MTP中層管理干部技能提升培訓(xùn)

1、課程單元MTP-1 如何成為優(yōu)秀的管理者How to be a competent managerMTP-2 有效計(jì)劃的技巧Effective planningMTP-3 工作溝通協(xié)調(diào)技巧Effective CommunicationMTP-4 執(zhí)行力的提高Execution SkillsMTP-5 積極態(tài)度與激勵(lì)員工Motivating peopleMTP-6 部屬培育與指導(dǎo)Developing peopleWhy we are here?為什么今天來到這里Why we learn?觀念突破觀念突破WHY發(fā)現(xiàn)創(chuàng)造發(fā)現(xiàn)創(chuàng)造善用長處善用長處BreakthroughLeverageDiscover

2、是本能，是本能， 才是本事才是本事工作做不完就加班是本能， 思考如何提高自己能力才是本事Spend more time to cope with overload is an instinct, Think over how to build up self skills is a competency說自己想說的話是本能， 說對方聽的進(jìn)去的話才是本事Speak your own words is an instinct, speak with others needs is a competencyFocus on competency instead of instincts是本能，是本能

3、， 才是本事才是本事發(fā)現(xiàn)別人有問題是本能， 找出自己有問題才是本事Find out others problem is an instinct, find out self problem is a competency計(jì)劃遇到變化措手不及是本能， 做出能對付變化的計(jì)劃才是本事Sudden changes make people nervous is an instinct, make a plan which can deal with change is a competencyFocus on competency instead of instinctsThink：管理是什么?請依你本

4、身的了解，寫下管理的意義請依你本身的了解，寫下管理的意義?De scribe your understanding about managementMTP-1如何成為優(yōu)秀的管理者Case study案例研討:李主管的疑惑ThinkWhat are the differences between the manager and non-manager?管理者與非管理者之不同管理者與非管理者之不同非管理者非管理者 non - manager管理者管理者 manager1. 有什么，做什么有什么，做什么 Just Do It2. 親力親為親力親為 Do anything by oneself3. 被

5、動(dòng)溝通被動(dòng)溝通 Passive communication4. 面對問題，兵來將擋面對問題，兵來將擋 Deal with current problems1. 定目標(biāo)，作計(jì)劃定目標(biāo)，作計(jì)劃 Set goal, make plan2. 借力使力借力使力 Get things done through others3. 主動(dòng)溝通主動(dòng)溝通 Proactive communication4. 預(yù)見問題，事前準(zhǔn)備預(yù)見問題，事前準(zhǔn)備 Foresee the problems and prepare in advanceDifferences between manager and non - manage

6、r管理者與非管理者之不同管理者與非管理者之不同非管理者非管理者 non - manager管理者管理者 manager5. 單打獨(dú)斗單打獨(dú)斗 Show ones own strength6. 應(yīng)付眼前應(yīng)付眼前 Focus on current issues7. 等待資源等待資源 Wait for support resources8. 本位思考本位思考 Self-centric thinking5. 建立團(tuán)隊(duì)建立團(tuán)隊(duì) Using team efforts6. 思考未來思考未來 Think ahead of future7. 善用與整合資源善用與整合資源 Leverage resources8.

7、 三位思考三位思考 Three angles thinkingDifferences between manager and non - manager管理者的立場360度思考領(lǐng)導(dǎo)Boss平行部門Inside department客戶供貨商Customer下屬Subordinates領(lǐng)導(dǎo)Manager90 90 90 90 360 Degree thinking for manager管理的8個(gè)意義#1. 整合運(yùn)用資源，達(dá)成組織目標(biāo)To integrate resources and achieve goal#2. 做對的事，把事做對Do right things, do things rig

8、ht#3. P-D-C-A(計(jì)劃、執(zhí)行、考核、改善)Plan , Do , Check , Action#4. 善用能力，創(chuàng)造績效Create performance by competencyWhat management means?管理的8個(gè)意義#5. 訂制度，作規(guī)范Develop systems & regulations#6. 給員工努力工作理由Give people reasons why work#7. 懂得如何要求下屬（制定基準(zhǔn)）Know how to drive people(By setting up standards)#8. 溝通、溝通、再溝通Communica

9、te , communicate , communicateWhat management means?管理是透過他人完成工作員工不知道教導(dǎo) Mentor不會(huì)做指導(dǎo) Coach不愿做輔導(dǎo) Counsel經(jīng)理方向不明領(lǐng)導(dǎo)目標(biāo)目標(biāo)GoalTo get things done through othersKSANo directionManagerEmployeeleading杰出管理者的四個(gè)角色4312短期短期 Short term長期長期 Long term變革管理者變革管理者Change manager文化塑造者文化塑造者Culture Builder激勵(lì)教導(dǎo)者激勵(lì)教導(dǎo)者M(jìn)otivator &

