超市處長(zhǎng)入職培訓(xùn)課件

處長(zhǎng)培訓(xùn)手冊(cè)DevisionHeadSeminarManual培訓(xùn)目標(biāo)

TrainingObjectives了解如何管理我的團(tuán)隊(duì)

Toknowhowtomanagemyteam了解如何管理時(shí)間

Toknowhowtomanagemytime了解如何制定行動(dòng)計(jì)劃

ToknowhowtomakeanactionplanKnowyouremployeesthecommunicationcycleaskingquestionsAssigningTasksActiveListeningTaskassignmentmatrixTaskassignmentworksheetCommunicatingExpectationsSettingObjectives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)TEAMMANAGEMENT團(tuán)隊(duì)管理培養(yǎng)關(guān)系

BuildingRelationship信任＝Trust=公正

Fairness坦誠

Honesty開放

Openness平易近人

Accessibility管理交流

ManagerialCommunication經(jīng)理Manager上司

HigherAuthorities下屬

Subordinates客戶

Customers同級(jí)管理者Peers團(tuán)隊(duì)溝通

TeamCommunication信息即能量

InformationisEnergy能量可以是積極的[正極],也可以是消極的[負(fù)極]

Energycanbe[+]or[-]能量的"極"取決于溝通意愿與態(tài)度

EnergyPolarityDependsuponINTENTION積極溝通為協(xié)同工作創(chuàng)造了機(jī)遇

FlowingPositiveEnergyCreatestheOPPORTUNITYforTeamworkGettingtoKnowYourEmployeesand

theCommunicationCycle了解員工及溝通環(huán)Thought想法Words&non-words言語和非言語Transmission傳送Reception接收Decoding理解Feedback反饋Sender發(fā)出者Receiver接收者SomeFactsAboutListening

傾聽中存在的實(shí)際問題OnAverage,TypicalEmployee'sListeningEffectivenessinOnly25%通常，員工平均的傾聽效率只有25%3/4ofwhatemployeeshearisdistortedinonewayoranother

員工所聽到的信息中，3/4都在某種程度上受到曲解theaveragelistenerunderstandsandretains50%ofaconversation

通常，傾聽者只能聽懂和理解50%的談話內(nèi)容Dropsto25%forty-eighthourslater

48小時(shí)后，由50%下降到25%Poorlisteningskillscancreatemisunderstandingandabreakdownoftrustbetweenmanagersandsubordinates

不良的傾聽技能容易引起誤解，并對(duì)經(jīng)理與下屬之間相互信任的關(guān)系帶來負(fù)面影響OvercomingtheCommunicationBarriers

克服溝通障礙AskingQuestions

提問題ActiveListening

積極傾聽Directing

引導(dǎo)交流程序技能

CommunicationProcessSkills如何提問?

HowtoAsk?三種不同類型型的問題ThreeTypesOfQuestions交流程序技能能一：提問題題CPSkills#1:AskingQuestions漏斗模式

FunnelModel開放式問題

OpenQuestion探究式問題ProbingQuestions封閉式問題

ClosedQuestionsExercises:HowWellDoYouKnowYourSubordinates?AskingQuestions練練習(xí)：你對(duì)對(duì)員工了解多多少？

提問問HowLongHasHe/SheBeenMarried?

他/她是否已婚婚？IfNot,DoesHe/SheHaveaFiance?如如果未婚，他他/她是否有有對(duì)象？WhatFoodDoesHe/SheLikeBest?他他/她她最最喜喜歡歡吃吃什什么么？？WhatHobbiesDoesHe/SheHave?他他/她她有有何何愛愛好好？？WhatisHis/HerEducationBackground?他他/她她學(xué)學(xué)歷歷如如何何？？WhatistheMostImportantChallengeinHis/HerWork?他他/她她工工作作中中最最大大的的挑挑戰(zhàn)戰(zhàn)是是什什么么？？不良良的的非非語語言言傾傾聽聽習(xí)習(xí)慣慣IneffectiveNonverbalListeningHabits回避避眼眼神神交交流流AvoidingEyeContact神情情茫茫然然StaringBlankly眉頭頭緊緊蹙蹙FrowningDeeply不時(shí)時(shí)地地抬抬腕腕看看表表OftenLookingatYourWatch心不不在在焉焉[不不停停地地四四處處張張望望]BeingEasilyDistracted[LookingAround]坐立立不不安安[擺擺弄弄鋼鋼筆筆]Fidgeting[PlayingwithaPen]不良良的的傾傾聽聽習(xí)習(xí)慣慣[一一]IneffectiveListeningHabits#1打斷斷別別人人的的話話InterruptingtheSpeaker經(jīng)常常轉(zhuǎn)轉(zhuǎn)變變?cè)捲掝}題OftenChangingtheSubject發(fā)脾脾氣氣LosingTemper評(píng)論論講講話話人人,而而非非對(duì)對(duì)方方的的信信息息JudgingtheSpeakerRatherthantheMessage貶低低講講話話者者DiscreditingtheSpeaker使用用情情緒緒化化的的言言詞詞UsingEmotionalWords不良良的的傾傾聽聽習(xí)習(xí)慣慣[二二]IneffectiveListeningHabits#2在頭頭腦腦中中預(yù)預(yù)先先完完成成說說話話人人的的語語句句MentallyFinishingtheSpeaker'sSentence只聽聽信信息息，，卻卻不不注注意意說說話話人人的的情情感感ListeningOnlyforFactandNotforFeeling當(dāng)對(duì)對(duì)方方還還在在說說話話時(shí)時(shí)，，就就想想著著自自己己該該如如何何回回答答ThinkingaboutYourResponseWhiletheOtherPersonisStillSpeaking急于下結(jié)結(jié)論JumpingtoConclusions不良的傾傾聽習(xí)慣慣[三]

