歡迎參加向經(jīng)理的成功過度

1、歡迎參加“向經(jīng)理的成功過渡”培訓課程Exercise: Warm It Up!練習：熱身活動Select one of the listed arguments 選擇列表中的“爭論”之一Select someone you dont already know well選擇一個你不熟悉的學員搭檔Introduce yourself 介紹你自己For one minute, convince the person of your argument 用一分鐘的時間讓對方信服你的“爭論” 觀點Reverse roles 互換角色PLG 19/12/20222What is your most impo

2、rtant responsibility as a manager?作為經(jīng)理，你最重要的職責是什么？To produce results: The only way to do this is through the efforts of the people around you為了完成目標：唯一的方法是調(diào)動你周圍所有人的努力。Interesting fact: 89% of supervisors and managers surveyed indicated that their least favorite management activity was “dealing with t

3、he performance of people”有趣的事實發(fā)現(xiàn)：在對主管和經(jīng)理的調(diào)查中，有89%的人認為他們最不喜歡進行的一項管理活動是：“處理員工表現(xiàn)”Introduction介紹PLG 29/12/20223Management is the process of accomplishing organizational objectives through Associates, teams and other supervisors and managers管理是指通過員工，團隊和其他主管、經(jīng)理所有人一起來實現(xiàn)組織整體目標的過程。Management is technique and

4、 process driven and can be learned by anyone able to follow a process管理是一種技巧和努力過程，任何能夠遵循這一過程的人都可以掌握。Definition定義PLG 29/12/20224To learn critical knowledge來學習關(guān)鍵、重要的知識To learn best practice skills and techniques 來學習最佳實踐的技能和技巧Practice the skills and techniques to a level of conscious competence練習這些技能和技

5、巧以達到一定的水平Why Are We Here?我們?yōu)槭裁磥磉@兒？PLG 29/12/20225Minimal 最小 Standard 普通 Exemplary 模范Degree of Competence 能力水平# of Associates員工人數(shù)Main Objective Of Management管理的主要目標PLG 39/12/20226Minimal 最小 Standard 普通 Exemplary 模范Degree of Competence 能力水平# of Associates員工人數(shù)PLG 3Main Objective Of Management管理的主要目標9/1

6、2/20227Managing is easy 管理很容易When I become a supervisor, nothing will really change 當我成為經(jīng)理后，不會真正改變什么Once I get it, Ive got it 我一旦成為經(jīng)理，我就會管理了Management is about common sense 管理是一種常識Management means maintenance 管理就是維護People always try their best 員工總會全力以赴One style fits all 一種風格適合所有狀況Supervisors/Manager

7、s must always be right 主管/經(jīng)理應(yīng)該永遠是對的Empowerment is the key to management 下放權(quán)力是管理的關(guān)鍵Nine Myths Of Management 九個關(guān)于管理的誤解PLG 4-59/12/20228Which BenefitsDo You Want?你想要什么樣的好處？Individually, read the following list of benefits and outcomes that can result from a successful transition 每位學員各自閱讀列舉的從一個成功的過渡中能夠獲

8、得的好處和結(jié)果Select the three most important to you 選擇對你來說最重要的三點As a table group, decide on three that you all agree on 坐在同一桌的小組，確定三個大家都同意的要點Please be prepared to share these with the larger group 準備和其它小組交流PLG 69/12/20229When Can I ApplyThese Skills?我什么時候可以運用這些技巧？Individually, read the list of situations

9、每位學員各自閱讀列舉的不同狀況Select the top two situations you currently face 選擇你目前最直接面對的兩個狀況Please be prepared to share these with the larger group 準備和其它學員交流PLG 69/12/202210Individually, read the list of course objectives 每位學員各自閱讀列舉的本課程的目標Select the top five that are most important to you選擇對你來說最重要的五點Please be pr

10、epared to share these with the larger group 準備和其它學員交流What Will I Learn?我將學到什么？PLG 79/12/202211Please read the directions and complete the exercise 請閱讀提示并完成練習Be prepared to share these with the larger group 準備和其它學員交流What Is Your View?你的看法是什么？PLG 89/12/202212PLG 980% Directing and Maintaining指揮和維護5% S