10、amp; coach績效創(chuàng)造者績效創(chuàng)造者Performance creator對事對事對人對人Role of a competent managerPerformance orientedPeople oriented績效創(chuàng)造者（Performance Creator）1. 任務(wù)成果 Visible Results品質(zhì)、時(shí)效、成本 Productivity利潤、服務(wù) Profit2. 無形績效 Intangible performance顧客滿意 Customer satisfaction員工樂意 Employees willingness團(tuán)隊(duì)合作 Team work激勵(lì)教導(dǎo)者（Motivat

11、or & Coach）1.激勵(lì)工作態(tài)度 Motivate positive attitude主動(dòng)積極心態(tài) Proactive 勇于面對問題 Challenge problem2.扮演卓越教練 Good coach 現(xiàn)場工作教導(dǎo) Coaching觸發(fā)快速學(xué)習(xí) Fast learning文化塑造者（Culture Builder）1.創(chuàng)新組織文化 Shaping culture績效導(dǎo)向文化 Performance - oriented鼓勵(lì)學(xué)習(xí)文化 Learning culture2.凝聚共同價(jià)值 Search common value宣導(dǎo)核心價(jià)值 Core value塑造共同愿景 Crea

12、te vision變革管理者（Change Manager）1.外在變動(dòng)管理 Outside change managent 對變動(dòng)之快速響應(yīng) Quick Rosponse to change 積極化變動(dòng)為機(jī)會(huì)Convert change to chance2.內(nèi)在變動(dòng)管理 Inside change management 促發(fā)思維模式轉(zhuǎn)變Paradigm shift 個(gè)人價(jià)值沖突管理Personal value conflict management從專業(yè)走向管理的五個(gè)轉(zhuǎn)型From profession to management認(rèn)知轉(zhuǎn)變認(rèn)知轉(zhuǎn)變 Paradigm shift心態(tài)轉(zhuǎn)變心態(tài)轉(zhuǎn)變

13、習(xí)慣轉(zhuǎn)變習(xí)慣轉(zhuǎn)變Habit能力轉(zhuǎn)變能力轉(zhuǎn)變?nèi)穗H轉(zhuǎn)變?nèi)穗H轉(zhuǎn)變MindsetCompetencyHuman RelationThink管理者要做那些認(rèn)知轉(zhuǎn)變?Think管理者做那些心態(tài)轉(zhuǎn)變建立正確的管理意識(shí)品質(zhì)意識(shí)成本意識(shí)效率意識(shí)責(zé)任意識(shí)Consciousness of managementQualityCostEfficiencyResponsibility品質(zhì)意識(shí) 做對的事情Do the right thing 建立標(biāo)準(zhǔn)Set up standards 第一次就把事情做對Do things right first time 考慮到下工程是顧客Treat mext station as cust

14、omer 品質(zhì)要符合顧客需求Quality meet with customer needsQuality Consciousness成本意識(shí)成本分析Cost analysis如何做更省錢？How to save money如何做才有利潤？How to make profitCost Consciousness效率意識(shí)重視期限Focus on deadline快速反應(yīng)Quick response善用工具Use toolsEfficiency Consciousness責(zé)任意識(shí) 成果導(dǎo)向Result oriented 積極進(jìn)取Be proactive 團(tuán)隊(duì)合作Be cooperative 價(jià)值創(chuàng)

15、造Create valueResponsibility Consciousness管理者的七個(gè)重要任務(wù)1.績效創(chuàng)造 Create performance2.計(jì)劃控制 Plan & Control3.解決問題 Solve Problems4.有效溝通 Effective communication5.激勵(lì)員工 Motivating people6.培育人才 Develop & Training7.工作改善 Continuous ImprovementResponsibilities of a manager管理者的8個(gè)必備素質(zhì)1.具有企業(yè)整體利益觀2.能有效授權(quán)且肩負(fù)責(zé)任3.關(guān)心

16、部屬，給與支持與激勵(lì)4.有效教導(dǎo)且重視部屬能力成長Characteristics of professional managerConsider corporate overall benefitsDelegate & empowerCare for people & motivate themCoaching & developing people 管理者的8 8個(gè)必備素質(zhì)5.有系統(tǒng)思考力，懂得抓重點(diǎn)6.對情境變化有快速反應(yīng)能力7.能自我要求以身作則8.面對挫折能奮戰(zhàn)不懈Characteristics of professional managerSystematic

17、 thinking Quick action to dynamic changesSelf disciplineThriving on chaos管理者應(yīng)具備的七個(gè)基本心態(tài)1.達(dá)成的意愿 Strong will to achieve2.突破現(xiàn)狀 Breakthrough3.理念與使命感 Sense of mission4.效率意識(shí) Efficiency consciousness5.原理原則 Principle in mind6.科學(xué)方法 Scientific thinking7.健全的判斷 DecisiveMindsets of professional manager經(jīng)理人常犯的錯(cuò)誤與盲點(diǎn)

