超市處長入職培訓(xùn)課件

1、處長培訓(xùn)手冊處長培訓(xùn)手冊DevisionDevision Head Seminar Manual2Carrefour Department Head TrainingHewitt Associates培訓(xùn)目標(biāo)培訓(xùn)目標(biāo)Training Objectivesv 了解如何管理我的團隊To know how to manage my teamv 了解如何管理時間To know how to manage my timev 了解如何制定行動計劃To know how to make an action plan3Carrefour Department Head TrainingHewitt Assoc

2、iatesKnow your employees the communication cycleasking questionsAssigning Tasks Active Listening Task assignment matrix Task assignment worksheetCommunicating ExpectationsSetting Objectives了解員工 溝通環(huán) 提問題委派任務(wù) 積極傾聽 任務(wù)委派矩陣 任務(wù)委派工作單表明期望設(shè)立目標(biāo)TEAM MANAGEMENT團隊管理團隊管理4Carrefour Department Head TrainingHewitt As

3、sociates培養(yǎng)關(guān)系培養(yǎng)關(guān)系Building Relationship信任 Trust=v 公正Fairnessv 坦誠Honestyv 開放Opennessv 平易近人Accessibility5Carrefour Department Head TrainingHewitt Associates管理交流管理交流Managerial Communication經(jīng)理Manager上司 Higher Authorities下屬Subordinates客戶 Customers同級管理者 Peers6Carrefour Department Head TrainingHewitt Associa

4、tes團隊溝通團隊溝通 Team Communicationv 信息即能量信息即能量Information is Energyv 能量可以是積極的能量可以是積極的 正極正極, 也可以是消極的也可以是消極的負極負極Energy can be + or - v 能量的能量的極極取決于溝通意愿與態(tài)度取決于溝通意愿與態(tài)度Energy Polarity Depends upon INTENTIONv 積極溝通為協(xié)同工作創(chuàng)造了機遇積極溝通為協(xié)同工作創(chuàng)造了機遇Flowing Positive Energy Creates the OPPORTUNITY for Teamwork7Carrefour Depa

5、rtment Head TrainingHewitt AssociatesGetting to Know Your Employees and the Communication Cycle 了解員工及溝通環(huán)了解員工及溝通環(huán)Thought 想法想法Words &non-words 言語和非言語言語和非言語Transmission 傳送傳送Reception接收接收Decoding 理解理解Feedback 反饋反饋Sender 發(fā)出者發(fā)出者Receiver接收者接收者8Carrefour Department Head TrainingHewitt AssociatesSome Facts A

6、bout Listening傾聽中存在的實際問題傾聽中存在的實際問題On Average, Typical Employees Listening Effectiveness in Only 25%通常，員工平均的傾聽效率只有25%v 3/4 of what employees hear is distorted in one way or another員工所聽到的信息中，3/4都在某種程度上受到曲解v the average listener understands and retains 50% of a conversation通常，傾聽者只能聽懂和理解50%的談話內(nèi)容wDrops t

7、o 25% forty-eight hours later48小時后，由50%下降到25%v Poor listening skills can create misunderstanding and a breakdown of trust between managers and subordinates不良的傾聽技能容易引起誤解，并對經(jīng)理與下屬之間相互信任的關(guān)系帶來負面影響9Carrefour Department Head TrainingHewitt AssociatesOvercoming the Communication Barriers克服溝通障礙克服溝通障礙v Asking

8、 Questions提問題v Active Listening 積極傾聽v Directing引導(dǎo)10Carrefour Department Head TrainingHewitt Associates交流程序技能交流程序技能Communication Process Skills如何提問如何提問? ?How to Ask?11Carrefour Department Head TrainingHewitt Associates三種不同類型的問題三種不同類型的問題Three Types Of Questions類類型型T Ty yp pe es s特特征征F Fe ea at tu ur r