IneffectiveListeningHabits#3你總是/從不...Youalways/never...無所不知知的態(tài)度度

Know-it-allattitudes說話時(shí)總總叨支煙煙

Individualswhosmokecigaretteswhiletalkingtoyou"閉嘴"

"Shutup!"心胸狹窄窄的人Bigots"你從來來都不聽聽""Youneverlisten"給他人施施加壓力力

Pushyindividuals"你應(yīng)該該做的是是...""Whatyoushoulddois..."ListeningActively積積極傾傾聽VerbalSignals言語信號(hào)號(hào)適當(dāng)使用用認(rèn)同性性詞語，，如："啊..."、、"呃..."等MakingSoundsLike:"Ah...","Mmm...",etc.說："接接著說"，"請(qǐng)請(qǐng)?jiān)僭敿?xì)細(xì)談?wù)?等Saying:"Goon","Tellmemore",etc.重復(fù)關(guān)鍵鍵詞語RepeatingKeyPointsonWords進(jìn)行復(fù)述述、意譯譯和引導(dǎo)導(dǎo)Paraphrasing,Reflecting&Directing積極傾聽聽[一一]ActiveListening#1要傾聽對(duì)對(duì)方話語語中可能能包含的的四種含含義FourPossibleMessagesinOne通過總結(jié)結(jié)和意譯譯來建立立相互之之間的理理解Summarize&ParaphrasetoEstablishUNDERSTANDING總結(jié)和意意譯并不不是簡(jiǎn)單單重復(fù)ThisisNotRepeatingtheMessage也并不一一定意味味著贊同同

NorDoesItIndicateAgreement積極傾聽聽常用語語

PhrasestoDemonstrateActiveListening聽起來您您的意思思好象是是說...ItSoundsLikeWhatYouAreSayingIs...聽起來您您認(rèn)為最最重要的的是...ItSoundsLikeWhatIsMostImportanttoYouIs...您的意思思是說...SoWhatYouMeanIs...這么說，，您最感感興趣的的是...SoWhatYouAreMostInterestedinIs...您認(rèn)為貴貴公司業(yè)業(yè)務(wù)員需需要...YouFeelYouOperationsPeopleWillWant...我的理解解是...WhatIamHearingIs...積極傾聽聽[二二]ActiveListening#2表明你的的參與Bepresent:表明自己己的理解解

Communicatingyourunderstanding正確的體體態(tài)語言言-"全身心心"地傾傾聽Correctbodylanguage-a"wholebody"listener促進(jìn)/保保持能量量流通和和心靈的的溝通Promotes/MaintainsEnergyFlow&MindLink控制自己己情感的的"熱線線按扭"

Controlyouremotional"Hotbuttons"緩和一場(chǎng)場(chǎng)爭(zhēng)執(zhí)或或一個(gè)緊緊張的局局面CalmsaConflictoranIntensiveSituation有助于控控制自己己的情緒緒，建立立良好的的關(guān)系HelpsYouControlEmotionsandBuildaConstructiveRelationship鼓勵(lì)對(duì)方方提供信信息EncouragesOtherPeopletoShareInformation積極傾聽聽[三]

ActiveListening#3加強(qiáng)對(duì)方方對(duì)自己己的信任任感IncreasestheOtherPerson'sTrustinYou給對(duì)方一一個(gè)澄清清或解釋釋的機(jī)會(huì)會(huì)

GivesOthersaChancetoClarifyorExplain幫助對(duì)方方澄清觀觀點(diǎn)HelpsOtherPeopleClarifyTheirOwnThinking強(qiáng)調(diào)要點(diǎn)點(diǎn)

EmphasizesImportantPoints積極傾聽聽[四]