11、trategy 策略15% Coaching, Developing, Supporting, Building 教導、開發(fā)、支持和建設(shè)20% Strategy 策略60% Coaching, Developing, Supporting, Building教導、開發(fā)、支持和建設(shè)20% Directing and Maintaining指揮和維護Traditional 傳統(tǒng)21st Century 21世紀Traditional 傳統(tǒng)Main role was to direct and control the way work was done by the people that repo

12、rted to them 主要的角色是指揮和控制下屬工作的方式Today 當今Successful managers are primarily driven by the roles of coach, leader, developer, mentor, and planner 成功的經(jīng)理的主要角色是教練、引導者、開發(fā)者、導師和計劃者LM1 The RoleOf A Manager學習模塊1 經(jīng)理的角色9/12/202213Obtain a Manager JD for your function 獲得你所在職能的經(jīng)理的工作職責Review the JD and highlight wha

13、t you think are the key roles of a manager, especially those that are different from the role of a supervisor 仔細閱讀工作職責并標示出你認為的經(jīng)理的主要角色，特別是那些和主管不同的角色Please be prepared to share these with the larger group 準備和其它學員交流Main RolesOf A Manager 經(jīng)理的主要角色9/12/202214Below is just a sample of some of the necessary

14、 competencies of a Great Manager. Which ones are most important for you? 以下只是一名卓越的經(jīng)理應(yīng)具備的一些能力要求的舉例。哪些對你來說是最重要的？Personal EffectivenessAct with IntegrityCommunicate EffectivelyExhibit Self-ConfidenceMake Sound DecisionsTeam FocusBuild RelationshipsFacilitate Open CommunicationFoster TeamworkPromote Tea

15、m DiversityCompetitive AdvantageCreate Strategic AlignmentDemonstrate Financial AcumenDrive Business ResultsFoster Customer FocusBuildCreateLeadHigh Performance CultureDemonstrate Functional ExcellenceExecute EffectivelyMotivate & Inspire OthersTake OwnershipPeople DevelopmentAttract, Develop & Reta

16、in TalentInspire TrustLead by ExampleChampion Organizational LearningChange and InnovationBuild Support for ChangeDrive Continuous ImprovementLeverage TechnologyShare Best PracticesStarwoods Leadership Success Profile 喜達屋的領(lǐng)導力成功檔案PLG 109/12/202215Associate 員工(Independent Contributor) 單個貢獻者Supervisor

17、主管(Manage Small Team) 管理小型團隊Turn 1Manager 經(jīng)理(Manage Supervisors) 管理主管Turn 2EXCOM 行政委員會(Manage Functions) 管理職能Turn 3GM 總經(jīng)理(Manage Property) 管理酒店Turn 4Development Based On Career Turns根據(jù)事業(yè)轉(zhuǎn)折的發(fā)展PLG ii9/12/202216This self-assessment will help you determine how much this workshop can help you enhance you

18、r effectiveness as a supervisor 該測評將幫助你確定本教程將在多大程度上提升你作為一名主管的綜合能力。 There are no right or wrong answers 沒有對或錯的答案Please be honest. Only you will see the results 請如實回答，只有你自己能看到測評結(jié)果。 Self-Assessment自我測評PLG 11-139/12/202217Travel around the room and collect 4 pieces of great management advice from 3 diff

19、erent people 在教室內(nèi)找到任意三名學員，從每名學員處收集4條卓越管理的建議At the end you should have at least 12 tips from others 到最后你應(yīng)當從其他人那里收集到至少12條建議Exercise: Manager Scavenger Hunt練習：經(jīng)理清道夫狩獵PLG 149/12/202218Individually, read the situation. 每位學員各自閱讀設(shè)定的場景。As a table group, answer each question. 坐在同一桌的小組，回答每個問題。Please be prepar

20、ed to share your responses with the larger group. 準備和其它小組交流Case Study:Jane Moves Up!案例分析：簡提升了！PLG 159/12/202219Pair up with another participant 和另外一名學員搭檔Arrange your chairs so that you are sitting directly behind each other, back-to-back 調(diào)整你的椅子，確保你和你的搭檔直接背對背坐著Review the card given to you by the faci