9、e es s作作用用U Us sa ag ge e開放式問題OpenQuestions使用“什么”、“如何”、“為什么”和“請.”等詞語Use “What”, “How”, “Why”, &“Please.”不能用“是”或“否”來回答Cant be answered by “Yes” or “No”發(fā)掘?qū)Ψ降南敕ê陀^點Draw out others feelingsand opinions探究式問題ProbingQuestions更加具體化，使用“多少”、“多久”、“誰”、“哪里”、“何時”等詞語Be more specific, using “How many”, “Howlong”, “W

10、ho”, “Where”, “When”, etc.縮小信息收集范圍Narrow the focus封閉式問題ClosedQuestions只能用“是”或“否”來回答Can only be answered by “Yes”or“No”限制信息收集范圍Restrict the informationyou can gather12Carrefour Department Head TrainingHewitt Associates交流程序技能一：提問題交流程序技能一：提問題CP Skills #1: Asking Questions漏斗模式漏斗模式 Funnel Model開放式問題開放式問題

11、Open Question探究式問題探究式問題Probing Questions封閉式問題封閉式問題Closed Questions13Carrefour Department Head TrainingHewitt AssociatesExercises: How Well Do You Know Your Subordinates?Asking Questions 練習(xí)：練習(xí)：你對員工了解多少？你對員工了解多少？提問提問v How Long Has He/She Been Married?他/她是否已婚？v If Not, Does He/She Have a Fiance?如果未婚，他/

12、她是否有對象？v What Food Does He/She Like Best?他/她最喜歡吃什么？v What Hobbies Does He/She Have?他/她有何愛好？v What is His/Her Education Background?他/她學(xué)歷如何？v What is the Most Important Challenge in His/Her Work?他/她工作中最大的挑戰(zhàn)是什么？14Carrefour Department Head TrainingHewitt Associates不良的非語言傾聽習(xí)慣不良的非語言傾聽習(xí)慣Ineffective Nonverb

13、al Listening Habitsv回避眼神交流Avoiding Eye Contactv神情茫然Staring Blanklyv眉頭緊蹙Frowning Deeplyv不時地抬腕看表Often Looking at Your Watchv心不在焉不停地四處張望Being Easily Distracted Looking Aroundv坐立不安擺弄鋼筆Fidgeting Playing with a Pen15Carrefour Department Head TrainingHewitt Associates不良的傾聽習(xí)慣不良的傾聽習(xí)慣 一一 Ineffective Listening

14、 Habits #1v 打斷別人的話Interrupting the Speakerv 經(jīng)常轉(zhuǎn)變話題Often Changing the Subjectv 發(fā)脾氣Losing Temperv 評論講話人, 而非對方的信息Judging the Speaker Rather than the Messagev 貶低講話者Discrediting the Speakerv 使用情緒化的言詞Using Emotional Words16Carrefour Department Head TrainingHewitt Associates不良的傾聽習(xí)慣不良的傾聽習(xí)慣二二Ineffective List

15、ening Habits #2v 在頭腦中預(yù)先完成說話人的語句Mentally Finishing the Speakers Sentencev 只聽信息，卻不注意說話人的情感Listening Only for Fact and Not for Feelingv 當(dāng)對方還在說話時，就想著自己該如何回答Thinking about Your Response While the Other Person is Still Speakingv 急于下結(jié)論Jumping to Conclusions17Carrefour Department Head TrainingHewitt Associa

16、tes不良的傾聽習(xí)慣不良的傾聽習(xí)慣三三Ineffective Listening Habits #3v 你總是你總是/從不從不.You always/never. v 無所不知的態(tài)度無所不知的態(tài)度Know-it-all attitudesv 說話時總叨支煙說話時總叨支煙Individuals who smoke cigarettes while talking to youv 閉嘴閉嘴Shut up!v 心胸狹窄的人心胸狹窄的人Bigotsv 你從來都不聽你從來都不聽You never listenv 給他人施加壓力給他人施加壓力Pushy individualsv 你應(yīng)該做的是你應(yīng)該做的是.