18、#1 逃避個(gè)人應(yīng)負(fù)責(zé)任To escape the responsibilities#2 不懂如何栽培員工Not know how to develop people#3 沒有建立員工自尊Not respect the individual#4 加入錯(cuò)誤的行列中Join the wrong side13 Pitfalls manager should avoid經(jīng)理人常犯的錯(cuò)誤與盲點(diǎn)#5 同樣方法管理眾人Treat all employees in same way#6 忽略利潤的重要性Neglect the importance of profit#7 注重問題輕視目標(biāo)Focus on pro

19、blem instead of goal13 Pitfalls manager should avoid經(jīng)理人常犯的錯(cuò)誤與盲點(diǎn)#8 想成為部屬的朋友想成為部屬的朋友Treat employee as a friend#9 不知如何訂立標(biāo)準(zhǔn)不知如何訂立標(biāo)準(zhǔn)Not know how to set up standards#10 不懂如何訓(xùn)練員工不懂如何訓(xùn)練員工Not good at training people13 Pitfalls manager should avoid經(jīng)理人常犯的錯(cuò)誤與盲點(diǎn)#11 容忍部屬們的無能容忍部屬們的無能Tolerate employees inability#12

20、 只肯定表現(xiàn)好的人只肯定表現(xiàn)好的人Only recognize good performers#13 操縱員工行為思想操縱員工行為思想Control the employees thinking13 Pitfalls manager should avoid經(jīng)理人的自我要求 主動(dòng)積極 Be proactive 待人以誠 Integrity 勇于反省 Self review 以身作則 Role model 快速行動(dòng) Quick action 自我激勵(lì) Self motivation 快速學(xué)習(xí) Fast leaning7 habits of managerMTP-2有效計(jì)劃的技巧為什么要學(xué)習(xí)計(jì)劃W

21、hy we need to learn planPeople who doesnt think about future can not own the futurePeople who got ready for future will take the chance for success對目標(biāo)管理的觀念突破1.被動(dòng)接受2.保守性目標(biāo)3.短期性4.作工作上的仆人5.硬性不變目標(biāo)6.壓迫手段7.用危機(jī)感驅(qū)動(dòng)8.照上司意思做9.有形績效10.他人給的壓力1.主動(dòng)開創(chuàng)2.挑戰(zhàn)性目標(biāo)(Stretch)3.前瞻性4.做工作上的主人5.彈性變動(dòng)目標(biāo)6.激勵(lì)手段7.用成就感驅(qū)動(dòng)8.給部屬自主思考9.兼顧

22、有形無形績效10.自主性承諾以往以往 Past 現(xiàn)在現(xiàn)在未來未來 FutureBreakthrough concepts in MBO有關(guān)目標(biāo)的觀念突破有關(guān)目標(biāo)的觀念突破 目標(biāo)是用來證明自己人生價(jià)值的工具 目標(biāo)的精神在于挑戰(zhàn)自己，超越自己 向目標(biāo)挑戰(zhàn)就是向自己能力挑戰(zhàn) 目標(biāo)不是他人給的壓力而是自己給的 動(dòng)力 定目標(biāo)作計(jì)劃是掌握人生命運(yùn)的重要 手段Meaning of goal in ones life 計(jì)劃的意義 計(jì)劃(PLAN)是執(zhí)行任務(wù)的藍(lán)圖，包括：目標(biāo)、工作步驟、時(shí)程、方案、資源分配、衡量基準(zhǔn)等Plan is a blueprint for execution, the contents

23、 are: goal , steps , schedule , alternatives , resources allocated , measuring criteria etcWhat does plan mean計(jì)劃的意義 規(guī)劃(PLANNING)是一種前瞻性的思考過程，針對環(huán)境之動(dòng)態(tài)機(jī)會(huì)與威脅，安排最佳之計(jì)劃，以達(dá)成目標(biāo)創(chuàng)造績效Planning is a forward thinking process, coping with chances & threats of dynamic change, make better use of resources to achie

24、ver goalWhat does plan mean計(jì)劃的盲點(diǎn)與正確認(rèn)知誤區(qū)誤區(qū) Blind areas正確認(rèn)知正確認(rèn)知 Right concepts1.計(jì)劃是文件工作計(jì)劃是文件工作 Plan is paperwork2.沒有計(jì)劃照樣可做事沒有計(jì)劃照樣可做事 We can do anything without plan3.計(jì)劃要花時(shí)間計(jì)劃要花時(shí)間 Plan consumes a lot of time1.計(jì)劃是思考與想象的工作計(jì)劃是思考與想象的工作 Plan means thinking & imagination 2.有效計(jì)劃只做對的事有效計(jì)劃只做對的事 Good plan sh