21、litator 仔細閱讀導師給你的卡片Do not show or describe the image to your partner 不要給你的搭檔看或向他/她描述你所看到的圖片Wait for further instruction 等待下一步的指示Clay Charades打啞謎9/12/202220Sender 發(fā)送者Receiver 接收者VisualThe sender has a purpose, an understanding of timeliness, and an understanding of timing 發(fā)送者有一個目的，有對及時和時機的理解。The resp

22、onse and effect on the receiver is exactly as intended by the sender. It is predictable.接收者的反應(yīng)和對其產(chǎn)生的作用和發(fā)送者的計劃完全一致。是可以預計的。聲音言詞The sender selects the right media based on the simplicity and content of the message. 發(fā)送者根據(jù)簡易程度和訊息內(nèi)容選擇適當?shù)膫鬟f方式A Perfect Communication Situation 一個完美的溝通場景55%7%38%LM2 The 3Vs Of

23、 Communication學習模塊2 - 溝通的3VPLG 16-179/12/202221Sender 發(fā)送者VisualThe sender has a purpose, an understanding of timeliness, and an understanding of timing. 發(fā)送者有一個目的，有對及時和時機的理解。The effect on the receiver is uncertain. The response is unpredictable.對接收者的作用不肯定。其反應(yīng)不能被預計。VocalVerbalHere, noise interferes wi

24、th the intended message. The message is diluted and imperfect. 干擾妨礙了發(fā)送者的訊息。訊息變得不清晰。An Imperfect Communication一個不是最完美的溝通場景Receiver 接收者Noise 干擾The Impact Of Noise干擾的結(jié)果PLG 189/12/202222Preconceived ideas, bias, prejudices or mental models 固有的觀念、偏見或成見 Physical environment 物理環(huán)境Low self-esteem, acceptance

25、, or confidence of either the sender or receiver 訊息發(fā)送者或接收者的自我尊重、自我接受和自我信心的程度較低 Different communication or learning styles between the sender and receiver 兩者不同的溝通或?qū)W習風格(線性，幾何性等) Natural aptitude to understand or process information理解或處理信息的自然能力 The skill level of the message sender 訊息發(fā)送者的技能水平The skill

26、level of the receiver 訊息接收者的技能水平 Low interest in the message 接收者對訊息內(nèi)容不感興趣 Causes Of “Noise”導致“干擾”的原因PLG 189/12/202223Definition - Active listening is using all of your attention, focusing on what the sender is saying, and showing the sender that you heard and understood his or her intended message 定

27、義 積極聆聽是集中精力，關(guān)注對方說的話，向?qū)Ψ绞疽饽懵牭?明白他試圖傳遞的訊息 。Active listening uses verbal, vocal, and visual behaviors to demonstrate dynamic understanding with very little effort from the receiver 積極聆聽并不費力，只需使用視覺、聽覺和語言行為來展示動態(tài)理解積極聆聽 。Active Listening積極聆聽PLG 199/12/202224In your table group, read each statement and reco

28、rd your discussion 同一桌的小組，閱讀每個陳述并記錄你們的討論Please be prepared to share your thoughts with the larger group 準備和其它小組交流你們的想法What Do You Think?你覺得如何？PLG 199/12/202225Most of us have been told repeatedly that we ought to listen more 我們中的大部分人經(jīng)常會被告知我們應(yīng)當更多的來聆聽However, until you see value in such an activity, y

29、ou will probably continue to act the way you always have 然而，這只會在你看到這么做的效果后，要不然你可能還是會繼續(xù)以前的做法Some of the outcomes of good listening are listed at the top of page 20. Which ones are most important to you? 在第20頁上部列舉了積極聆聽的結(jié)果。哪些是你認為最重要的？Why Should I Do It?我為什么要這么做？PLG 209/12/202226Because we can process i

30、nformation much faster than the sender can send it, good listeners influence communication challenges to improve communication 因為我們處理信息的速度快于訊息發(fā)送者發(fā)送的速度，有效的聆聽者會影響溝通的障礙來改善溝通Read through the 9 habits at the bottom of the page and select the ones you need to work on 瀏覽在這頁末的9個習慣并選擇你需要提高的要點Nine Habits OfAc