17、What you should do is.18Carrefour Department Head TrainingHewitt AssociatesListening Actively積極傾聽積極傾聽Verbal Signals言語信號言語信號v 適當(dāng)使用認(rèn)同性詞語，如：啊.、呃.等Making Sounds Like: Ah., Mmm., etc.v 說：接著說，請再詳細談?wù)劦萐aying: Go on, Tell me more, etc.v 重復(fù)關(guān)鍵詞語Repeating Key Points on Wordsv 進行復(fù)述、意譯和引導(dǎo)Paraphrasing, Reflecting

18、& Directing19Carrefour Department Head TrainingHewitt Associates積極傾聽積極傾聽 一一 Active Listening #1v要傾聽對方話語中可能包含的四種含義要傾聽對方話語中可能包含的四種含義Four Possible Messages in Onev通過總結(jié)和意譯來建立相互之間的理解通過總結(jié)和意譯來建立相互之間的理解Summarize & Paraphrase to Establish UNDERSTANDINGw總結(jié)和意譯并不是簡單重復(fù)This is Not Repeating the Messagew也并不一定意味著贊同

19、Nor Does It Indicate Agreement20Carrefour Department Head TrainingHewitt Associates積極傾聽常用語積極傾聽常用語Phrases to Demonstrate Active Listening v 聽起來您的意思好象是說.It Sounds Like What You Are Saying Is.v 聽起來您認(rèn)為最重要的是.It Sounds Like What Is Most Important to You Is.v 您的意思是說.So What You Mean Is.v 這么說，您最感興趣的是.So Wha

20、t You Are Most Interested in Is.v 您認(rèn)為貴公司業(yè)務(wù)員需要.You Feel You Operations People Will Want.v 我的理解是.What I am Hearing Is.21Carrefour Department Head TrainingHewitt Associates積極傾聽積極傾聽 二二Active Listening #2v 表明你的參與表明你的參與Be present: w表明自己的理解Communicating your understandingw正確的體態(tài)語言- 全身心地傾聽Correct body langua

21、ge- a whole body listenerv 促進促進/保持能量流通和心靈的溝通保持能量流通和心靈的溝通 Promotes/Maintains Energy Flow & MindLinkw控制自己情感的熱線按扭Control your emotional Hotbuttons22Carrefour Department Head TrainingHewitt Associatesv 緩和一場爭執(zhí)或一個緊張的局面 Calms a Conflict or an Intensive Situation v 有助于控制自己的情緒，建立良好的關(guān)系 Helps You Control Emoti

22、ons and Build a Constructive Relationshipv 鼓勵對方提供信息 Encourages Other People to Share Information 積極傾聽積極傾聽三三Active Listening # 323Carrefour Department Head TrainingHewitt Associatesv 加強對方對自己的信任感Increases the Other Persons Trust in Youv 給對方一個澄清或解釋的機會Gives Others a Chance to Clarify or Explain v 幫助對方澄清

23、觀點Helps Other People Clarify Their Own Thinkingv 強調(diào)要點Emphasizes Important Points 積極傾聽積極傾聽四四Active Listening # 424Carrefour Department Head TrainingHewitt Associates有效溝通有效溝通 - 努力理解對方努力理解對方理解與思考4耳靜下心來減少感情因素探究了解更多的信息再思考反饋你的理解評估問題，不是這個人他的感受是什么看重他人的價值事實，意見25Carrefour Department Head TrainingHewitt Associ

24、atesEffective Communication - Aiming for UnderstandingUnderstand &Reflect use 4 EarsPacify to reduceemotional intensityProbe Question: to seek more informationReinterpret present themessage you heard in a new lightEvaluateProblem: notthe personHow is the person feeling?Value the otherpersonWhats Fac

25、t?Whats opinion?26Carrefour Department Head TrainingHewitt Associates練習(xí)：練習(xí)提問和積極傾聽練習(xí)：練習(xí)提問和積極傾聽Exercise: Practice Questioning and Active Listening三人一組Groups of Threev輪流提問和傾聽Take Turns to Question and Listenv圍繞三個開放式問題尋找答案Start with Three Open Questions Probe around the Answersw你在團隊中的職責(zé)是什么？What is your

