歡迎參加成功成長為一名主管之培訓(xùn)ppt課件

1、Welcome to Successful Transition to Supervisor 歡迎參與勝利生長為一名主管之培訓(xùn).Warm It Up!熱身活動Select one of the listed “arguments 選擇一個(gè)羅列的“觀念Select someone you dont already know well 選擇一位他不太熟習(xí)的學(xué)員Introduce yourself 引見他本人For one minute, “convince the person of your “argument 在一分鐘內(nèi)，讓對方服氣他的“觀念Reverse roles 互換角色PLG 1 .W

2、hat is your most important responsibility as a supervisor? 做為一名主管，他最重要的職責(zé)是什么？To produce results: The only way to do this is through the efforts of the people around you 要產(chǎn)生結(jié)果：經(jīng)過他周圍人的共同努力是獨(dú)一途徑Interesting fact: 89% of supervisors and managers surveyed indicated that their least favorite management act

3、ivity was “dealing with the performance of people 有趣的現(xiàn)實(shí)：調(diào)查闡明，89%的主管和經(jīng)理最不喜歡的管理活動是“處置人的任務(wù)表現(xiàn)PLG 2 Introduction 引見.Definition: Management is the process of accomplishing organizational objectives through Associates, teams and other supervisors/managers定義：管理是在員工、團(tuán)隊(duì)和主管/經(jīng)理的共同努力下達(dá)成組織目的的過程Management is techn

4、ique and process driven and can be learned by anyone able to follow a process管理是一項(xiàng)技藝和推進(jìn)的程序，任何能遵照一定程序的人都能來學(xué)習(xí)這項(xiàng)技藝PLG 2 Introduction 引見.Minimal 最小限制 Standard 規(guī)范 Exemplary 模范典型Degree of Competence 才干的程度# of Associates員工PLG 3 Main Objective of Management管理的主要目的.Minimal 最小限制 Standard 規(guī)范 Exemplary 模范典型Degr

5、ee of Competence 才干的程度# of Associates員工PLG 3 Main Objective of Management管理的主要目的.Managing is easy 管理很容易When I become a supervisor, nothing will really change 當(dāng)我成為一名主管后將沒有什么本質(zhì)性變化，一切照舊Once I get it, Ive got it 我得到了職位，就自然掌握了Management is about common sense 管理是有關(guān)常識Management means maintenance 管理就是維持現(xiàn)狀Pe

6、ople always try their best 人總是會盡其所能One style fits all 一種方式可以適用一切的情況Supervisors/Managers must always be right 主管/經(jīng)理永遠(yuǎn)是正確的Empowerment is the key to management 授權(quán)是管理的關(guān)鍵PLG 4-5 Nine Myths of Management管理的九個(gè)神話.Individually, read the following list of benefits and outcomes that can result from a successfu

7、l transition每個(gè)人閱讀勝利成為主管后會獲得的收益及結(jié)果Select the three most important to you選擇他以為最重要三項(xiàng)收益As a table group, decide on three that you all agree on分組討論他們一致以為的三項(xiàng)收益Please be prepared to share these with the larger group 預(yù)備與各組分享討論結(jié)果PLG 6 Which Benefits Do I Want?我想獲得哪些收益？.Individually, read the list of situatio

8、ns 閱讀所列任務(wù)場景Select the top two situations you currently face 選擇二個(gè)目前他任務(wù)中正面臨的問題Please be prepared to share these with the larger group預(yù)備與其它小組分享他的選擇PLG 6 When Can I Apply These Skills?我什么時(shí)候可以運(yùn)用這些技藝？.Individually, read the list of course objectives 閱讀課程目的Select the top three that are most important to yo

9、u 選擇他以為最重要的三個(gè)目的As a table group, decide on three that you all agree on 與小組成員討論小組以為最重要的三個(gè)目的Please be prepared to share these with the larger group 預(yù)備與其它小組分享討論結(jié)果 PLG 7 What Will I Learn?我將學(xué)習(xí)什么內(nèi)容？. (Can be Taylor made)Session Time 課程時(shí)間: 8:30- 5:30Breaks and Rest Rooms 課間休憩Cell Phones and Pagers 手機(jī)和拷機(jī)Ro