ActiveListening#4有效溝通通-努努力理理解對(duì)方方理解與思思考[4耳]靜下心來來[減少感感情因素素]探究[了了解更多多的信息息]再思考[反饋你你的理解解]評(píng)估問題，不不是這個(gè)個(gè)人他的感受受是什么么看重他人人的價(jià)值值事實(shí)，意意見EffectiveCommunication-AimingforUnderstandingUnderstand&Reflect[use4Ears]Pacify[toreduceemotionalintensity]Probe[Question:toseekmoreinformation]Reinterpret[presentthemessageyouheardinanewlight]EvaluateProblem:notthepersonHowisthepersonfeeling?ValuetheotherpersonWhat'sFact?What'sopinion?練習(xí)：：練習(xí)習(xí)提問問和積積極傾傾聽Exercise:PracticeQuestioningandActiveListening三人一一組GroupsofThree輪流提提問和和傾聽聽TakeTurnstoQuestionandListen圍繞三三個(gè)開開放式式問題題尋找找答案案StartwithThreeOpenQuestions'ProbearoundtheAnswers你在團(tuán)團(tuán)隊(duì)中中的職職責(zé)是是什么么？Whatisyourroleontheteam?您在完完成團(tuán)團(tuán)隊(duì)目目標(biāo)中中起什什么作作用？？Howdoesyourrolesupporttheteam'sgoals?您在勝勝大超超市最最滿意意的一一次工工作經(jīng)經(jīng)歷是是什么么？TellmeaboutahighlightinyourtimeatCarrefour?委派任任務(wù)AssigningTasksPeopleandTaskConsiderations以以人人和任任務(wù)為為導(dǎo)向向Cross-training交交叉培培訓(xùn)BuildingBack-up備份AssigningTask委委派任任務(wù)Taskassignmentworksheet任務(wù)委委派清清單技能儲(chǔ)儲(chǔ)備SkillInventory1=CanPerformWell2=CanPerform3=NeedstoLearn1=可以以做好好2=可以以做3=需需要要學(xué)習(xí)習(xí)委派時(shí)時(shí)需考考慮的的兩個(gè)個(gè)因素素TwoFactorstoConsiderwhenDelegating任務(wù)Task人員People分析任任務(wù)AnalyzetheTask分析人人員AnalyzethePeople考慮任任務(wù)的的總體體/具具體目目標(biāo)ConsiderYourTaskGoalsandObjectives考慮員員工發(fā)發(fā)展的的總體體/具具體目目標(biāo)ConsiderYourEmployeeDevelop-mentGoalsandObjectives找到合合適的的'平平衡點(diǎn)點(diǎn)'FindtheAppropriate'BalancePoint'+任務(wù)分分析和和人員員分析析TaskAnalysisandPeopleAnalysis重要性性和緊緊迫性性(安排排輕重重緩急急)?Importance&Urgency(Prioritizing)?所需的的技能能與知知識(shí)SkillsandKnowledgeRequired所需的經(jīng)驗(yàn)驗(yàn)水平LevelofExperienceRequired所需的證書書

CertificationRequired例行公事?Routine?任務(wù)分析TaskAnalysis:了解任務(wù)UnderstandtheTask人員分析PeopleAnalysis:了解員工UnderstandYourEmployees目前所持有有的證書CertificateHeld能力水平(技能與知知識(shí))?LevelofCompetency(SkillandKnowledge)質(zhì)量與速度度

QualityandSpeed經(jīng)驗(yàn)水平LevelofExperience發(fā)展目標(biāo)DevelopmentGoalsCommunicatingExpectations

表明明期望Manager-EmployeePerceptionsAboutWhatisImportant經(jīng)經(jīng)理/員員工認(rèn)為重重要的內(nèi)容容Superior-SubordinateExpectationMisunderstanding

上、下下級(jí)期望差差異CommunicatingExpectationsWorksheet表表明期望望工作單UsingActiveListeningtoCommunicateExpectations

通過過積極傾聽聽來表明期期望經(jīng)理和員工工對(duì)重要要要求的觀點(diǎn)點(diǎn)和看法Manager-EmployeePerceptionsAboutImportantRequirementsManagerPerception經(jīng)理的觀點(diǎn)點(diǎn)EmployeePerception員工的觀點(diǎn)點(diǎn)重要的Important不重要的NotImportant重要的Important(＋)(＋＋)同意Agree(＋)(－－)誤解Misunderstanding不重要的NotImportant(－)(＋＋)誤解Misunderstanding(－)(－－)同意Agree員工對(duì)工作的看法JobasEmployeeSeesIt25%75%一致致75％Match25%經(jīng)理對(duì)工作的看法JobasBossSeesIt圖例Key:員工認(rèn)為是是重要的，，而經(jīng)理卻卻不以為然然的Whattheemployeeispayingattentiontothatthebossdoesnotperceivetobeimportant經(jīng)理期望員員工注意而而員工卻不不以為然的的Whatthebossexpectstheemployeetopayattentionto,buttheemployeedoesnotperceiveitasimportant經(jīng)理與員工工的共識(shí)Areasofagreementbetweenbossandsubordinate上下級(jí)之間間對(duì)工作期期望認(rèn)識(shí)的的差異Superior-SubordinateExpectationMisunderstanding指導(dǎo)與反饋饋Coaching&Feedback反饋：何為為反饋？如如何有效地地進(jìn)行反饋饋？Feedback:whatitisanddoingiteffectively征求反饋意意見Askingforfeedback接受反饋意意見Receivingfeedback指導(dǎo)：何何為指導(dǎo)導(dǎo)及有效地地進(jìn)行指導(dǎo)導(dǎo)？Coaching：：whatitisanddoingiteffectively安排時(shí)間Makingthetime定義反饋與與指導(dǎo)DefiningFeedbackandCoaching反饋

Feedback在了解到員員工的工作作情況后，，馬上讓他他/她知道道自己做得得如何Lettingpeopleknowwhatandhowtheyaredoingassoonasyouknow指導(dǎo)

Coaching是一種雙向向式討論，，旨在提高高工作業(yè)績(jī)績(jī)

Atwo-waydiscussionthataimstoimproveperformance指導(dǎo)與反饋饋

CoachingandFeedback回想在自己己生命中的的某個(gè)人：：老師、、父母、朋朋友-誰給給過您好的的指導(dǎo)與反反饋意見Thinkofsomeoneinyourlife-ateacher,parents,afriend-whowasagoodcoachormentor這個(gè)人好在在哪里？Whatwasgoodaboutthatperson?他們是如何何做的？Whatdidtheydo?您的感覺如如何？Howdidyoufeel?您的反應(yīng)如如何？Howdidyourespond?反饋