26、role on the team?w您在完成團隊目標(biāo)中起什么作用？How does your role support the teams goals?w您在勝大超市最滿意的一次工作經(jīng)歷是什么？Tell me about a highlight in your time at Carrefour?27Carrefour Department Head TrainingHewitt Associates委派任務(wù)委派任務(wù)Assigning Tasksv People and Task Considerations以人和任務(wù)為導(dǎo)向v Cross-training 交叉培訓(xùn)v Building Bac

27、k-up 備份v Assigning Task 委派任務(wù)wTask assignment worksheet任務(wù)委派清單28Carrefour Department Head TrainingHewitt Associates技能儲備技能儲備Skill InventoryTask任任務(wù)務(wù)Employee員員工工Renew T.G.更更新新促促銷銷架架ChangPriceTagsUpdateinventoryPrepareReturnsHoldBriefingsChangeAssortmentDelegatetasks tosubordinatesMarketSurvey市市調(diào)調(diào)Peter123

28、13213Alice23211222John23223321Simon23212223George22222232Sam112122121=Can Perform Well 2=Can Perform 3=Needs to Learn 1=可以做好 2=可以做 3= 需要學(xué)習(xí)29Carrefour Department Head TrainingHewitt Associates委派時需考慮的兩個因素委派時需考慮的兩個因素Two Factors to Consider when Delegating任務(wù)Task人員People分析任務(wù)Analyze the Task分析人員Analyze th

29、e People考慮任務(wù)的總體/具體目標(biāo)Consider Your TaskGoals and Objectives考慮員工發(fā)展的總體/具體目標(biāo)Consider Your Employee Develop-ment Goals and Objectives找到合適的平衡點 Find the Appropriate Balance Point+30Carrefour Department Head TrainingHewitt Associates任務(wù)分析和人員分析任務(wù)分析和人員分析Task Analysis and People Analysisv 重要性和緊迫性(安排輕重緩急)? Impor

30、tance & Urgency (Prioritizing)?v 所需的技能與知識Skills and Knowledge Requiredv 所需的經(jīng)驗水平Level of Experience Requiredv 所需的證書Certification Requiredv 例行公事?Routine?任務(wù)分析任務(wù)分析 Task Analysis:了解任務(wù)了解任務(wù) Understand the Task人員分析人員分析 People Analysis:了解員工了解員工 Understand Your Employeesv 目前所持有的證書Certificate Heldv 能力水平(技能與知識)

31、?Level of Competency(Skill and Knowledge)v 質(zhì)量與速度Quality and Speedv 經(jīng)驗水平Level of Experiencev 發(fā)展目標(biāo)Development Goals31Carrefour Department Head TrainingHewitt AssociatesCommunicating Expectations表明期望表明期望v Manager-Employee Perceptions About What is Important經(jīng)理/員工認(rèn)為重要的內(nèi)容v Superior-Subordinate Expectation

32、 Misunderstanding上、下級期望差異v Communicating Expectations Worksheet表明期望工作單v Using Active Listening to Communicate Expectations通過積極傾聽來表明期望32Carrefour Department Head TrainingHewitt Associates 經(jīng)理和員工對重要要求的觀點和看法經(jīng)理和員工對重要要求的觀點和看法 Manager-Employee Perceptions About Important RequirementsManager Perception經(jīng)理的觀點

33、經(jīng)理的觀點Employee Perception員工的觀點員工的觀點重要的 Important不重要的Not Important重要的Important()()同意Agree()()誤解Misunderstanding不重要的NotImportant()()誤解Misunderstanding()()同意Agree33Carrefour Department Head TrainingHewitt Associates員工對工作的看法Job as Employee Sees It25%75%一致75Match25%經(jīng)理對工作的看法Job as Boss Sees It圖例Key:員工認(rèn)為是重要

34、的，而經(jīng)理卻不以為然的What the employee is paying attention to that the boss does notperceive to be important經(jīng)理期望員工注意而員工卻不以為然的What the boss expects the employee to pay attention to, but the employee does not perceive it as important經(jīng)理與員工的共識Areas of agreement between boss and subordinate上下級之間對工作期望認(rèn)識的差異上下級之間對工作期