10、om Temperature 房間室溫Class Agreements 課堂共識Ground Rules and Housekeeping上課規(guī)那么.Please read the directions and complete the exercise 請閱讀指南并完成練習(xí)Be prepared to share these with the larger group 預(yù)備與其它小組分享PLG 8 What Is Your View?他看到了什么？.80% Directing and Maintaining指點(diǎn)和維持原狀5% Strategy 戰(zhàn)略15% Coaching, Developi

11、ng, Supporting, Building輔導(dǎo)，開展，支持和培育20% Strategy戰(zhàn)略60% Coaching, Developing, Supporting, Building輔導(dǎo)，開展，支持和培育20% Directing and Maintaining指點(diǎn)和維持原狀Traditional傳統(tǒng)21st Century21世紀(jì)Traditional 傳統(tǒng)Main role was to direct and control the way work was done by the people that reported to them主要職責(zé)是指揮和控制其下屬的任務(wù)方式Toda

12、y 今天Successful managers are primarily driven by the roles of coach, leader, developer, mentor, and planner勝利的管理者的主要角色是輔導(dǎo)者、指點(diǎn)、培育者、導(dǎo)師和方案者PLG 9 LM 1 - The Role of a Supervisor主管的職責(zé).(Taylor made)Obtain a Supervisor JD for your function 拿一份相關(guān)職務(wù)的崗位職責(zé)Review the JD and highlight what you think are the key r

13、oles of a supervisor, especially those that are different from an Associate回想崗位職責(zé)，找出他以為主管的主要職責(zé)，特別是他以為與員工明顯不同的職責(zé)Please be prepared to share these with the larger group預(yù)備與其它小組分享他的想法Main Roles of a Supervisor主管的主要職責(zé).Below is just a sample of some of the necessary competencies of a Great Supervisor.Whic

14、h ones are most important for you? Personal EffectivenessAct with IntegrityCommunicate EffectivelyExhibit Self-ConfidenceMake Sound DecisionsTeam FocusBuild RelationshipsFacilitate Open CommunicationFoster TeamworkPromote Team DiversityCompetitive AdvantageCreate Strategic AlignmentDemonstrate Finan

15、cial AcumenDrive Business ResultsFoster Customer FocusBuildCreateLeadHigh Performance CultureDemonstrate Functional ExcellenceExecute EffectivelyMotivate & Inspire OthersTake OwnershipPeople DevelopmentAttract, Develop & Retain TalentInspire TrustLead by ExampleChampion Organizational LearningChange

16、 and InnovationBuild Support for ChangeDrive Continuous ImprovementLeverage TechnologyShare Best PracticesPLG 10 Starwoods Leadership Success Profile.下面是一位勝利的主管所必需具備的一些指點(diǎn)要素哪個(gè)對他最重要？提高個(gè)人任務(wù)效能誠信行事有效溝通展現(xiàn)自信合理決策確立團(tuán)隊(duì)的任務(wù)重點(diǎn)建立關(guān)系廣開言路鼓勵(lì)團(tuán)隊(duì)協(xié)作促進(jìn)團(tuán)隊(duì)多元化建立競爭優(yōu)勢從大處規(guī)劃知曉財(cái)務(wù)推進(jìn)業(yè)務(wù)成果提高提倡以客戶為中心培育創(chuàng)新指點(diǎn)建立注重優(yōu)良表現(xiàn)的文化表現(xiàn)出優(yōu)良的指點(diǎn)才干行事得力激發(fā)與鼓

17、舞他人敢于擔(dān)任指點(diǎn)大家求得個(gè)人生長吸引、培育和留住人才令人信任以身作那么支持有組織的學(xué)習(xí)指點(diǎn)變革和創(chuàng)新發(fā)明鼓勵(lì)變革的氣氛推進(jìn)繼續(xù)改良擅長發(fā)揚(yáng)技術(shù)的作用交流好的閱歷PLG 10 -1喜達(dá)屋指點(diǎn)力勝利要素.Development based on Career Turns基于事業(yè)“拐點(diǎn)的個(gè)人開展Associate (Independent Contributor)員工獨(dú)立任務(wù)者Supervisor(Manage Small Team)主管管理小團(tuán)隊(duì)Turn 1拐點(diǎn)1Manager(Manage Supervisors)經(jīng)理管理主管Turn 2拐點(diǎn)2EXCOM(Manage Functions)行政

