誉”、“一分钟攻讦”。简单但尽对精粹，它稀释了经管的精华和基前导收轫基本则：方针明确具体，奖奖及时到位。它不成是经管者，不但仅规模于事项中，关于员工，关于家人，都可具体操纵和教习，可以或许道举措简单、随意马虎践诺、行之有用。一分钟方针：一个经理人，他做一个奇迹出有方针即是出有基石，自然就不会有人与之做无谓的牺牲贡献。所以“一分钟
28、方针”尽对是告成的根底。每天花一分钟回念本人所做的戮力能可与本人的方针具有分歧性，及时的摆正方针，少走歪路，这就相当于更接近方针。一分钟褒扬：大师都需要赞誉，我也如此。下明的向导者常常擅用赞誉的法子对员工施以鼓励，或用物质鼓励，或用精神鼓励，不同的员工用不同的鼓励举措。方针还是一个，让员工为着本人的方针更好更热忱更积极的事项，即使本人不在的时候也能自发戮力奋斗。关于向导者本人也应该有必然的自我赞文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S
29、7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文
30、档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S
31、7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文
32、档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S
33、7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文
34、档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S
35、7X6T2A8 ZI1T6Q8Q8R1美光阴。这并不是显示和炫耀，而是一种自信自负、一种苏醉和聪明、一种感情的自我愉悦，一种行动的正背鼓励。一分钟经理人读后感(三)，字也不多，作者一直用对话这种独特的形式将一分钟经理人的管理哲学娓娓道来，完全感受不到教条式理论。带着浓厚的兴趣，利用一个上午的时间通读了这本书，对我来说，了解这种管理方式，有所感悟，从中发现一些简单的道理，虽然不一定准确，只要对自己未来的学习和生活都有所助益，想来就是件愉快的事。纵观全书其实重点在讲两层含义，即：学习如何管理，另一方面学习如何被管理。作为管理者如何有效的进行管理，对待下属及时的做到目标明确、奖罚及时到位，也就是所谓
36、的一分钟管理哲学：一分钟目标，一分钟称赞和一分钟批评，延伸发展开就有了张瑞敏的“日事日毕，日清日高”。如此简单的管理方式究竟是如何起到作用的呢?就如目前公司中普遍存在的员工上班无精打采或者无所事事，不愿意去干事，在离下班还有半个多小时的时候就已经翘首盼望班车是否到位，考勤基本成为每天上班最大的任务。追究原因就是很多员工不知道目标在哪里，甚至于多数的中层管理者都不知道自己改完成什么样的工作，或者只是被动的遇事解决事。假如再出现领导要求的随意变化、执行过程中的能力问题、可支配的权利与责任等等，整个组织将被消极情绪所笼罩，部门之间、员工与文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI
37、1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N
38、3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI
39、1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N
40、3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI
41、1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N
42、3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI
43、1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1员工之间各种推诿、扯皮层出不穷。解决此类问题，不妨在公司内首先将一分钟目标的诀窍付诸实践，在管理工作中，部门主管的实际工作就是树立本部门的目标，然后引导协助员工去完成目标，这个目标必须简明扼要，当然设立目标的前提必须是管理者期望值，这时写下来就显得很必要了，方便被管理者检查目标，比较绩效，再看看自己的行为是否符合目标，要做到这一步管理者必须与下属彼此尊重对方，平等相待，同时相信下属自身管理的能力，耐心的引导。要真正实现
44、共融，是一件需要强烈责任心、耐心、宽容心和知识的事，对管理者自身管理素质及能力都有很高的要求，就目前公司人员思想理念水平，转变还是有很大难度的。目标有了，在向目标前进的过程中必然要注意的是效率，效率体现在数量和质量的双重增加，如何提高效率，一分钟称赞和一分钟批评进行及时到位的奖惩。人都是有不同程度的惰性的，需要鞭策和激励，物质奖励是主要手段，但日常的称赞可以使被称赞者看到自己的工作成果被肯定，自己的努力得到一定回报，可以进一步改进工作。一分钟称赞的诀窍更在于称赞的方式，对管理者提出更高的要求，要时刻关注下属的行为，要善于发现下属的闪光点而及时的去称赞他，同时去忽视下属那些小错误小失误，因此管理
45、者必须要有包容之心。关于称赞，其实也可以延伸去看，一分钟“经文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 Z
46、I1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2
47、N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 Z
48、I1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2
49、N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 Z
50、I1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2N3R5H4 HO1S7X6T2A8 ZI1T6Q8Q8R1文档编码:CV8E2