31、tive Listening積極聆聽的九個習慣PLG 209/12/202227Listen To Clearly Understand the Sender聆聽以確保完全理解訊息發(fā)送者Prepare yourself for listening 做好準備進入聆聽的狀態(tài)Create a positive listening situation 創(chuàng)造積極的聆聽環(huán)境Use active questioning techniques 使用積極的提問技巧Use active paraphrasing techniques 使用積極的復述技巧 Use positive, non-evaluative v

32、erbal reinforcers (acknowledgement)使用積極的、非評估性的語言強調(diào) （認可） PLG 21-239/12/202228Take notes 做記錄 Use positive visual reinforcers 使用積極的視覺強調(diào)Use parroting 重復 Use reflective phrases 使用反射式語言Show the other person that you understand 向他人表示你的理解 Listen To Clearly Understand the Sender聆聽以確保完全理解訊息發(fā)送者PLG 24-269/12/20

33、2229Read the directions for each exercise and complete 閱讀每個練習的提示并完成練習Please be prepared to share your thoughts with the larger group 準備和其他學員交流你的想法Do This, Try That!做做這個，練練那個PLG 279/12/202230When the senders emotion is so strong or so clear that it doesnt need to be reflected 當說話人的情緒非常清楚 ，不需要再給他反射時 W

34、hen the sender is not feeling uneasy (out-of-balance)當說話人感覺不自在、情緒化或失控時 When the sender needs information you have 當說話人要聆聽者提供信息時 When the sender wants to stop sending 當說話人想停下來時 When a co-worker does not have the time to spend on a routine matter 當聆聽方?jīng)]有時間花費在重復發(fā)生的事件上時 When Is Active Listening Unnecessa

35、ry? 什么時候積極聆聽就不是特別必要？PLG 289/12/202231Knowledge 知識Skills 技能Core Beliefs 主要信念Style Preference 風格趨向Natural Capacity 天分Desire 意愿Consequences 結(jié)果Clear Expectations 明確的期望Opportunity/Practice 機會/實踐Communication 溝通Work Systems 工作系統(tǒng)Culture 文化Feedback 反饋意見LM3 The 13 FactorsOf Human Performance學習模塊3 人類表現(xiàn)的13個要素P

36、LG 299/12/202232People are the most variable input 人是最會發(fā)生變動的元素Between 40% and 85% of total costs is salary 總成本的40至85是薪資For the typical performer, discretionary output is around 55% 對于普通人，自行行事的結(jié)果差異大約是55The average time to become “competent” is 6 months for most positions 對于大部分職位，達到“勝任”的程度的平均時間為6個月Org

37、anizations spend 2%-5% of revenues on developing employees 組織結(jié)構(gòu)在發(fā)展員工上的花費占總收入的2%-5%And, remember89% of supervisors/managers report disliking managing people issues 而且，記住 89的主管、經(jīng)理不喜歡管理員工事項Why Does This Matter?為什么這個很重要？PLG 309/12/202233The percentage of companies indicating a problem in obtaining high

38、performance from their work force: 發(fā)生員工表現(xiàn)差問題的公司的比率 Serious problem 很大問題 - Problem 有一些問題 - No Problem 沒有問題 - Source: Closing the Human Performance Gap, The Conference Board, 1994.43% 55%2%Is Low Performance A Problem?表現(xiàn)差是不是一個問題？PLG 309/12/202234The Primary Causes Of Low Performance表現(xiàn)差的主要原因Source: Clo

39、sing the Human Performance Gap, The Conference Board, 1994. 60%40%39%31%31%37%22%23%28%17%14%9%8%Poor or Insufficient Performance FeedbackHigh Individual Stress Levels No Performance StandardsLack of Clear Individual GoalsReward Not Performance BasedPoor Performance RewardedNo Career PlanningFear of

40、 Failure or PunishmentInability to Envision Successful OutcomesLack of Poor Company-Sponsored TrainingInability to Concentrate on Task at HandLow Worker Self-EsteemLow CompensationPLG 319/12/202235Clearly understand performance expectations 明確理解對表現(xiàn)的期望Do not short-cut needed steps 不走捷徑Do away with wa