25、ows the right things to do3.計(jì)劃確保正確執(zhí)行可避免做錯(cuò)事計(jì)劃確保正確執(zhí)行可避免做錯(cuò)事花時(shí)間花時(shí)間 Plan assure right execution , and save more time caused by misleadingRight concepts for plan計(jì)劃的盲點(diǎn)與正確認(rèn)知誤區(qū)誤區(qū) Blind areas正確認(rèn)知正確認(rèn)知 Right concepts4.計(jì)劃趕不上變化，不做也罷計(jì)劃趕不上變化，不做也罷 Plan is helpless when deel with change5.計(jì)劃常與結(jié)果差距大計(jì)劃常與結(jié)果差距大 The result

26、 is quite different from plan6.計(jì)劃有時(shí)被推翻計(jì)劃有時(shí)被推翻 Plan sometimes rejected by boss4.要作出能預(yù)測變化的要作出能預(yù)測變化的計(jì)劃計(jì)劃 We need the plan which can predict change5.計(jì)劃進(jìn)行中間檢核十計(jì)劃進(jìn)行中間檢核十分重要分重要 Plan need to setup check points in process6.真正要檢討的是計(jì)劃的溝真正要檢討的是計(jì)劃的溝通與決通與決策策 Focus on continuous communication is a keyRight concept

27、s for plan有關(guān)計(jì)劃的觀念突破有關(guān)計(jì)劃的觀念突破 計(jì)劃是準(zhǔn)備未來的工作 計(jì)劃是使你心想事成的方法 計(jì)劃引導(dǎo)我們第一次做對事并把事做對 有計(jì)劃的人對時(shí)間運(yùn)用有緊迫感 計(jì)劃協(xié)助你明確目標(biāo)優(yōu)先次序 要做出能對付變化的計(jì)劃 計(jì)劃就是超前思考，做到超三前。Breakthrough concepts for planning有效計(jì)劃的6步驟展開Step1. 全盤思考設(shè)定目標(biāo)Overall thinking & setting goodsStep2. 收集信息掌握事實(shí)Collect information & faetsStep3. 狀況評估分析事實(shí) Situational appr

28、aisal & analysisStep4. 創(chuàng)意思考研擬方案Creative thinking to generate alternativesStep5. 決策分析風(fēng)險(xiǎn)預(yù)估Decision analysis and risk assessmentStep6. 行動(dòng)計(jì)劃排除障礙 Action plan & overcome barriers6 steps in planning processStep1. 全盤思考設(shè)定目標(biāo) 思考計(jì)劃所要達(dá)成的目的為何?Why plan 了解公司整體目標(biāo)及方向Goal & direction 明確區(qū)分長短期目標(biāo) Long / short

29、 term goal 設(shè)定目標(biāo)的SMART原則 Using SMART in goal setting 將目標(biāo)加以展開 Goal breakdown 須考慮機(jī)會(huì)利益和機(jī)會(huì)損失 Chance & loss 掌握相關(guān)人員的真正意圖 Real intentionOverall thinking & setting goods思考的切入點(diǎn) 本位思考Self centric thinking 換位思考Put yourself into others shoes 全位思考Overall thinkingBreak points in thinking設(shè)定目標(biāo)的SMART原則S (Speci

30、fic) 具體明確的M (Measurable) 能夠衡量的A (Achievable) 可以達(dá)到的R (Relevant) 相互關(guān)連的T (Time-Bound) 設(shè)定期限的Using SMART in goal setting建立目標(biāo)意識(shí)多多More新新New安安Safe好好Good快快Quick省省Cheap效率 Efficiency創(chuàng)新 Innovation安全 Safety成本 Cost品質(zhì)速度Build up goal consciousnessQualitySpeed將目標(biāo)加以展開目目標(biāo)標(biāo)六六要要多More快Quick好Good省Cheap安Safe新New數(shù)量、營業(yè)額、利潤Re

31、venue, Profit時(shí)效、速度Speed, Deadline品質(zhì)Quality成本(省時(shí)、省錢、省力) Cost, expense安全、安心、安定Safety, Satisfaction創(chuàng)新、新產(chǎn)品、新客戶Innovation, now productsGoal breakdown目標(biāo)目標(biāo)KPI數(shù)值數(shù)值權(quán)重權(quán)重多快好省安新目標(biāo)目標(biāo)KPI數(shù)值數(shù)值權(quán)重權(quán)重多多快快好好省省安安新新06年 9月部門工作目標(biāo)55%5%5%5%20%10%系統(tǒng)圖系統(tǒng)圖目標(biāo)目標(biāo)KPI之展開之展開全球通手機(jī)銷售預(yù)付費(fèi)手機(jī)銷售單筆業(yè)務(wù)受理時(shí)間排隊(duì)等候時(shí)間業(yè)務(wù)差錯(cuò)單數(shù)服務(wù)營銷資源利用率公務(wù)用車費(fèi)用利用率客戶投訴率大客戶滿意

