On 24 October, the Swedish Chamber of Commerce in China invites our members and friends to a full-day offline training in Suzhou about "Management Course for First-line Supervisors-From Experts to Managers" and this training will be conducted in Chinese language.

Introduction/课程介绍

More than 70% of front-line managers are promoted from technical experts. They often face the typical dilemma of "strong expertise but weak management":

• Difficulty in fitting the new role: Obsession with technical details, neglect of team goals, leading to "fire fighting" management style
• Inefficient execution : lack of a systematic approach, slow progress in tasks, and large fluctuations in team performance;
• Talent gap : subordinates' growth depends on "natural elimination", and there are no successors for key positions;
• Difficulty in cross-departmental collaboration: communication remains at the transactional level, conflicts occur frequently, and resource integration efficiency is low.

This course is based on the "productivity × production relations" model, focusing on the following core capabilities of technical managers' transformation (self-management, team management , talent cultivation, cross-departmental collaboration, and trust building ). Through "methodology + tools + scenario-based practice", it helps students achieve the following transformations :

· Get rid of old pattern: shift from an "individual contributor" mindset to a "team enabler" perspective

· Master the lever: Use 20% of key actions to leverage 80% of team effectiveness

· Gain experience: upgrade fragmented management behaviors into a replicable management system

企业基层管理者中，70%以上由技术骨干晋升而来，他们往往面临"专业强、管理弱"的典型困境：

• 角色脱节：沉迷技术细节，忽视团队目标，导致"救火队长"式管理
• 执行低效：缺乏系统性方法，任务推进缓慢，团队绩效波动大
• 人才断层：下属成长依赖"自然淘汰"，关键岗位无继任者
• 跨部门协同难：沟通停留在事务层面，矛盾频发，资源整合效率低

本课程基于"生产力×生产关系"双轮驱动模型，聚焦技术型管理者转型的以下核心能力（自我管理、团队管理、人才培育、跨部门协作、建立信任），通过"方法论+工具+场景化训练"，帮助学员实现以下转变：

· 摆脱惯性：从"个人贡献者"思维转向"团队赋能者"视角

· 掌握杠杆：用20%关键动作撬动80%团队效能

· 沉淀经验：将碎片化管理行为升级为可复制的管理体系

Target Audience/目标学员

First-line managers, senior shift leaders, production managers in the manufacturing industry.

制造行业的一线管理人员、资深班组长、车间主任、生产经理等。

Teaching Method/授课形式

Lectures, video demo, case study, practical exercise课程讲授、视频演示、案例分析、学员练习

Outline/培训大纲

第一讲：从兵到将 做好督导者

· 从技术到管理

1.大多数是技术的能手

2.大多数是岗位标兵

3.靠自己能力把事情做好

4.习惯单打独斗，亲力亲为

5.虽然是团队管理者，但仍用过去当员工的方法做事，力不从心

· 管理者四件事情

1.管好自己

2.管好工作

3.管好下属

4.辅佐上司

· 管理者的角色认知：督导的诠释

1. 督：监督、检查、要求

案例分析：周转箱的改善

2. 导：教导、引导、领导

案例分析：导的运用

· 管理者的岗位职责

1.管理者完成的五大指标

2. 管理者的岗位职责

案例分析：做、教、管

· 管理者的角色转变

案例分析: 如何从管人理事转变管事理人

1.管理员工的四步法

案例分析: 员工请假

第二讲：带好下属，建立信赖

· 管理者的责任图

1.管理者是通过部属管理者完成工作

2.管理者与部属之间存在一条关系线

· 打造信赖关系的基本要诀

1.告知部属工作情形

2.表现好时及时表扬

3.有异动事先能知

4.充分发挥部属的能力

· 人问题发生的四种类型

1.预想到的

2.感觉到的

3.找上门的

4.自己跳进去的

· 部属问题的处理四阶段法

1.掌握事实

2.慎思决定

3.采取措施

4.确认结果

案例分析：张强的故事

案例分析：不服从命令的下属

案例分析：新任干部

Trainer/讲师

Jason Wang

Date/日期

24 October, 2025 (Friday)

Time/时间

9:30 - 17:30, Beijing Time

Price/价格

Member: 2650 RMB

Non-Member: 3650 RMB

Early Bird for Members only: 1950 RMB (valid until 1 Oct., 2025)

Small (3-5 people) & large group (10 people) tickets are also available, please contact jonatan@swedcham.cn for more info about group ticket.

Language 培训语言

The workshop will be held in Chinese.

本次培训以中文进行

Venue 地点

HANZA 汉莎阿尔法电气（苏州）有限公司

中国（江苏）自由贸易试验区苏州片区苏州工业园区华云路20号东坊产业园B区1号楼3楼

Cancellation Policy

If you cannot attend a training for which you have registered, please cancel your registration no later than seven business days prior to the event. If you fail to notify us of your cancellation in a timely fashion, you will be charged for the training costs.

Fapiao (VAT Invoice)

Apply fapiao when purchasing a ticket, by inputting the Chinese entity name and tax ID (if the title is wrong, you will be unable to receive the Fapaio). Make sure your IT has whitelisted the domain "XX@hlzrkj.xyz​. E-Fapiao will be sent to your e-mail within 7 days after completed event (check spam folder). If the fapiao can not be received, please provide an alternative email or contact finance@swedcham.cn.