18、管理委員會管理各大部門Turn 3拐點(diǎn)3GM(Manage Property)總經(jīng)理 管理酒店Turn 4拐點(diǎn)4PLG i .This self-assessment will help you determine how much this workshop can help you enhance your effectiveness as a supervisor這個(gè)自我評價(jià)將協(xié)助他了解本課程對他的主管技藝之提高可以發(fā)揚(yáng)多少效能There are no right or wrong answers這里沒有正確或錯(cuò)誤答案Please be honest. Only you will see

19、 the results請老實(shí)回答，只需他能看到答案PLG 11-12 Self-Assessment自我評價(jià).Travel around the room and collect 4 pieces of great management advice from 4 different people在教室內(nèi)從其它四位不同的學(xué)員那里每位得到四個(gè)關(guān)于杰出管理的建議At the end you should have 16 tips from others活動終了后他應(yīng)搜集到共16個(gè)建議PLG 13 Supervisor Scavenger Hunt主管技藝建議搜索.Individually, re

20、ad the situation.單獨(dú)閱讀案例As a table group, answer each question.與小組成員一同回答每個(gè)問題Please be prepared to share your responses with the larger group. 預(yù)備與各小組一同分享他的答案PLG 14 Case Study: Jane Moves Up!案例分析：簡的事業(yè)開展.Pair up with another participant與一位學(xué)員組成小組Arrange your chairs so that you are sitting directly behind

21、 each other, back-to-back 調(diào)整他的座位與他的組員背靠背的坐Review the card given to you by the facilitator 仔細(xì)察看訓(xùn)導(dǎo)師給他的卡片Do not show or describe the image to your partner 不要給他人看卡片或向他的同伴描畫他看到的Wait for further instruction 等待訓(xùn)導(dǎo)師的下一步指示Clay Charades 猜謎.Sender 說話人Receiver 聽話人Visual 視覺The sender has a purpose, an understandi

22、ng of timeliness, and an understanding of timing說話人的目的是獲得聽話人適時(shí)的了解The response and effect on the receiver is exactly as intended by the sender. It is predictable.聽話人的反響和回應(yīng)正是說話人想要到達(dá)的目的，這種反響是可以預(yù)見的Vocal 聲音Verbal 措辭The sender selects the right media based on the simplicity and content of the message. 說話人

23、基于簡單的原那么和信息的內(nèi)容選擇適當(dāng)?shù)拿浇锳 Perfect Communication Situation 一個(gè)完善的交流場景55%7%38%PLG 15-16 LM 2 - The 3Vs of Communication三V溝通方式.Sender 說話人Receiver 聽話人Visual 視覺The sender has a purpose, an understanding of timeliness, and an understanding of timing說話人的目的是讓聽話人可以適時(shí)的聽懂 他的話The effect on the receiver is uncertain

24、. The response is unpredictable.聽話人的聽話效果不明確，因此做出地反響是不可預(yù)見的Vocal 聲音Verbal 措辭Here, noise interferes with the intended message. The message is diluted and imperfect.在這里噪音干擾著信息的傳送，使得信息被減弱且不完善An Imperfect Communication 一個(gè)不完善的交流場景Noise 干擾要素PLG 15-16 LM 2 - The 3Vs of Communication三V溝通方式.Preconceived ideas,

25、 bias, prejudices or mental models 成見，偏好，偏見或客觀方式Physical environment 物質(zhì)環(huán)境Low self-esteem, acceptance, or confidence of either the sender or receiver說話人或聽話人的自尊心、自自信心、接受力較低Different communication or learning styles between the sender and receiver 說話人或聽話人交流方式的不同或?qū)W習(xí)方式不同Natural aptitude to understand or

26、process information 對信息的了解或消化過程中的自然傾向The skill level of the message sender 信息送傳送人的技巧程度The skill level of the receiver 聽話人的信息接受技巧 Low interest in the message 對信息的興趣程度不高PLG 17 Causes of “Noise引起“干擾的要素.Definition - Active listening is using all of your attention, focusing on what the sender is saying,