32、率免填單服務(wù)應(yīng)用率滿意100行動(dòng)參與率252臺(tái)488臺(tái)少于15分鐘不超過20分鐘少于3%100%100%一個(gè)月不超過5單100%100%50%KPI 可分6類多多More快快Quick好好Good新新New安安Safe省省CheapSix classification of KPI定出關(guān)鍵績效指標(biāo)（ KPI ）KPI開發(fā)新產(chǎn)品項(xiàng)目Develop now products達(dá)成營業(yè)收入Reach annual revenue 減少品質(zhì)不良率Reduce defect rate改善生產(chǎn)流程Improve production flowValue 3 items 10 billions Less th

33、an 1.0% 72 hoursExample: expression of KPI定出關(guān)鍵績效指標(biāo)（ KPI ）KPI降低顧客抱怨次數(shù)Reduce customer claims提升顧客服務(wù)技能Customer service training減少人事流動(dòng)率Control turnover rateValue 20% down 100 hours training Less than 5%Example: expression of KPI目標(biāo)設(shè)定的簡單公式定出主要績效指標(biāo)（ KPI ）設(shè)定KPI數(shù) 值（Value）訂 出時(shí)間期限（Deadline）目 標(biāo)重要度配分(Weight)+Form

34、ula for goal setting目標(biāo)制定表(例)關(guān)鍵績效指標(biāo)關(guān)鍵績效指標(biāo)(KPI)目標(biāo)數(shù)值目標(biāo)數(shù)值Value重要度重要度Weight時(shí)間期限時(shí)間期限D(zhuǎn)ead timeWho1.提升交期準(zhǔn)確度提升交期準(zhǔn)確度 Delivery accuracy95%40%yearA2.控制生產(chǎn)流程時(shí)間控制生產(chǎn)流程時(shí)間 Production process time72小時(shí)小時(shí)25%Q2B3.減少品質(zhì)不良率減少品質(zhì)不良率 Quality defect rate2%20%Q3C4.控制制造成本控制制造成本 Cost control比去年降低比去年降低10%15%Q4DGoal settingStep2. 收集

35、信息掌握事實(shí) 描繪全貌，決定影響達(dá)成目的要因，依據(jù)要因項(xiàng)目，不要疏漏事實(shí)See the whole picture and find the key factors 不要只看表面的事，運(yùn)用5W2H重點(diǎn)搜集相關(guān)事實(shí)Using 5W2H to find relevant facts 區(qū)分事實(shí)與意見，并搜集左證意見的相關(guān)事實(shí)Identify the facts and opinionsCollect Information & FactsStep2. 收集信息掌握事實(shí) 現(xiàn)場走動(dòng)，主動(dòng)訪談，收集信息Walk around and interview people 運(yùn)用腦力激蕩法，尋求小組成員觀

36、點(diǎn)Using brainstorming 消除先入為主的偏見Reduce the prejudice 考慮本身的使命、立場及能力Make clear our mission & positionCollect Information & Facts心智圖法 以圖像展現(xiàn)出內(nèi)心的想法，感受及陳述觀察的事實(shí)Using graphics to describe feeling & facts 激發(fā)創(chuàng)意，源源不絕Generate more ideas 利用河流分叉或樹狀分枝以發(fā)散方式來表達(dá)大量構(gòu)想U(xiǎn)sing river or tree branching to diverge M

37、ind mapping method買房計(jì)劃買房計(jì)劃WHY 目的目的WHAT目標(biāo)目標(biāo)WHOWHENWHEREHOWHOW MUCH本人希望本人希望裝修日期裝修日期06.11.20地產(chǎn)商地產(chǎn)商鄰居、朋友鄰居、朋友地產(chǎn)經(jīng)紀(jì)地產(chǎn)經(jīng)紀(jì)裝修商裝修商貸款銀行貸款銀行多多 面積面積200平米平米快快 2006年年12月月31日前日前好好 材質(zhì)材質(zhì)省省 不超過不超過50萬萬安安 治安環(huán)境治安環(huán)境新新 造型造型安心安心 有保障有保障投資投資 將來有收益將來有收益住得舒服住得舒服娶老婆娶老婆訂房日期訂房日期06.05.01交屋日期交屋日期06.08.31配偶意見配偶意見入住日期入住日期06.12.12地段選址地段