35、望認(rèn)識的差異Superior-Subordinate Expectation Misunderstanding34Carrefour Department Head TrainingHewitt Associates指導(dǎo)與反饋指導(dǎo)與反饋Coaching & Feedback反饋：何為反饋？如何有效地進行反饋？Feedback: what it is and doing it effectively征求反饋意見Asking for feedback接受反饋意見Receiving feedback指導(dǎo)： 何為指導(dǎo)及有效地進行指導(dǎo)？Coaching：what it is and doing it e

36、ffectively安排時間Making the time35Carrefour Department Head TrainingHewitt Associates定義反饋與指導(dǎo)定義反饋與指導(dǎo)Defining Feedback and Coaching反饋Feedback在了解到員工的工作情況后，馬上讓他/她知道自己做得如何Letting people know what and how they are doing as soon as you know指導(dǎo)Coachingw 是一種雙向式討論，旨在提高工作業(yè)績A two-way discussion that aims to improve

37、 performance36Carrefour Department Head TrainingHewitt Associates指導(dǎo)與反饋指導(dǎo)與反饋Coaching and Feedback回想在自己生命中的某個人： 老師、父母、朋友-誰給過您好的指導(dǎo)與反饋意見Think of someone in your life - a teacher, parents, a friend - who was a good coach or mentor這個人好在哪里？What was good about that person?w 他們是如何做的？What did they do? w 您的感覺如

38、何？How did you feel?w 您的反應(yīng)如何？How did you respond?37Carrefour Department Head TrainingHewitt Associates反饋反饋Feedback反饋類型？What are the different types of feedback?積極的Positive消極的Negative改進的Corrective無反饋None什么是建設(shè)型反饋意見？ 為什么？Which are constructive? Why?38Carrefour Department Head TrainingHewitt Associates為什

39、么反饋和為什么反饋和“啤酒啤酒”相關(guān)聯(lián)？相關(guān)聯(lián)？Why do Feedback and BEER go together?v因為有效的反饋：Because effective Feedback:w 描述了具體行為describes the specific Behaviorw 包括所列行為的一個例子includes an Example of that behaviorw 描述該行為如何超出、達到或無法達到您的期望和要求describes how the behavior has exceeded, met or failed to meet your Expectationsw 描述這些行為

40、所導(dǎo)致的結(jié)果describes the Results of the behavior39Carrefour Department Head TrainingHewitt Associates主動反饋主動反饋Ownership of Feedback讓員工知道這些行為對您的影響Let the person know how the behavior has had an impact on youw這使得我的工作更容易了。謝謝 This has made my work a lot easier. Thanks.w因為我依賴于這些數(shù)據(jù)的精確性，這種狀況讓我很擔(dān)心This situation c

41、oncerns me because I rely on the accuracy of those figures.w請員工和你一起考慮下一步驟Invite the person to own the next step.w您如何看待這種狀況？How do you see the situation?w您認(rèn)為接下去要怎么做？What do you think needs to be done?40Carrefour Department Head TrainingHewitt Associates積極型反饋實例積極型反饋實例Positive Feedback: Examplev 你把貨物從儲

42、存區(qū)搬運到了貨架上，做得非常好(行動)。You have been doing a great job moving the merchandise from the storage area to the shelves(Action). v 上周你們店中基本沒有出現(xiàn)庫存積壓，并且商品流通情況完好(具體例子具體例子)Last week there was very little storage in your department and the merchandise flowed very well (Specific Example).v 商店經(jīng)理對此(結(jié)果)感到非常高興。謝謝！The

43、 Store Director was very happy to see that (Result). Thanks.行為Action具體例子SpecificExample結(jié)果Result41Carrefour Department Head TrainingHewitt Associates改進型反饋意見改進型反饋意見 - 例子例子Corrective Feedback - Examplev要及時完成每周報表，你似乎有點困難(行為行為)You seem to be having difficulty getting the weekly reports finished on time (