27、and showing the sender that you heard and understood his or her intended message定義 積極的傾聽就是把他一切的留意力集中在傾聽說話人說了什么，然后向說話人闡明他聽到了并明白他/她所傳送的信息Active listening uses verbal, vocal, and visual behaviors to demonstrate dynamic understanding with very little effort from the receiver積極的傾聽是以措辭、音調(diào)和視覺上的行為來表達(dá)對說話人話語的

28、動態(tài)了解，而不需求聽話人破費(fèi)什么精神PLG 18 Active Listening 積極的傾聽.In your table group, read each statement and record your discussion 與小組成員一同閱讀每段話并記錄討論結(jié)果Please be prepared to share your thoughts with the larger group預(yù)備與其它小組一同分享他們討論結(jié)果PLG 18 What Do You Think?他的想法是怎樣的？.Most of us have been told repeatedly that we ought

29、 to listen more 不斷有人通知我們要多聽However, until you see value in such an activity, you will probably continue to act the way you always have 除非他確實(shí)從該活動中看到了它的價(jià)值所在，否那么他能夠仍將按他習(xí)慣的方式行事Some of the outcomes of good listening are listed at the top of page 19. Which ones are most important to you? 有效的傾聽技巧所得到的一些成果列在

30、第19頁的前部。對他來說哪些成果最為重要？PLG 19 Why Should I Do It?我為什么要這么做？ .Because we can process information much faster than the sender can send it, good listeners influence communication challenges to improve communication 由于我們接受信息的速度要比說話人傳送信息的速度快，一個(gè)優(yōu)秀的聽話人經(jīng)過影響交流的挑戰(zhàn)來改良交流Read through the 9 habits at the bottom of t

31、he page and select the ones you need to work on閱讀九個(gè)習(xí)慣的資料，選擇他需求改良的方面PLG 19 Nine Habits of Active Listening積極傾聽的九個(gè)習(xí)慣.Prepare yourself for listening 預(yù)備好傾聽Create a positive listening situation 建立一個(gè)積極傾聽的場所Use active questioning techniques 運(yùn)用積極提問的技巧Use active paraphrasing techniques 運(yùn)用積極意譯重述信息的技巧Use posit

32、ive, non-evaluative verbal reinforcers 運(yùn)用積極且非評價(jià)的言語強(qiáng)調(diào)關(guān)鍵詞Take notes 做記錄Use positive visual reinforcers 運(yùn)用積極的視覺言語Use parroting 運(yùn)用反復(fù)技巧Use reflective phrases 運(yùn)用沉思熟慮的言語Show the other person that you understand 向他人表示他了解他的話PLG 20-25 Listen to Clearly Understand the Sender仔細(xì)傾聽以完全了解發(fā)送人的信息.Read the directions

33、for each exercise and complete 閱讀每一個(gè)練習(xí)的導(dǎo)言并完成練習(xí)Please be prepared to share your thoughts with the larger group預(yù)備與其它小組一同分享他的想法PLG 26Do This, Try That運(yùn)用和嘗試！.When the senders emotion is so strong or so clear that it doesnt need to be reflected 當(dāng)說話人的感情非常劇烈或明確表達(dá)出他的信息而不需求反復(fù)時(shí)When the sender is not feeling u

34、neasy (out-of-balance) 當(dāng)說話的人覺得不自在失去平衡時(shí)When the sender needs information you have 當(dāng)說話的人需求他的信息時(shí)When the sender wants to stop sending 當(dāng)說話人想停頓傳送信息時(shí)When a co-worker does not have the time to spend on a routine matter 當(dāng)一位同事沒有時(shí)間處置例行公事時(shí)PLG 27 When Is Active Listening Unnecessary?什么時(shí)候不需求積極傾聽.Knowledge 知識Skil

35、ls 技巧Core Beliefs 中心信心Style Preference 方式偏好Natural Capacity 自然才干Desire 愿望Consequences 結(jié)果Clear Expectations 明確的預(yù)期Opportunity/Practice時(shí)機(jī)/鍛煉Communication 溝通Work Systems 任務(wù)系統(tǒng)Culture 文化Feedback 反響PLG 28LM 3 The 13 Factors of Human Performance 影響個(gè)人表現(xiàn)的13個(gè)要素.People are the most variable input人是最易變動的要素Betwee