Feedback反饋類型？？

Whatarethedifferenttypesoffeedback?積極的Positive消極的Negative改進(jìn)的Corrective無反饋None什么是建設(shè)設(shè)型反饋意意見？為為什么？Whichareconstructive?Why?為什么反饋饋和“啤酒酒”相關(guān)聯(lián)聯(lián)？WhydoFeedbackandBEERgotogether?因?yàn)橛行У牡姆答仯築ecauseeffectiveFeedback:描述述了了具具體體行行為為describesthespecificBehavior包括括所所列列行行為為的的一一個(gè)個(gè)例例子子includesanExampleofthatbehavior描述述該該行行為為如如何何超超出出、、達(dá)達(dá)到到或或無無法法達(dá)達(dá)到到您您的的期期望望和和要要求求describeshowthebehaviorhasexceeded,metorfailedtomeetyourExpectations描述述這這些些行行為為所所導(dǎo)導(dǎo)致致的的結(jié)結(jié)果果describestheResultsofthebehavior主動(dòng)動(dòng)反反饋饋OwnershipofFeedback讓員員工工知知道道這這些些行行為為對(duì)對(duì)您您的的影影響響Letthepersonknowhowthebehaviorhashadanimpactonyou這使使得得我我的的工工作作更更容容易易了了。。謝謝謝謝Thishasmademyworkaloteasier.Thanks.因?yàn)闉槲椅乙酪蕾囐囉谟谶@這些些數(shù)數(shù)據(jù)據(jù)的的精精確確性性，，這這種種狀狀況況讓讓我我很很擔(dān)擔(dān)心心ThissituationconcernsmebecauseIrelyontheaccuracyofthosefigures.請(qǐng)員員工工和和你你一一起起考考慮慮下下一一步步驟驟Invitethepersontoownthenextstep.您如如何何看看待待這這種種狀狀況況？？Howdoyouseethesituation?您認(rèn)認(rèn)為為接接下下去去要要怎怎么么做做？？Whatdoyouthinkneedstobedone?積極極型型反反饋饋實(shí)實(shí)例例PositiveFeedback:Example你把把貨貨物物從從儲(chǔ)儲(chǔ)存存區(qū)區(qū)搬搬運(yùn)運(yùn)到到了了貨貨架架上上，，做做得得非非常常好好(行行動(dòng)動(dòng))。。Youhavebeendoingagreatjobmovingthemerchandisefromthestorageareatotheshelves(Action).上周周你你們們店店中中基基本本沒沒有有出出現(xiàn)現(xiàn)庫庫存存積積壓壓，，并并且且商商品品流流通通情情況況完完好好(具具體體例例子子)Lastweektherewasverylittlestorageinyourdepartmentandthemerchandiseflowedverywell(SpecificExample).商店店經(jīng)經(jīng)理理對(duì)對(duì)此此(結(jié)結(jié)果果)感感到到非非常常高高興興。。謝謝謝謝?。heStoreDirectorwasveryhappytoseethat(Result).Thanks.行為為Action具體體例例子子SpecificExample結(jié)果果Result改進(jìn)進(jìn)型型反反饋饋意意見見-例例子子CorrectiveFeedback-Example要及及時(shí)時(shí)完完成成每每周周報(bào)報(bào)表表，，你你似似乎乎有有點(diǎn)點(diǎn)困困難難(行為)Youseemtobehavingdifficultygettingtheweeklyreportsfinishedontime(Action).比如說，上周周五，我沒沒能在五點(diǎn)之之前收到報(bào)表表，這已經(jīng)經(jīng)是在四周之之內(nèi)第三次延延誤了(具體例子)LastFriday,forexample,Ididn'tgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(SpecificExample).所以，周一一之前我無法法向管理層遞遞交報(bào)告(結(jié)果)SoIdidn'tgetmyreporttomanagementuntilMonday(Result).行為

Action具體的例子

SpecificExample結(jié)果

Result練習(xí)：錯(cuò)過過的提供反饋饋的機(jī)會(huì)Exercise:MissedFeedbackOpportunity你何時(shí)錯(cuò)過了了提供反饋的的機(jī)會(huì)

Whendidyoumissachancetogivefeedback?回想前三天Thinkaboutthelastthreedays回顧快速反饋饋技巧

Reviewthequickfeedbacktips想象一下，當(dāng)當(dāng)時(shí)你應(yīng)該說說什么

Jotdownwhatyoumighthavesaid場(chǎng)景

situation行動(dòng)

actiontaken結(jié)果

result重要性之所在在

whyitwasimportant2-3分分鐘Minutes指導(dǎo)討論的五五個(gè)步驟[一]FiveStepFrameworkforCoachingDiscussions#1奠定討論的基基礎(chǔ)

SettheStage明確討論目的的

Clarifypurposeofdiscussion創(chuàng)建相互支持持的氣氛Establishsupportiveclimate對(duì)現(xiàn)狀達(dá)成共共識(shí)

AgreeontheSituation情況/任務(wù)Situation/Task預(yù)期結(jié)果Desiredresults探求可能性ExplorePossibilities可以采取的新新行動(dòng)/行為為

