「管理職はきつい...」と感じるメカニズムを組織論の観点で解説します！

Hello! This is Taka-shacho. Taka-shacho's Team D University is broadcasting with the theme of "reducing the number of people suffering in organizations throughout Japan." "Let's make life more enjoyable through team building!" ━━━━━━━━━━━━━━━━━━━━━ ▼Register on Twitter here!   / s_takano_team_d   ▼Facebook here   / shunichi.takano1   ▼Official website here https://www.teamd.co.jp/ ▼First book on team building: "Delegate that job to your subordinates." [Now on sale!] https://amzn.asia/d/5Ay65sb ▼Second book on team building: "The Team Building Textbook" [Continuously reprinted!] https://amzn.asia/d/9akAkj1 ▼For interviews, collaborations, and work requests, please contact us here! https://www.teamd.co.jp/contact/ ▼Please leave any questions regarding organizational development in the comments section! ━━━━━━━━━━━━━━━━━━━━━ Taka President's Team D University Shunichi Takano Profile ━━━━━━━━━━━━━━━━━━━━━ ▼Taka President's "Self-Introduction Video"    • 【自己紹介】タカ社長のチームＤ大学！タカ社長って誰？何をしている人？どんな実績がある...   Born in Tokyo in 1978, raised in Saitama Organizational Development Consultant. He spent 13 years involved in organizational development at Japan's largest consulting firm, and received the "Consultant of the Year" award, given to the most outstanding among over 300 consultants. He has planned and conducted 200 training sessions annually, and has been involved in organizational development for over 20,000 business leaders. He established "Team D Co., Ltd." in 2012 and is currently its representative. He focuses on building strong teams within expanding organizations. He has a reputation for his skills in empowering subordinates and creating the strongest possible organizations where each individual is driven by their goals. At age 22, his first job at the consulting firm he joined after graduating was "restructuring at a major corporation." Outraged by the way organizations discarded employees who had contributed to the company for many years, he vowed to "eliminate organizational injustice from the world." At age 24, he moved to the department that consults for restaurant companies. The restaurant industry is highly volatile, and organizations that perform well tend to weaken as they expand, losing their competitiveness. He worked diligently with each company, realizing the need for "organizational design" tailored to the size of each company. At age 34, he became independent to provide truly effective support, delving deeper into "building the strongest teams" for each company. Simultaneously, he began working on "creating miraculous companies," targeting a limited number of six companies. We are currently working diligently to transform our client companies into ideal organizations by acting as external executives, designing organizational structures through meetings, interviews, and training, thereby increasing corporate engagement and profitability. Team D's mission is: To increase the number of "miracle companies" by even one To reduce the number of people struggling with organizational issues by even one We are the only organizational development consultant and business leader coach in Japan capable of building and designing the essential elements of organizational development: "meetings = decision-making processes," "interviews = empathetic relationships," and "training = a place for self-innovation and growth." (Title here) 0:00 Refuting the idea that "management is a punishment game" 1:18 Do managers actually feel like they are being punished? 2:04 Why did the idea that management is a punishment game come about? 3:53 Players face more penalties than managers 5:31 The importance of market value in a poorer Japan 7:55 Generally speaking, "white-collar" jobs are low-paying 8:18 The percentage of motivated Japanese people 10:15 Japan: "Corporate warriors" disappear and "corporate slaves" are added 10:47 White-collar or your own market value? 12:35 What kind of game is being a manager? 14:47 The worries of managers 17:19 Being a manager is a game called "management" 19:04 How to become a manager that others admire? 20:22 There are no managers I admire at my workplace. What should I do? 21:32 Being a manager is hard to know the right answer to! 22:31 How to balance the short-term and long-term growth of subordinates 24:19 What to do if you're a boss who's afraid of your subordinates failing and finds them troublesome 27:46 How to involve older subordinates 28:48 Selection criteria for assigning management positions 30:53 Won't the quality of managers decline as the hierarchy increases? 34:25 Management is precisely the skill that Japanese people need today ━━━━━━━━━━━━━━━━━━━━━ #Team D University #Organizational problems #Human relations