36、n 40% and 85% of total costs is salary整個(gè)本錢中工資占到到了40%到85%For the typical performer, discretionary output is around 55%一個(gè)典型的任務(wù)表現(xiàn)者，機(jī)動的產(chǎn)出到達(dá)55%The average time to become “competent is 6 months for most positions大多數(shù)的職位要到達(dá)勝任的程度所需時(shí)間平均為6個(gè)月Organizations spend 2%-5% of revenues on developing employees公司將收入的2%到

37、5%運(yùn)用到培育員工And, remember89% of supervisors/ managers report disliking managing people issues 記住89%的主管或經(jīng)理闡明不喜歡管理與人有關(guān)的事務(wù)PLG 29Why Does This Matter?為什么重要？.The percentage of companies indicating a problem in obtaining high performance from their work force:以下數(shù)據(jù)顯示的是在獲取其員工較高任務(wù)表現(xiàn)方面遇到問題的公司的比例 Serious problem

38、嚴(yán)重問題 - Problem 問題- No Problem 沒有問題- Source: Closing the Human Performance Gap, The Conference Board, 1994.43% 55%2%PLG 29Is Low Performance a Problem?任務(wù)表現(xiàn)低下是一個(gè)問題嗎?.Poor or Insufficient Performance FeedbackHigh Individual Stress LevelsNo Performance StandardsLack of Clear Individual GoalsReward Not P

39、erformance BasedPoor Performance RewardedNo Career PlanningFear of Failure or PunishmentInability to Envision Successful OutcomesLack of Poor Company-Sponsored TrainingInability to Concentrate on Task at HandLow Worker Self-EsteemLow CompensationSource: Closing the Human Performance Gap, The Confere

40、nce Board, 1994. 60%40%39%31%31%37%22%23%28%17%14%9%8%PLG 30Primary Causes of Low Performance.任務(wù)表現(xiàn)反響不佳或不夠個(gè)人任務(wù)壓力太大 沒有任務(wù)表現(xiàn)的規(guī)范缺乏明確的個(gè)人目的獎勵(lì)與任務(wù)表現(xiàn)無關(guān)任務(wù)表現(xiàn)獎勵(lì)很差沒有事業(yè)開展方案害怕失敗或受懲罰不能展望勝利的結(jié)果公司舉行的培訓(xùn)少或差不能關(guān)注正在進(jìn)展的義務(wù)員工自尊心差酬勞低Source: Closing the Human Performance Gap, The Conference Board, 1994. 60%40%39%31%31%37%22%23%2

41、8%17%14%9%8%PLG 30導(dǎo)致任務(wù)表現(xiàn)不佳的主要要素.Clearly understand performance expectations清楚地了解任務(wù)表現(xiàn)的期望Do not short-cut needed steps 不會縮短所需步驟Do away with wasted steps 防止浪費(fèi)的步驟Use available information and documentation 運(yùn)用可以獲得的信息和文件Possess a job aid that others dont 擁有他人沒有的任務(wù)上的支持Possess information/data that others d

42、ont 擁有他人沒有的信息/數(shù)據(jù)Possess better tools than others 擁有比他人更好的工具Have a different motive for performing 有不同的驅(qū)動力支持優(yōu)秀的任務(wù)表現(xiàn)Have an environmental factor that is different 具備不同的環(huán)境要素 Receive different guidance and feedback 得到不同指點(diǎn)和反響Receive different incentives 得到不同的鼓勵(lì)方式They are generally optimistic and have hig

43、h expectations他們大體上很樂觀并有較高的期望They adopt to change 他們運(yùn)用變化They show determination 他們堅(jiān)決果斷Source: 10 year US Army Study PLG 31 What Makes Exemplary Performers?一位優(yōu)秀 任務(wù)表現(xiàn)者的規(guī)范Source: 10 year US Army Study .Knowledge 知識Skills 技藝Core Beliefs 中心信心Style Preference 方式偏好Natural Capacity 自然才干Desire 愿望PLG 32Six In