Possiblenewactions/behaviors指導(dǎo)討論的五五個(gè)步驟[二]FiveStepFrameworkforCoachingDiscussions#2行動(dòng)計(jì)劃ActionPlan行動(dòng)步驟Actionsteps衡量結(jié)果...如何？？

Measureresults...How?需要什么支持持？

Whatsupportisneeded?安排跟蹤和時(shí)時(shí)間

Schedulefollow-up跟蹤

FollowUp最重要的指導(dǎo)導(dǎo)技能是"傾傾聽"

TheMostImportantCoachingSkillisLISTENING需要多少指導(dǎo)導(dǎo)？反饋？HowMuchCoaching?Feedback?反饋及指導(dǎo)需需求基于：FeedbackandCoachingNeedsarebasedon:問題的實(shí)質(zhì)Thenatureofthesituation員工的經(jīng)驗(yàn)Theemployee'sexperience技能水平Skilllevel工作上所花的的時(shí)間；以及及

Timeonthejob;and實(shí)際業(yè)績(jī)Demonstratedperformance需要多少指導(dǎo)導(dǎo)

HowMuchCoaching?高技能

Highlyskilled僅提供純信息息性的反饋意意見。員工有有能力評(píng)估這這些信息并自自行制定解決決方案Feedbackcontainsonlyinformation.Employeeabletoevaluatetheinformationandgeneratealternativesolutionsonhisorherown.員工即使可以以自行理解或或分析新信息息，但仍需需借助外界的的幫助來尋求求解決方案Caninterpretorevaluatenewinformationonown,yetmayneedhelpfindingalternativesolutions幫助員工尋求求解決方案Helpemployeeexplorealternatives.SMARTGoals

聰明目標(biāo)標(biāo)Specific

具體Measurable可可以衡量Achievable可可以實(shí)現(xiàn)Relevant

相關(guān)性性Time

時(shí)間間期限SMARTGoalsGoalswithoutSMARTIncreasemarginMakesureDepartmentHeadtraintheirstaff.GoalswithSMARTInthelastquarterof1998Mysectionwillincreasemarginbyatleast5%overthesameperiodlastyear.ByNovember1stIwillputaplaninplacetoinsurethatallDepartmentHeadstraintheirsubordinatesinalltheCarrefourbasicmodulesoverthenext3months聰明目標(biāo)非聰明目標(biāo)增加利潤(rùn)確保課長(zhǎng)對(duì)員員工進(jìn)行培訓(xùn)訓(xùn)聰明目標(biāo)到1998年年最后一個(gè)季季度為止，我我們處的同比比利潤(rùn)增長(zhǎng)至至少達(dá)到5%。我將從11月月1號(hào)開始實(shí)實(shí)施具體計(jì)劃劃，確保所有有的課長(zhǎng)在此此后的三個(gè)月月中，培訓(xùn)公公司各基本部部門中的員工工SMARTGoals-GoodExamples?

聰明目目標(biāo)-正正例？Negotiateanactionplanwithoursuppliertodecreasepurchasingcostsby10%byyear-end與與供應(yīng)商協(xié)協(xié)商行動(dòng)計(jì)劃劃，爭(zhēng)取在年年底前降低10%的采購購成本Becomeabettermanagerformyemployees成成為一名更更好的經(jīng)理PreparebySeptember1anactionplantoreducelaborcostsinmySectionbyatleast5%在在9月1日前前，準(zhǔn)準(zhǔn)備一一份行行動(dòng)計(jì)計(jì)劃，，把自自己所所在處處的勞勞動(dòng)成成本降降低5%Prepareanddistributethequarterlyfinancialreportsonatimelybasis及及時(shí)時(shí)準(zhǔn)備備和提提交季季度財(cái)財(cái)政報(bào)報(bào)告Becomebetterattimemanagement更更好好地進(jìn)進(jìn)行時(shí)時(shí)間管管理練習(xí)-哪哪些些是聰聰明目目標(biāo)？？Exercise-WhichAreSMARTGoals?符合預(yù)預(yù)算要要求Meetbudget從1998年底底開始始啟用用新的的報(bào)告告系統(tǒng)統(tǒng)Utilizethenewreportingsystembyyear-end1998使客戶戶滿意意率超超過去去年Improvecustomersatisfactionratingoverlastyear5分鐘鐘5Minutes時(shí)間宣宣言TimeDeclaration當(dāng)今企企業(yè)界界膾炙炙人口口的一一個(gè)口口號(hào)是是：Today,ACatchoftheBusinessWorldIs:蠻干干不不如如巧巧干干！！WorkSmarter,NotHarder!時(shí)間間就就是是金金錢錢TimeIsMoney時(shí)間間緊緊迫迫的的原原因因SourcesofStress時(shí)間間觀觀念念ConceptofTime缺乏乏計(jì)計(jì)劃劃LackofPlanning三個(gè)個(gè)計(jì)計(jì)劃劃工工具具ThreePlanningTools所有有任任務(wù)務(wù)清清單單MasterTaskList日歷歷Calendar每日日工工作作清清單單DailytoDoList所有有任任務(wù)務(wù)清清單單MasterTaskList記錄錄你你所所要要做做的的每每一一件件事事RecordEverythingYouHavetoDo將大大而而復(fù)復(fù)雜雜的的任任務(wù)務(wù)劃劃分分成成較較小小的的部部分分BreakDownLargeorComplexTasksIntoSmallerComponents進(jìn)行行任任務(wù)務(wù)分分類類CategorizetheTasks在必必要要的的項(xiàng)項(xiàng)目目中中運(yùn)運(yùn)用用其其它它計(jì)計(jì)劃劃工工具具TransferNecessaryItemstoOtherPlanningTools任務(wù)務(wù)分分類類CategorizetheTasks打電電話話ToCall后續(xù)續(xù)聯(lián)聯(lián)絡(luò)絡(luò)〖〖曾曾經(jīng)經(jīng)聯(lián)聯(lián)系系過過的的，，十十分分重重要要的的〗〗Follow-up[AlreadyContacted,Important]跟蹤蹤電電話話〖〖仍仍在在爭(zhēng)爭(zhēng)取取確確定定同同對(duì)對(duì)方方會(huì)會(huì)面面〗〗CallBack[StillTryingtoMakeAppointment]所有有電電話話單單〖〖未未來來的的電電話話聯(lián)聯(lián)絡(luò)絡(luò)〗〗MasterCallList[FutureCalls]寫ToWrite信/傳傳真真Letters/Faxes報(bào)告告Reports人員員評(píng)評(píng)估估PeopleEvaluations其它它Others會(huì)見見〖〖時(shí)時(shí)間間待待定定〗〗ToMeet[tobeScheduled]做〖〖其其它它〗〗ToDo[Others]會(huì)務(wù)務(wù)日日歷歷AppointmentCalendar會(huì)議議和和事事務(wù)務(wù)Meetings&Events主要要項(xiàng)項(xiàng)目目〖〖整整段段時(shí)時(shí)間間的的分分配配〗〗MajorProjects[AllocationofTimeBlock]每周周電電話話單單WeeklyCallList每日日電電話話單單DailyCallList每日日工工作作清清單單DailyToDoList來源Sources緊迫任務(wù)務(wù)