41、sted steps 不做無用功Use available information and documentation 使用現(xiàn)有的信息和文件Possess a job aid that others dont 有他人沒有的工作目標Possess information/data that others dont 有他人沒有的信息Possess better tools than others 有他人沒有的更好的工具Have a different motive for performing 有不同的表現(xiàn)動力Have an environmental factor that is differe

42、nt 有不同的環(huán)境因素Receive different guidance and feedback 收到不同的指導和意見反饋Receive different incentives 收到不同的獎勵They are generally optimistic and have high expectations 他們通常非常樂觀并且有很高的期望They adopt to change 他們接受改變They show determination 他們有決心Source: 10 year US Army Study What MakesExemplary Performers? 是什么促成模范表現(xiàn)？

43、PLG 329/12/202236Knowledge 知識Skills 技能Core Beliefs 主要信念Style Preference 風格趨向Natural Capacity 天分Desire 意愿Six Individual Performance Factors六個個人的表現(xiàn)要素PLG 339/12/202237Clear Expectations 明確的期望Opportunity/Practice 機會/實踐Communication 溝通Consequences 結(jié)果Work Systems 工作系統(tǒng)Culture 文化Six Organization Performance

44、 Factors六個組織表現(xiàn)要素PLG 34-359/12/202238What About Feedback? 那反饋呢？Feedback - Effective, ongoing feedback is critical to maintaining the desired “system” of performance 反饋 有效的，持續(xù)的意見反饋是維持期望的表現(xiàn)“系統(tǒng)”的關(guān)鍵。PLG 35-369/12/202239Explain your intentions for giving the feedback 解釋你給予反饋的用意Accurately describe what you

45、 observed 精確的描述你所觀察到的Describe your reaction or the consequence of the behavior 描述你的反應(yīng)或該表現(xiàn)的結(jié)果Give the other person a chance to respond 給予對方機會解釋Propose some alternate behaviors 建議其它的表現(xiàn)方式State your support for the other person 表示你對對方的支持The Six Steps Of The Feedback Process 意見反饋過程的六大步驟PLG 35-369/12/2022

46、40In your table group, select two of the factors of performance. 在同一桌的一組，選擇表現(xiàn)的兩個要素。Brainstorm a list of actions you as the supervisor can do to implement or deploy this factor. 采用集思廣益的方式討論：作為主管能采取的一系列方式來實施或展開這個要素Please be prepared to share your responses with the larger group. 請準備和其他小組交流你們的答案Do This

47、, Try That!做做這個，練練那個PLG 369/12/202241LM4 Desire學習模型 意愿Definition: Desire (attitude) is the key ingredient in how much discretionary effort, energy, and enthusiasm we put into the work we are doing or, whether we do it at all! 定義：意愿（態(tài)度）是決定我們在工作中投入多少努力、能力和熱情 或者，我們到底做不做的主要因素。With proper desire, perform

48、ers get excited about the work they do, have passion and energy, and are better able to deal with the normal fear associated with any change and performance enhancement situation. 有了適當?shù)囊庠?，員工就對他們所從事的工作有興趣、熱情和動力，同時也能夠更好的處理工作變動和壓力的狀況。PLG 379/12/202242What Are The Four Intrinsic Human Needs? 人的四大內(nèi)在需求是什么

49、？Safety & Security 保安和安全Belonging 歸屬感Significance 價值感Support 支持PLG 37-389/12/202243The Motivation Cube 原動力方塊SELF自身Intangible Recognition 無形的獎勵Type I:Internal Tangible內(nèi)在有形的Type II:External Tangible外在有形的Type III:Internal Intangible內(nèi)在無形的Type IV:External Intangible外在無形的OTHERS他人Tangible Reward 有形的報酬P(guān)LG 3

50、99/12/202244Mini-Exercise:What Are They?小練習：他們是哪一型？Individually, consider the performers in your area 每位學員考慮各自部門內(nèi)的員工Fill in each name in the section of the matrix that you feel best indicates his or her motivators 根據(jù)你對他們的了解，在方塊內(nèi)相對應(yīng)的位置填上他們的名字。PLG 399/12/202245The need to be heard by management 被管理層聆聽