44、dividual Performance Factors個(gè)人任務(wù)表現(xiàn)的6個(gè)影響要素.Clear Expectations 明確的期望Opportunity/Practice 時(shí)機(jī)/鍛煉Communication 溝通Consequences 結(jié)果Work Systems 任務(wù)系統(tǒng)Culture 文化PLG 33-34Six Organization Performance Factors公司對任務(wù)表現(xiàn)的6個(gè)影響要素.Feedback 反響:Effective, ongoing feedback is critical to maintaining the desired “system of

45、performance有效的繼續(xù)反響對堅(jiān)持所期望的任務(wù)表現(xiàn)“系統(tǒng)非常重要 PLG 34What About Feedback?什么是反響?.Explain your intentions for giving the feedback 解釋他提出反響意見的意圖Accurately describe what you observed 準(zhǔn)確描畫他察看到的內(nèi)容Describe your reaction or the consequence of the behavior 描畫他的反響或行為的結(jié)果Give the other person a chance to respond 給他人回應(yīng)的時(shí)機(jī)P

46、ropose some alternate behaviors 建議其它可行的言行舉止State your support for the other person 闡明他對他人的支持The Six Steps of the Feedback Process反響程序的6個(gè)步驟PLG 34-35.In your table group, select two of the factors of performance. 與小組成員一同選擇兩個(gè)任務(wù)表現(xiàn)的影響要素Brainstorm a list of actions you as the supervisor can do to implemen

47、t or deploy this factor. 與小組成員一同討論并列出作為一名主管可以實(shí)施或發(fā)揚(yáng)這些要素的行動方案Please be prepared to share your responses with the larger group. 預(yù)備與其它小組分享他們的討論結(jié)果PLG 35Do This, Try That運(yùn)用和嘗試!.In your table group 與小組成員一同:Review the workshop material up to this point 復(fù)習(xí)之前學(xué)習(xí)的課程內(nèi)容Complete the listed questions on Section Kno

48、wledge Check完成階段知識要點(diǎn)練習(xí)的標(biāo)題You have 10 minutes 他有10分鐘的時(shí)間PLG 36-37Section Knowledge Check階段知識要點(diǎn)練習(xí).Review and answer the listed questions復(fù)習(xí)并回答所列問題PLG 38Debrief & Action Planning匯總& 制定行動方案.Manage Personal Performance管理個(gè)人的任務(wù)表現(xiàn)Manage People Performance管理員工的任務(wù)表現(xiàn)PLG 39How to.Successfully Transition to Superv

49、isor如何勝利生長為一名主管.A successful transition to supervisor requires the ability to shift from one style and set of behaviors to another (Associate supervisor)勝利的生長成為一名主管要求該員工具備從一種任務(wù)方式和相應(yīng)的任務(wù)行為改動到別一種方式和行為，即從員工到主管Many supervisors with technical skills, intelligence, desire and ability to do the job perform

50、poorly because they do not have the knowledge or skills necessary to be a supervisor許多主管擁有專業(yè)技藝、智慧、愿望和才干，可任務(wù)表現(xiàn)卻不佳，其主要緣由是他們沒有一個(gè)主管所必需的知識或技藝PLG 40EA 1 Manage Personal Performance管理個(gè)人任務(wù)表現(xiàn).Minimize the emotions and stress of the transition. 在轉(zhuǎn)變過程中把心情和壓力控制到最小的程度Clarify the expectations of all relevant stak

51、eholders.明確各個(gè)利益相關(guān)者的期望 Minimize the most common problem experienced by new supervisors.盡能夠把新主管所遇到的常見問題降低到最低的程度 PLG 40Why Should I Do It?為什么要這么做?.Take charge of the transition process 掌控轉(zhuǎn)變的過程Clarify what your new boss expects of you 明確他的新上司對他的期望Relate to Associates 與員工有關(guān)的Relate to other stake holders

52、與其他利益相關(guān)者有關(guān)的Control your emotions 控制他的心情Exercise your authority 鍛煉他的權(quán)威Obtain unit technical knowledge 本部門專業(yè)知識Create a positive environment 建立一個(gè)積極的任務(wù)環(huán)境Defend your Associates 為他的員工辯護(hù)Handle unit change 處置任務(wù)崗位的變化PLG 41-45How Do I Do It? 我該怎樣做?.Individually, read the situation. 獨(dú)立閱讀案例As a table group, ans