ImmediateTasks所有任務(wù)務(wù)清單MasterTasksList日歷項(xiàng)目目

CalendarItems依據(jù)各人人生活、、工作目目標(biāo)的重重要性程程序BasedonDegreeofImportanceinRelationtoOne'sLife/BusinessGoals每日工作作清單DailyToDoList按輕重緩緩急順序序進(jìn)行排排列Prioritized(A,B,C,)對(duì)每項(xiàng)工工作內(nèi)容容進(jìn)行有有序的排排列Sequenced(A1,A2,A3,)掌握當(dāng)天天的時(shí)間間ControlTimefortheDay放在顯著著位置VisuallyProminent完成一項(xiàng)項(xiàng)任務(wù)后后將其從從清單中中刪除〖〖同時(shí)將將其從所所有任務(wù)務(wù)清單中中刪除〗〗

CrossThroughasCompleteTasks[alsoCrossThroughonMasterTaskList]檢查當(dāng)天天任務(wù)的的完成情情況ReviewProgressatEndofDay制定第二二天的計(jì)計(jì)劃MakePlanforNextDay!如何處理理干擾HowToDealWithInterruptions處理干擾擾的策略略

DealingwithInterruptions-Strategies電話訪談?wù)?/p>

PhoneCalls來訪者和和不定期期的會(huì)議議

Dropper-innersandUnscheduledMeetings危機(jī)Crisises文稿和雜雜亂的辦辦公桌PaperandMessyDesks把任務(wù)清清單放在在比較顯顯眼的位位置KeepYourTaskListProminent輕重緩急急Prioritizing1324緊急Urgent不緊急NotUrgent重要Important不重要NotImportant時(shí)間運(yùn)用用分析TimeAnalysis用時(shí)Time收效Results20%80%80%20%帕特雷80/20原理理(或八八/二分分成法)Pareto'sEighty-TwentyPrinciple會(huì)議管理理

MeetingManagement召開會(huì)議議時(shí)，經(jīng)經(jīng)常會(huì)遇遇到些什什么問題題？Whatproblemsdoyouusuallyhavewhenyouhavemeetings?如何準(zhǔn)備備會(huì)議？？