38、選址環(huán)境條件環(huán)境條件鄰居素質(zhì)鄰居素質(zhì)交通方便交通方便生活機(jī)能生活機(jī)能治安良好治安良好如何搜集信息如何搜集信息召開家庭會(huì)議召開家庭會(huì)議籌措資金籌措資金協(xié)商談判協(xié)商談判房屋裝修房屋裝修產(chǎn)生之效益產(chǎn)生之效益各項(xiàng)經(jīng)費(fèi)預(yù)估各項(xiàng)經(jīng)費(fèi)預(yù)估可能存在的風(fēng)險(xiǎn)可能存在的風(fēng)險(xiǎn)房屋品質(zhì)房屋品質(zhì)政府政策政府政策房價(jià)波動(dòng)房價(jià)波動(dòng)借款利息借款利息物業(yè)管理物業(yè)管理裝修費(fèi)裝修費(fèi)Step3. 狀況評估分析事實(shí) 針對事實(shí)，進(jìn)行整理、區(qū)別及評估Classify & evaluate the facts 一方面思考因果關(guān)系，一方面深入發(fā)掘問題Make cause analysis 從事實(shí)與事實(shí)產(chǎn)生關(guān)連后，再推斷表面上難以發(fā)現(xiàn)的事

39、實(shí)Discover the real reasons behind factsSituational appraisal & analysisStep3. 狀況評估分析事實(shí)對發(fā)現(xiàn)的問題，區(qū)分優(yōu)先性 Set up priority 活用演繹及歸納等分析方法 Using convergent & divergent analysis 須考慮獲取信息的成本與時(shí)效性 Care for cost & timing of informationSituational appraisal & analysis什么是分析?1.思路的分解：大中小Breakdown in thin

40、king2.比較差異，找出不同Compare difference, find the gap3.針對結(jié)果，推敲原因Cause & effect4.工具：心智圖、魚骨圖、系統(tǒng)圖Tool mind map, fishbone, tree diagram What is analysis特性要因法(魚骨圖法)Fishbone chart思考練習(xí)：請轉(zhuǎn)換成下列圖型Brain ExerciseStep4. 創(chuàng)意思考研擬方案 激發(fā)創(chuàng)造力，研擬多種方案Creative thinking, generate ideas 具體運(yùn)用5W2H，使不致有所遺漏Using 5W2H 考慮內(nèi)外可運(yùn)用資源Con

41、sides resources availableCreative thinking to generate alternativesStep4. 創(chuàng)意思考研擬方案 為能因應(yīng)未來變化，宜具有適當(dāng)?shù)膹椥訩eep flexibility to cope with change 顧及執(zhí)行計(jì)劃相關(guān)人員的立場及情緒Care for the feeling & position of people Creative thinking to generate alternativesStep5. 決策分析風(fēng)險(xiǎn)預(yù)估 進(jìn)行方案之可行性分析Feasibility study 正確性、經(jīng)濟(jì)性、迅速性、安全性

42、如何?Consider accuracy, economy, speed, safety 評估各方案之可能風(fēng)險(xiǎn)Assess the risksDecision analysis and risk assessmentStep5. 決策分析風(fēng)險(xiǎn)預(yù)估 此計(jì)劃對相關(guān)人員的影響如何?What impacts to come 決策時(shí)機(jī)是否適當(dāng)?Timing for decision 實(shí)行時(shí)機(jī)是否適當(dāng)?Timing for implementationDecision analysis and risk assessmentStep6. 行動(dòng)計(jì)劃排除障礙 依決定方案，發(fā)展具體行動(dòng)計(jì)劃Develop det

43、ailed action plan 排定計(jì)劃執(zhí)行之時(shí)間表Scheduling for implementation 設(shè)定進(jìn)度查核點(diǎn)及查核方式Set up checking points & methods 溝通協(xié)調(diào)，整合內(nèi)部努力Communicate & coordinateAction plan & overcome barriersStep6. 行動(dòng)計(jì)劃排除障礙 有效排除工作障礙Overcome the barriers 研擬潛在問題分析與后備計(jì)劃Potential problem analysis & backup plan 變動(dòng)狀況下如何調(diào)整計(jì)劃Thin

44、k how to adjust plan for changeAction plan & overcome barriers申請ISO9000任務(wù)時(shí)程表(甘特圖之例)行動(dòng)項(xiàng)目行動(dòng)項(xiàng)目1月月2月月3月月4月月5月月6月月7月月8月月1.決定哪些程予提出文件證明決定哪些程予提出文件證明2.提出程序文件提出程序文件3.溝通程序之要素溝通程序之要素4.整合文件整合文件5.內(nèi)部修正調(diào)整內(nèi)部修正調(diào)整6.外部認(rèn)證公司作業(yè)外部認(rèn)證公司作業(yè)Case: Using Gantt charts in planA、B、C計(jì)劃 A 計(jì)劃(Action Plan) 行動(dòng)計(jì)劃 B 計(jì)劃(Backup Plan) 后備