53、wer each question. 與小組成員一同回答每個(gè)問題Please be prepared to share your responses with the larger group. 預(yù)備與其它小組分享他們的答案PLG 46Case Study: Marks First Day案例分析:馬克的第一天.Develop your individual plan for handling the transition to your new position as supervisor. 拓展他的個(gè)人生長方案，協(xié)助他順應(yīng)新的職務(wù)生長成為一名合格的主管Provide specific de

54、tails and be illustrative. 提供詳細(xì)細(xì)節(jié)和詳細(xì)分析Try to make the plan as realistic as possible.盡能夠使方案更具現(xiàn)實(shí)性PLG 47 Develop Your Transition Plan拓展他的生長方案.Tips建議 Divide the details 由大到小Find out how you are doing 了解本人做得如何 Be patient 耐心Stand by your plan 持之以恒 Focusing on future positions 急功近利Breaking promises 言而無信Sug

55、arcoating 糖衣炮彈Traps誤區(qū)PLG 48Tips & Traps 建議和誤區(qū).Human performance must be viewed not as a single factor, but as a system made up of different factors人的任務(wù)表現(xiàn)不能僅視為一個(gè)單一的要素，而是由不同的要素組成的一個(gè)體系Once the system is understood, a supervisor has a fundamentally new set of tools to modify the whole performance system

56、 to change behaviors and improve performance一但了解了體系，主管會具備一套全新的工具去調(diào)整整個(gè)任務(wù)表現(xiàn)體系，以改動言行舉止和提高任務(wù)表現(xiàn)PLG 49EA 2 Manage People Performance管理員工任務(wù)表現(xiàn).Improves performance in your unit 改良本部門任務(wù)表現(xiàn)Prevents problems 防備于未然Reduce stress, frustration and irritation減少壓力，波折和易怒PLG 49Why Should I Do It? 我為什么這么做？.UNCONSCIOUSIN

57、COMPETENCE對不具備的才干無認(rèn)識CONSCIOUSINCOMPETENCE對不具備的才干有認(rèn)識CONSCIOUSCOMPETENCE對具備的才干有認(rèn)識UNCONSCIOUSCOMPETENCE對具備的才干無認(rèn)識AWARENESS,KNOWLEDGE預(yù)期，認(rèn)識和知識DESIRE, TIME, OPPORTUNITY期望，時(shí)機(jī)，態(tài)度，結(jié)果PLG 50You dont know what you dont know他不知道他不知道的事You realize there are things you dont know but need to know 他認(rèn)識到他有不知道卻應(yīng)該知道的事You

58、know how to do it but need to think about it他知道怎樣做但需求思索一下You know it so well, you do it automatically他完全了解并且可以不加思索的去做SKILLS技藝How is Behavior Changed?行為如何改動？.ENVIRONMENT環(huán)境1. Job Classification崗位職位闡明2. Selection選擇Training and Development培訓(xùn)和開展Assessment/Evaluation評價(jià)/評價(jià)5. Compensation酬勞6. Performance Pl

59、anning任務(wù)表現(xiàn)方案PLG 51System of People Management人力資源管理系統(tǒng).Position power is the formal power granted by the organization. This includes the power to reward, punish, or have authority 職務(wù)權(quán)益是一種組織賦予的正式權(quán)益，這種權(quán)益包括獎勵(lì)、懲罰或擁有權(quán)益Personal power is generated in one (or more) of three methods: 個(gè)人魅力可以有三種表現(xiàn)方式：Expertise 個(gè)

60、人專長Relationship power, or 人際關(guān)系的魅力或Power of association 結(jié)合群體社會關(guān)系的魅力PLG 52Personal versus Positional Power個(gè)人魅力和職務(wù)權(quán)益.Get into groups of three or four三至四人組成一組With your group, discuss the differences in power that you have noticed in different bosses與小組成員一同討論他所察看到的不同的指點(diǎn)所運(yùn)用的不同權(quán)益Within the group, share exa