44、Action).v比如說，上周五， 我沒能在五點之前收到報表， 這已經(jīng)是在四周之內(nèi)第三次延誤了(具體例子具體例子)Last Friday, for example, I didnt get the report until 5:00, and that was the third time in four weeks it was late (Specific Example).v所以， 周一之前我無法向管理層遞交報告(結(jié)果結(jié)果)So I didnt get my report to management until Monday (Result).行為Action具體的例子SpecificE

45、xample結(jié)果Result42Carrefour Department Head TrainingHewitt Associates練習(xí)：練習(xí)： 錯過的提供反饋的機會錯過的提供反饋的機會Exercise: Missed Feedback Opportunity你何時錯過了提供反饋的機會When did you miss a chance to give feedback?v 回想前三天Think about the last three daysv 回顧快速反饋技巧Review the quick feedback tipsv 想象一下，當(dāng)時你應(yīng)該說什么Jot down what you m

46、ight have saidw 場景situationw 行動action takenw 結(jié)果resultw 重要性之所在why it was important2 - 3 分鐘分鐘Minutes43Carrefour Department Head TrainingHewitt Associates指導(dǎo)討論的五個步驟指導(dǎo)討論的五個步驟 一一Five Step Framework for Coaching Discussions #1v 奠定討論的基礎(chǔ)Set the Stagew 明確討論目的Clarify purpose of discussionw 創(chuàng)建相互支持的氣氛Establish s

47、upportive climatev 對現(xiàn)狀達成共識Agree on the Situationw 情況/任務(wù)Situation/Taskw 預(yù)期結(jié)果Desired resultsv 探求可能性Explore Possibilitiesw 可以采取的新行動/行為Possible new actions/behaviors44Carrefour Department Head TrainingHewitt Associates指導(dǎo)討論的五個步驟指導(dǎo)討論的五個步驟 二二Five Step Framework for Coaching Discussions #2行動計劃Action Planv 行

48、動步驟Action stepsv 衡量結(jié)果. 如何？Measure results.How?v 需要什么支持？What support is needed?v 安排跟蹤和時間Schedule follow-up跟蹤Follow Up最重要的指導(dǎo)技能是傾聽The Most Important Coaching Skill is LISTENING45Carrefour Department Head TrainingHewitt Associates需要多少指導(dǎo)？反饋？需要多少指導(dǎo)？反饋？How Much Coaching? Feedback?反饋及指導(dǎo)需求基于：Feedback and Coa

49、ching Needs are based on:v 問題的實質(zhì)The nature of the situationv 員工的經(jīng)驗The employees experiencev 技能水平Skill levelv 工作上所花的時間；以及Time on the job; and v 實際業(yè)績Demonstrated performance46Carrefour Department Head TrainingHewitt Associates需要多少指導(dǎo)需要多少指導(dǎo) How Much Coaching?高技能Highly skilledv僅提供純信息性的反饋意見。員工有能力評估這些信息并自行

50、制定解決方案Feedback contains only information. Employee able to evaluate the information and generate alternative solutions on his or her own.v員工即使可以自行理解或分析新信息， 但仍需借助外界的幫助來尋求解決方案Can interpret or evaluate new information on own, yet may need help finding alternative solutionsv幫助員工尋求解決方案Help employee explo

51、re alternatives.47Carrefour Department Head TrainingHewitt AssociatesSMART Goals聰明目標(biāo)聰明目標(biāo)v Specific具體具體v Measurable可以衡量可以衡量v Achievable可以實現(xiàn)可以實現(xiàn)v Relevant相關(guān)性相關(guān)性v Time時間期限時間期限48Carrefour Department Head TrainingHewitt AssociatesSMART GoalsGoals without SMARTIncrease marginMake sure Department Head trai

52、n their staff.Goals with SMARTIn the last quarter of 1998 My section will increase margin by at least 5% over the same period last year. By November 1st I will put a plan in place to insure that all Department Heads train their subordinates in all the Carrefour basic modules over the next 3 months 4