51、The need to be involved in decisions that directly affect them 參與到管理層的決定過程中，特別是和他們直接相關(guān)的The need to feel a sense of significance and accomplishment in the work that they do 對他們的工作有價值感和成就感The need to receive personal recognition from their superiors for jobs done well 在表現(xiàn)出色時，能夠受到上司的肯定The need for a cl

52、ear vision and direction 有明確的宗旨和目標The Work NeedsOf Performers員工的工作需求PLG 409/12/202246The need to learn new skills and be trained 學習新技能和接受培訓The need to know exactly what is expected of them and be given the direction to succeed 明確的工作期望和方向The need to be disciplined in private, and only for reasons tha

53、t they deserve 接受有因可循并且是非公開的處罰The need to have their work be interesting, varied and challenging 希望他們的工作是有趣、不是一成不變和具有挑戰(zhàn)性的The need to belong 有歸屬感The Work NeedsOf Performers員工的工作需求PLG 409/12/20224710 Rules Of CreatingAnd Sustaining Desire 建立和維持“意愿”的10條原則Communicate with performers daily 每天和員工溝通Be Pred

54、ictable and Follow through 展示可預見性的行為并保持一貫性Involve them 讓員工參與Provide constructive feedback 提供建設(shè)性的意見反饋Be a role model 以身作則Recognize desired behaviors 肯定好的表現(xiàn)Reward desired behaviors 獎賞好的表現(xiàn)Acknowledge performers stress 認可員工的壓力Develop trust 發(fā)展信任Encourage growth and development 鼓勵進步和發(fā)展PLG 41-439/12/202248

55、What Are The Six “Donts” Of Motivation? 什么是關(guān)于動力的六個“不可”？Dont withhold important information from performers 不可向員工保留重要的信息Dont direct performers to do something without establishing clear expectations 不可在未給予明確期望前指示員工做某事Dont withhold delegating projects to your performers 不可向員工保留指派的計劃任務(wù)Dont allow people

56、 to fail because of things you forgot to inform them of 不可讓員工因為你的疏忽而經(jīng)歷失敗Dont create unhealthy competition among performers 不可在員工中引起不健康的競爭Dont drive your performers to show their maximum performance. Let them do it on their own 不可驅(qū)使你的員工到他們的表現(xiàn)極限。讓他們自己去開展、表現(xiàn)。PLG 439/12/202249Exercise: UnderstandMy Perf

57、ormers 練習：理解我的員工Reflect on your past interactions with each performer 回想你在此之前和每位員工的接觸Consider any past techniques that you have used to increase the performers level of desire 考慮你曾經(jīng)使用過的提高員工“意愿”的技巧Next, consider some techniques that you believe would work with the performer 接下來，考慮你認為對員工會產(chǎn)生效果的技巧Finall

58、y, if you are unsure of what to try, develop one or two questions to ask your performer to better understand his or her motivators 最后，如果你不確定該做什么，確定你可以提的一個或兩個問題以更好的了解你員工的原動力類型PLG 439/12/202250LM5 The Four Management Styles學習模塊5 管理風格Style III: Directing 指導Performer needs:員工需求High Structure; Low Suppor

59、t 高結(jié)構(gòu)；低支持Style II: Inspiring 啟發(fā)Performer needs: 員工需求Low Structure; High Support 低結(jié)構(gòu)；高支持Knowledge/Skill 知識/技能Desire 愿望Style I: Affecting 影響Performer needs: 員工需求High Structure; High Support 高結(jié)構(gòu)；高支持Style IV: Clarifying 澄清Performer needs: 員工需求Low Structure; Low Support 低結(jié)構(gòu)；低支持PLG 44-469/12/202251Exercis

60、e: WhichStyle Works Best?練習：哪種風格最有效？Form into four groups. Each group visits one of the four style preferences 組成四個小組，每組討論一種風格趨向Brainstorm a list of behavioral examples for your style preference 采用集思廣益的方式討論該風格的行為案例Then, list the performer needs that would be best served by this style 然后，列出最適合該風格的員工需