HowtoPreparetheMeeting?如何召開開會(huì)議？？

HowtoConducttheMeeting?如何參加加會(huì)議？？

HowtoAttendtheMeeting?會(huì)議管理確定目的進(jìn)行會(huì)前分析析制定明細(xì)日程程表分配角色記錄會(huì)議結(jié)果果跟蹤搜集/發(fā)布信信息計(jì)劃解決問題決策決定主要參加加者限定討論題目目數(shù)量規(guī)定每個(gè)論題題的時(shí)間預(yù)先通知領(lǐng)導(dǎo)記錄員將決議整理成成文件確定各活動(dòng)項(xiàng)項(xiàng)目的責(zé)任如果可能的話話,分發(fā)有關(guān)關(guān)行動(dòng)的備忘忘錄跟蹤MeetingManagementDefinethePurposeConductaPre-MeetingAnalysisPrepareaDetailedAgendaEstablishRolesRecordOutcomeFollowUpCollecting/disseminatinginformationPlanningProblemsolvingDecisionmakingDecidewhoshouldattendLimitnumberoftopicsEstablishatimeframeforeachCirculateinadvanceLeaderScribeDocumentdecisionsreachedDetermineresponsibilityforactionitemsDistributeaction-orientedminutesatmeeting,ifpossibleFollowup!如何召開會(huì)議議活躍氣氛回顧上次會(huì)議議記錄認(rèn)可上次會(huì)議議成功結(jié)果同意對(duì)這次會(huì)會(huì)議目標(biāo)的認(rèn)認(rèn)識(shí)引導(dǎo)分層次討討論注意均衡參與與注意讓參加者者看到、聽到到所議內(nèi)容總結(jié)會(huì)議結(jié)果果布置會(huì)后要完完成的任務(wù)或或制定行動(dòng)計(jì)計(jì)劃HowtoConducttheMeetingManagedynamicsReviewpreviousmeetingrecordHighlightthegroupprevioussuccessesEnsurethatmembershaveacommonunderstandingoftheobjectivesofthecurrentmeetingFacilitatestep-by-stepdiscussionAchieveequitableparticipationSustaintheflowofthemeetingusinginformationaldisplaysSummarizewhathasbeenaccomplishedReviewassignmentorgenerateactionplan如何參加會(huì)議議

HowtoAttendtheMeeting?事先準(zhǔn)備PrepareinAdvance思考會(huì)議討論論內(nèi)容ThinkovertheTopicstobeDiscussed準(zhǔn)備發(fā)言內(nèi)容容PreparetheContentofYourSpeech準(zhǔn)時(shí)參加Attendontime積極參與與積積極傾聽ParticipateandListenActively承擔(dān)責(zé)任，落落實(shí)會(huì)議結(jié)果果TaketheResponsibilityandMaterializetheOutcomesoftheMeeting團(tuán)隊(duì)和團(tuán)隊(duì)協(xié)協(xié)作Team&Teamwork"一個(gè)團(tuán)隊(duì)由由一組具有互互補(bǔ)技能的人人組成，他們們?yōu)榱斯餐牡哪康?，投身身與共同的目目標(biāo)和工作方方法，并且每每個(gè)人都承擔(dān)擔(dān)一定的責(zé)任任。"Ateamisasmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,performancegoals,andapproachforwhichtheyholdthemselvespersonallyaccountableKatzenbachandSmith,TheWisdomofTeams/團(tuán)隊(duì)的智智慧"團(tuán)隊(duì)協(xié)作是是許多人共同同完成個(gè)人單獨(dú)所無無法完成的工工作"TeamworkisindividualsworkingtogethertoaccomplishmorethantheycoulddoaloneTEAM的含義WhatDoesTEAMMean共同Together每人Each實(shí)現(xiàn)Achieves更多More團(tuán)隊(duì)成功的條條件

ConditionsForTeamSuccess目標(biāo)一致SharedVision理解團(tuán)隊(duì)UnderstandingoftheTeam溝通Communication領(lǐng)導(dǎo)有力StrongLeadership責(zé)任明確InvolvetheRightPeopletoEnsureCommitment互相幫助ExperiencedHelpWhereNecessary理解團(tuán)隊(duì)UnderstandingTheTeam有耐心BePatient最好地估價(jià)別別人AssumetheBestaboutthePeople注重解決實(shí)際際問題，而不不是一味地責(zé)責(zé)備FocusontheProblem,NottheBlame注重實(shí)際工作作行為，而不不是態(tài)度和人人品FocusonBehaviors,NotAttitudesorPersonalities不要在背后議議論他人Don'tBackbiteaboutTeamMembers團(tuán)隊(duì)交流的基基礎(chǔ)[一]

TeamCommunicationBasics#1合作解決問題題，實(shí)現(xiàn)團(tuán)隊(duì)隊(duì)目標(biāo)AimingInteractionatSolvingProblemsandAchievingTeamGoals團(tuán)隊(duì)成員相互互信任TeamMembersTrustingEachOther通過交流，在在團(tuán)隊(duì)中就觀觀點(diǎn)、感受、、情況及期望望等事宜達(dá)成成共識(shí)CommunicatetoHaveaCommonUnderstandingofIdeas,Feelings,Situations,andExpectations團(tuán)隊(duì)交流的基基礎(chǔ)[二]

TeamCommunicationBasics#2團(tuán)隊(duì)成員相互互激勵(lì)并征求求他人意見TeamMemberEncouragingandSolicitingInputfromOthers歡迎并處理異異議，制定有有力的決策InvitingandDealingwithDisagreementtoMakeSoundDecisions分擔(dān)義務(wù)，，有效地與與其他團(tuán)隊(duì)隊(duì)成員進(jìn)行行交流SharingResponsibilityforCommunicatingEffectivelywithTeamMembers集體決策時(shí)時(shí)的有效指指導(dǎo)[一一]

HelpfulTipsWhenMakingADecisionByConsensus#1作好討論問問題的準(zhǔn)備備BepreparedtoDiscusstheIssues勿偏離主旨旨StayFocusonthePurpose確保別人能能夠聽到TakeResponsibilityforBeingHeard給他人提供供一個(gè)"安安全空間"GiveOthersaSafeSpace集體決策時(shí)時(shí)的有效指指導(dǎo)[二二]

