誰(shuí)該為下屬的未來(lái)發(fā)展負(fù)責(zé)ppt課件

1、Who Owns The Problem Of The Development Of The Individuals Who Report To You? 誰(shuí)該為下屬的未來(lái)開(kāi)展擔(dān)任？Jean Lin林友琴 November 1997 O&MSH People Management Training一九九七年十一月 上海奧美人力資源管理訓(xùn)練Bemused Observer?困惑的察看家?Expert?專家Doctor?醫(yī)生Coach?教練How Do You See Your Role As a Boss?他覺(jué)得本人扮演那一種型式的老板？Expert 專家Heres whats wrongDo

2、this to fix it這兒錯(cuò)了，這樣改一改！這老板擔(dān)任下屬的開(kāi)展下屬假設(shè)遵照指示，他就會(huì)有開(kāi)展。Doctor 醫(yī)生 Now, what seems to be the trouble?他有什麼地方不溫馨？?假設(shè)這人通知老板那里有問(wèn)題，老板便會(huì)通知他怎麼處理。老板擔(dān)任下屬的開(kāi)展這人假設(shè)可以把病癥描畫的很貼切，就會(huì)有開(kāi)展的時(shí)機(jī)Bemused Observer 困惑的察看者 I wish I understood what on earth you do我希望了解他究竟在干嘛？！ . but as I dont, I havent anything to say that would be h

3、elpful但既然我不懂，我如今沒(méi)法對(duì)他有什麼協(xié)助。下屬只能靠他本人去開(kāi)展他的未來(lái)?APPRAISAL?Coach 教練How are things going? 事情目前如何了？ What help, if any, do you need from me?有什麼需求我協(xié)助的嗎？下屬為本人的開(kāi)展擔(dān)任老板在需求的時(shí)候，以協(xié)助者及平安網(wǎng)的角色出現(xiàn)。COACHWho Owns the Problem of the Development of the Individuals who Report to You? 誰(shuí)該為下屬的開(kāi)展擔(dān)任？他們本人！Managing the Relationship B

4、oth Ways 運(yùn)營(yíng)兩方的關(guān)系Boss老板Subordinate下屬ProfessionalLeader專業(yè)上指點(diǎn)者ProfessionalFollower專業(yè)上遵照者The Ladder of Initiative 自動(dòng)的階梯5Act on own. Routine reporting only 本人動(dòng)手，只需定期報(bào)告4Act but advise at once 本人動(dòng)手，但立刻尋求忠告3Recommend. Take resulting action 建議可行的方式，再采取行動(dòng)2Ask what to do 問(wèn)要做什麼、怎麼做 1Wait until told 等，直到被告知要做什麼才

5、采取行動(dòng)我們這部門需求新的電 腦，問(wèn)大家有沒(méi)有特別的要求從IBM蘋果、康柏那尋價(jià)，然後我們?cè)僖煌懻?。在總預(yù)算$50,000下，萬(wàn)他的部門照階睿?的電腦購(gòu)買。54321Level 1 Versus Level 5 第一階 V.S. 第五階The Ladder of Initiative 自動(dòng)的階梯How the boss feels What the boss allows老板如何覺(jué)得老板允許什麼 RelaxedAct on own放松獨(dú)立作業(yè)Somewhat anxiousAct but advise有點(diǎn)擔(dān)憂作業(yè)，但會(huì)給與忠告NervousRecommend緊張建議Rather neurot

6、icAsk what to do有點(diǎn)神經(jīng)質(zhì)問(wèn)要做什麼Psychotic Wait until told神經(jīng)質(zhì)等著被告知Group Dynamics 團(tuán)隊(duì)互動(dòng)的元素Group Norms - Set Ways of Behaving 團(tuán)隊(duì)規(guī)范 - 設(shè)定行為的方式團(tuán)隊(duì)規(guī)范 - 設(shè)定行為的方式多數(shù)是內(nèi)顯含蓄的，非外在顯露。能夠很難給明顯清楚的解釋。個(gè)領(lǐng)會(huì)被團(tuán)隊(duì)規(guī)范所影響，即使不能清楚的指出這些 規(guī)范究竟是什麼。當(dāng)他知道所謂的團(tuán)隊(duì)規(guī)范時(shí)，會(huì)比較容易去了解他自 己在團(tuán)隊(duì)中的行為。Agree the Three Most Salient Group Norms that Operate in Your Office for People Management 在本公司3個(gè)明顯的團(tuán)隊(duì)規(guī)范是什麼？Discuss and Report Back 討論