45、計(jì)劃 C 計(jì)劃(Contingency Plan) 權(quán)變計(jì)劃擬定B計(jì)劃(Backup plan) 當(dāng)面對預(yù)測中的變化出現(xiàn)時(shí) 人員、時(shí)間、場地轉(zhuǎn)換 修改原訂計(jì)劃之目標(biāo) 修改達(dá)成計(jì)劃之方法 授權(quán)團(tuán)隊(duì)或項(xiàng)目小組擬定C計(jì)劃(Contingency plan) 當(dāng)面對不可預(yù)測之變化出現(xiàn)時(shí) 召開內(nèi)部決策會(huì)議，確定非達(dá)成不可之目標(biāo) 動(dòng)用內(nèi)外資源及團(tuán)隊(duì)協(xié)作 著眼風(fēng)險(xiǎn)變動(dòng)之損失減到最小MTP-3工作溝通與協(xié)調(diào)技巧80%的管理問題 80% management problems come from poor communication人有三個(gè)共性的限制主觀，自以為是Subjective, self - centr

46、ic自己看不到自己One can not see oneself自己很難改變自己People cant change himself3 limitations for everyone.Jack WelchManagement is to communicate, communicate, communicateThink溝通的本質(zhì)是_What is the basis of communication?溝通的起點(diǎn)在_What is the starting point of communication?溝通的基礎(chǔ)是_What is the foundation of communicatio

47、n?Think溝通的關(guān)鍵在_What is the key factor of communication?溝通的目的是_What is the purpose of communication?管理者在溝通上所花的時(shí)間15% 工作工作work9% 寫作寫作Write13% 閱讀閱讀Read25% 說話說話Speak38% 傾傾聽聽ListenManager spent 80% time in communicationCommunication is a competency instead of instinctTHINKTHINK每個(gè)人說出來的話有二種1. 對方聽得進(jìn)去的話The wor

48、ds can be listened by others2. 對方聽不進(jìn)去的話The words con not be listened by othersEveryone speak two kinds of words如何說對方聽得進(jìn)去的話說到 聽到 聽懂 聽會(huì)話說不出口的難題Think說的障礙有那些Discussion研討:溝通常見的問題有哪些?溝通的冰山理論Iceburg of communication隱藏性訊息決定了互動(dòng)的80%成功性信息信息message流程流程印象印象關(guān)系關(guān)系態(tài)度、意圖態(tài)度、意圖感情、假設(shè)感情、假設(shè)信息信息 message流程流程印象印象關(guān)系關(guān)系態(tài)度、意圖態(tài)度、

49、意圖感情、假設(shè)感情、假設(shè)表面交流表面交流Formal里面交流里面交流InformalInside thinkingInside thinkingThink想一想 :如何說到對方想要聽？How to speak so as to let others willing to listenThink想一想想一想 :如何聽到對方想要說？如何聽到對方想要說？How to listen so as to let others willing to speakThink想一想為什么聽對方說話時(shí)卻不能理解其真正意圖?Think想一想為什么說話時(shí), 對方聽不進(jìn)去?說話的五個(gè)關(guān)鍵說話的五個(gè)關(guān)鍵(5R)選對的時(shí)機(jī)

50、Choosing right time 選對的場合 Choosing right plance找對的人 Look for right people用對的方法 Use the right method說對的話 Speak right words5 Right in speaking溝通的六個(gè)誤區(qū)與正確認(rèn)知一般的認(rèn)知一般的認(rèn)知 Blind area正確的認(rèn)知正確的認(rèn)知 Right concept1.有什么就說什么有什么就說什么(有話直說有話直說) Speak freely as I wish2.將注意力放在自己表達(dá)的內(nèi)將注意力放在自己表達(dá)的內(nèi) 容容(本位思考本位思考) Focus on what

51、I say3.一方說話主觀一方說話主觀,硬是要對方硬是要對方接接 受受 Be subjective, one way1.針對需求說話針對需求說話(有話好說有話好說) Speak to others needs2.將注意力放在對方的反應(yīng)將注意力放在對方的反應(yīng) 與感受與感受 Focus on others response & feeling3.敏感地運(yùn)用互動(dòng)技巧把敏感地運(yùn)用互動(dòng)技巧把 雙方看法攤開來雙方看法攤開來 Be objective, two wayRight concepts in communication溝通的六個(gè)誤區(qū)與正確認(rèn)知一般的認(rèn)知一般的認(rèn)知 Blind area正確的

52、認(rèn)知正確的認(rèn)知 Right concept4.認(rèn)為說出的話對方一定了解認(rèn)為說出的話對方一定了解 Assume that others will understand what I say5.對方不想聽對方不想聽,仍然仍然堅(jiān)持堅(jiān)持說說 Insist to speak even though others are unwilling to listen6.對方不想說對方不想說,就當(dāng)作對方?jīng)]就當(dāng)作對方?jīng)] 意見意見 Assume others agree with us even though others keep silent 4.要說對方能聽進(jìn)去的話要說對方能聽進(jìn)去的話 Speak the wo