HelpfulTipsWhenMakingADecisionByConsensus#2勿草草了事事Don'tRush妥善處理沖沖突AddressConflict對(duì)事不對(duì)人人ConfrontIdeasNotPeople同意你認(rèn)為為正確的觀觀點(diǎn)AgreewithDecisionsYouFeelComfortablewith切記，有時(shí)時(shí)并非一定定要達(dá)成共共識(shí)KeepinMindtheSituationswhenConsensusIsNotAppropriate解決團(tuán)隊(duì)沖沖突

ManagingTeamConflict內(nèi)部沖突InternalConflict個(gè)人與團(tuán)隊(duì)隊(duì)的沖突IndividualConflictwiththeTeam團(tuán)隊(duì)與某個(gè)個(gè)成員的沖沖突TeamConflictwithOneMember團(tuán)隊(duì)成員之之間的沖突突ConflictBetweenTeamMembers團(tuán)隊(duì)之間的的沖突ConflictBetweenTeams團(tuán)隊(duì)與團(tuán)隊(duì)隊(duì)之外的某某個(gè)人的沖沖突TeamConflictwithSomeoneOutsidetheTeam解決團(tuán)隊(duì)沖沖突的步驟驟

StepstoResolvingTeamConflicts承認(rèn)既存沖沖突AcknowledgetheConflict各方達(dá)成共共識(shí)GainCommonUnderstanding全面了解情情況UnderstandAllAngles探求雙贏方方案FindaWin-WinSolution制定行動(dòng)計(jì)計(jì)劃DevelopanActionplan團(tuán)隊(duì)領(lǐng)導(dǎo)[一]TeamLeadership#1團(tuán)隊(duì)領(lǐng)導(dǎo)的的作用是：：TheRoleoftheleaderIs:充分利用每每位團(tuán)隊(duì)成成員的知識(shí)識(shí)和創(chuàng)造力力，從而使使整個(gè)團(tuán)隊(duì)隊(duì)從中受益益ToEnsuretheTeamBenefitsFromtheIntellectual andCreativeAbilityofEveryoneintheTeam團(tuán)隊(duì)領(lǐng)導(dǎo)的的作用并非非：TheRoleoftheLeaderIsNot:做所有的工工作ToDoAlltheWork主導(dǎo)討論ToDominateDiscussions對(duì)其他成員員指手劃腳腳

ToBossPeopleAround團(tuán)隊(duì)領(lǐng)導(dǎo)[二]Teamleadership#2有成效的團(tuán)團(tuán)隊(duì)領(lǐng)導(dǎo)：：TheEffectiveTeamLeader:具有實(shí)現(xiàn)團(tuán)團(tuán)隊(duì)目標(biāo)的的熱情和義義務(wù)CreatesEnthusiasmforandCommitmenttotheTeamVision進(jìn)行有效交交流的典范范RoleModelsEffectiveInterpersonalCommunication排除限制團(tuán)團(tuán)隊(duì)能力的的障礙BreaksDownBarriersthatLimittheAbilityoftheTeam提供必要的的資源、工工具和信息息ProvidesNecessaryResources,ToolsandInformation通過提供指指導(dǎo)和支持持，發(fā)揮每每位組員的的潛力HelpsTeamMemberstoDevelopTheirPotentialThroughCoachingandPersonalSupport制定行動(dòng)計(jì)計(jì)劃時(shí)常見見的錯(cuò)誤CommonActionPlanningErrors沒有分配具具體的職責(zé)責(zé)(誰)FailuretoAssignResponsibility(Who)沒有詳細(xì)地地確定所有有重要行動(dòng)動(dòng)步驟(什什么)FailuretoIdentifyAllSignificantActionStepsinSufficientDetail(What)沒有確定具具體時(shí)間(何時(shí))FailuretoSpecifyTiming(When)沒有給予充充足的時(shí)間間

FailuretoAllowEnoughTime沒有配給必必要的資源源

FailuretoAllocateNecessaryResources沒能有效地地監(jiān)控進(jìn)展展情況FailuretoSufficientlyMonitorProgress沒有給予充充足的時(shí)間間

FailureToAllowEnoughTime默菲定律Murphy'sLaw樂觀地估計(jì)計(jì)完成任務(wù)務(wù)所需的時(shí)時(shí)間OptimisticEstimatesofTaskDuration沒有考慮行行動(dòng)步驟的的關(guān)聯(lián)性FailuretoConsiderActionStepDependencies沒有制定更更多的同步步行動(dòng)FailuretoMaximizeParallelActions制定行動(dòng)計(jì)計(jì)劃：一個(gè)個(gè)更為有效效的方法ActionPlanning:ABetterWay誰、到何時(shí)時(shí)、做什么么？

WhoWillDoWhatbyWhen?制定監(jiān)控和和匯報(bào)進(jìn)展展情況的計(jì)計(jì)劃

APlanforMonitoringandReportingProgress監(jiān)控和匯報(bào)報(bào)進(jìn)展情況況

Monitoring&ReportingProgress匯報(bào)應(yīng)該發(fā)發(fā)生的事情情ReportWhatWasSupposedtoHappen匯報(bào)實(shí)際發(fā)發(fā)生的事情情ReportWhatActuallyDidHappen匯報(bào)已經(jīng)產(chǎn)產(chǎn)生的所有有問題ReportAnyProblemsThatHaveArisen總結(jié)修改過過的行動(dòng)計(jì)計(jì)劃Summa