53、9Carrefour Department Head TrainingHewitt Associates聰明目標(biāo)聰明目標(biāo)非聰明目標(biāo)非聰明目標(biāo)增加利潤增加利潤確保課長對員工進行培訓(xùn)確保課長對員工進行培訓(xùn)聰明目標(biāo)聰明目標(biāo)到到1998年最后一個季度為止年最后一個季度為止，我們處的同比利潤增長至少達我們處的同比利潤增長至少達到到5%。我將從我將從11月月1號開始實施具體號開始實施具體計劃，計劃，確保所有的課長在此后確保所有的課長在此后的三個月中的三個月中，培訓(xùn)公司各培訓(xùn)公司各基本基本部門中的員工部門中的員工50Carrefour Department Head TrainingHewitt Assoc

54、iatesSMART Goals - Good Examples?聰明目標(biāo)聰明目標(biāo) - 正例正例？v Negotiate an action plan with our supplier to decrease purchasing costs by 10% by year-end與供應(yīng)商協(xié)商行動計劃，爭取在年底前降低與供應(yīng)商協(xié)商行動計劃，爭取在年底前降低10%的采購成本的采購成本v Become a better manager for my employees成為一名更好的經(jīng)理成為一名更好的經(jīng)理v Prepare by September 1 an action plan to reduc

55、e labor costs in my Section by at least 5%在在9月月1日前，準(zhǔn)備一份行動計劃，把自己所在處的勞動成本降低日前，準(zhǔn)備一份行動計劃，把自己所在處的勞動成本降低5% v Prepare and distribute the quarterly financial reports on a timely basis及時準(zhǔn)備和提交季度財政報告及時準(zhǔn)備和提交季度財政報告v Become better at time management更好地進行時間管理更好地進行時間管理51Carrefour Department Head TrainingHewitt Asso

56、ciates練習(xí)練習(xí) - 哪些是聰明目標(biāo)？哪些是聰明目標(biāo)？Exercise - Which Are SMART Goals?v 符合預(yù)算要求Meet budgetv 從1998年底開始啟用新的報告系統(tǒng)Utilize the new reporting system by year-end 1998v 使客戶滿意率超過去年Improve customer satisfaction rating over last year5分鐘分鐘5 Minutes52Carrefour Department Head TrainingHewitt Associates時間宣言時間宣言Time Declarat

57、ion當(dāng)今企業(yè)界膾炙人口的一個口號是：Today, A Catch of the Business World Is:蠻干不如巧干！蠻干不如巧干！Work Smarter, Not Harder!53Carrefour Department Head TrainingHewitt Associates時間就是金錢時間就是金錢Time Is Money54Carrefour Department Head TrainingHewitt Associates時間緊迫的原因時間緊迫的原因Sources of Stressv時間觀念Concept of Timev缺乏計劃Lack of Plannin

58、g 55Carrefour Department Head TrainingHewitt Associates三個計劃工具三個計劃工具Three Planning Toolsv 所有任務(wù)清單Master Task Listv 日歷Calendarv 每日工作清單Daily to Do List56Carrefour Department Head TrainingHewitt Associates所有任務(wù)清單所有任務(wù)清單Master Task Listv記錄你所要做的每一件事Record Everything You Have to Do v將大而復(fù)雜的任務(wù)劃分成較小的部分Break Down

59、 Large or Complex Tasks Into Smaller Componentsv進行任務(wù)分類Categorize the Tasksv在必要的項目中運用其它計劃工具Transfer Necessary Items to Other Planning Tools57Carrefour Department Head TrainingHewitt Associates任務(wù)分類任務(wù)分類Categorize the Tasksv 打電話To Callw后續(xù)聯(lián)絡(luò)曾經(jīng)聯(lián)系過的，十分重要的 Follow-up Already Contacted, Importantw跟蹤電話仍在爭取確定同對

60、方會面Call Back Still Trying to Make Appointmentw所有電話單未來的電話聯(lián)絡(luò)Master Call List Future Callsv 寫To Writew信/傳真Letters/Faxesw報告Reports w人員評估People Evaluationsw其它Othersv 會見時間待定To Meet to be Scheduledv 做其它To Do Others58Carrefour Department Head TrainingHewitt Associates會務(wù)日歷會務(wù)日歷Appointment Calendarv 會議和事務(wù)Meeti