53、rds that can be listened by others5.要會(huì)說要會(huì)說,說到對方想要聽說到對方想要聽 Speak well so as to let others willing to listen6.要會(huì)聽要會(huì)聽,聽到對方想要聽到對方想要說說 Listen well so as to let others willing to speakRight concepts in communication培養(yǎng)對溝通的正確心態(tài)積極主動(dòng) Be proactive雙方合作 Be cooperative正面思考 Constructive thinkingRight auitudes in c

54、ommunicationCase study溝通案例研討本人手上負(fù)責(zé)幾個(gè)人的項(xiàng)目本人手上負(fù)責(zé)幾個(gè)人的項(xiàng)目,他們每個(gè)人都說自己的項(xiàng)目最重要且急迫他們每個(gè)人都說自己的項(xiàng)目最重要且急迫,我我該如何與對方溝通協(xié)調(diào)呢該如何與對方溝通協(xié)調(diào)呢?I am in charge of several projects for different product managers ,sometimes I feel very nervous when these product managers push me and emphasize that their projects are urgent & c

55、ritical.How can I communicate with them?How to communicate with subordinates?主管交付任務(wù)于下屬的溝通方法 指派任務(wù)時(shí)，為什么員工會(huì)抗拒?與員工溝通之關(guān)鍵技巧1. 察言觀色，透過提問了解需求Watch the expression and find the needs through asking questions2. 給員工重要感，言談中給予肯定、重視Give sense of importance, recognize peoples strength3. 多傾聽，給員工有發(fā)言機(jī)會(huì)Listen to employ

56、ee provide chance for him4. 有耐心，聽員工把話說完Be patient to listen to employeeKey points in communicating with subordinates 與員工溝通之關(guān)鍵技巧5.選擇適當(dāng)時(shí)機(jī)與場合溝通Choose right time and right place to talk6.透過溝通，激發(fā)員工的責(zé)任感Inspire the employee sense of responsibility7.信任員工，言語中表達(dá)支持肯定Trust your employee8.善用非正式溝通，拉近彼此距離Using inf

57、ormal communicationKey points in communicating with subordinates How to communicate with your boss?Case study案例研討：我與上司的關(guān)系案例研討：我與上司的關(guān)系Think為什么不能理解領(lǐng)導(dǎo)意圖如何向領(lǐng)導(dǎo)匯報(bào)How to communicate well with other departments ?平行溝通的特性與目的 平級單位沒有誰大誰小，必須平等協(xié)商Treat each other equally 彼此有一定的依存關(guān)系或流程的上下游關(guān)系There exists the coopera

58、tive relationship 受到各自本位主義影響，往往各自觀點(diǎn)想法不一致Usually each one has his stand pointCharacteristics of horizontal communication Discussion1.跨部門溝通常見的問題有那些?What problems happened in cross department communication 2.跨部門溝通如何有效溝通協(xié)調(diào)?How to communicate well in cross departments?跨部門溝通的成功關(guān)鍵 建立合作關(guān)系 Build cooperative

59、relation 培養(yǎng)團(tuán)隊(duì)協(xié)作意識(shí) Team work spirit 加強(qiáng)非正式溝通 More informal communication 鼓勵(lì)建設(shè)性的沖突 Constructive conflict 換位思考，了解雙方需求 Put your self into others shoes 全位思考，以公司整體利益出發(fā) Holistic thinking, care for overall benefitsKey success factors in cross department communication六帽思考法白帽紅帽黑帽黃帽綠帽藍(lán)帽Six Thinking Hats白帽思考 基于事

60、實(shí)、信息、數(shù)字的思考 理性思考 客觀思考 例:依據(jù)統(tǒng)計(jì)數(shù)字分析,未來的方向是.White Hat Thinking紅帽思考 基于情緒、感受、直覺的思考 感性思考 情緒思考 例:只要我喜歡,有什么不可以Red Hat Thinking黑帽思考 基于批判、風(fēng)險(xiǎn)、防范的思考 批判思考 負(fù)面思考 消極思考 危機(jī)思考 應(yīng)變思考例:不要低估這個(gè)問題,它可能帶來嚴(yán)重的后果.Black Hat Thinking黃帽思考 基于樂觀、信心、效益的思考 建設(shè)思考 激勵(lì)思考 效益思考 例:我們支持這個(gè)方案,因?yàn)樗鼤?huì)帶來三項(xiàng)效益.Yellow Hat Thinking綠帽思考 基于創(chuàng)意想象之思考 創(chuàng)意思考 突破思考 跳躍思考 換位思考例:除了這個(gè)方法以外,還有三個(gè)方法可以運(yùn)用.Green Hat Thinking藍(lán)帽思考 基于目標(biāo),規(guī)定范總結(jié)之思考 目標(biāo)思考 控制思考 決策思考 例:根據(jù)上級的決策,我們想想看如何來執(zhí)行.Blue Hat ThinkingMTP-4執(zhí)行力的提