喜达屋酒店集团_-_向经理的成功过渡培训课程(ppt120)课件

欢迎参加 “向经理的成功过渡” 培训课程,上午8时17分,2,Exercise: Warm It Up! 练习：热身活动,Select one of the listed arguments 选择列表中的“争论”之一 Select someone you dont already know well 选择一个你不熟悉的学员搭档 Introduce yourself 介绍你自己 For one minute, convince the person of your argument 用一分钟的时间让对方信服你的“争论” 观点 Reverse roles 互换角色,PLG 1,上午8时17分,3,What is your most important responsibility as a manager? 作为经理，你最重要的职责是什么？ To produce results: The only way to do this is through the efforts of the people around you 为了完成目标：唯一的方法是调动你周围所有人的努力。 Interesting fact: 89% of supervisors and managers surveyed indicated that their least favorite management activity was “dealing with the performance of people” 有趣的事实发现：在对主管和经理的调查中，有89%的人认为他们最不喜欢进行的一项管理活动是：“处理员工表现”,Introduction 介绍,PLG 2,上午8时17分,4,Management is the process of accomplishing organizational objectives through Associates, teams and other supervisors and managers 管理是指通过员工，团队和其他主管、经理所有人一起来实现组织整体目标的过程。 Management is technique and process driven and can be learned by anyone able to follow a process 管理是一种技巧和努力过程，任何能够遵循这一过程的人都可以掌握。,Definition 定义,PLG 2,上午8时17分,5,To learn critical knowledge 来学习关键、重要的知识 To learn best practice skills and techniques 来学习最佳实践的技能和技巧 Practice the skills and techniques to a level of conscious competence 练习这些技能和技巧以达到一定的水平,Why Are We Here? 我们为什么来这儿？,PLG 2,上午8时17分,6,Main Objective Of Management 管理的主要目标,PLG 3,上午8时17分,7,PLG 3,Main Objective Of Management 管理的主要目标,上午8时17分,8,Managing is easy 管理很容易 When I become a supervisor, nothing will really change 当我成为经理后，不会真正改变什么 Once I get it, Ive got it 我一旦成为经理，我就会管理了 Management is about common sense 管理是一种常识 Management means maintenance 管理就是维护 People always try their best 员工总会全力以赴 One style fits all 一种风格适合所有状况 Supervisors/Managers must always be right 主管/经理应该永远是对的 Empowerment is the key to management 下放权力是管理的关键,Nine Myths Of Management 九个关于管理的误解,PLG 4-5,上午8时17分,9,Which Benefits Do You Want? 你想要什么样的好处？,Individually, read the following list of benefits and outcomes that can result from a successful transition 每位学员各自阅读列举的从一个成功的过渡中能够获得的好处和结果 Select the three most important to you 选择对你来说最重要的三点 As a table group, decide on three that you all agree on 坐在同一桌的小组，确定三个大家都同意的要点 Please be prepared to share these with the larger group 准备和其它小组交流,PLG 6,上午8时17分,10,When Can I Apply These Skills? 我什么时候可以运用这些技巧？,Individually, read the list of situations 每位学员各自阅读列举的不同状况 Select the top two situations you currently face 选择你目前最直接面对的两个状况 Please be prepared to share these with the larger group 准备和其它学员交流,PLG 6,上午8时17分,11,Individually, read the list of course objectives 每位学员各自阅读列举的本课程的目标 Select the top five that are most important to you选择对你来说最重要的五点 Please be prepared to share these with the larger group 准备和其它学员交流,What Will I Learn? 我将学到什么？,PLG 7,上午8时17分,12,Please read the directions and complete the exercise 请阅读提示并完成练习 Be prepared to share these with the larger group 准备和其它学员交流,What Is Your View? 你的看法是什么？,PLG 8,上午8时17分,13,PLG 9,Traditional 传统 Main role was to direct and control the way work was done by the people that reported to them 主要的角色是指挥和控制下属工作的方式,Today 当今 Successful managers are primarily driven by the roles of coach, leader, developer, mentor, and planner 成功的经理的主要角色是教练、引导者、开发者、导师和计划者,LM1 The Role Of A Manager 学习模块1 经理的角色,上午8时17分,14,Obtain a Manager JD for your function 获得你所在职能的经理的工作职责 Review the JD and highlight what you think are the key roles of a manager, especially those that are different from the role of a supervisor 仔细阅读工作职责并标示出你认为的经理的主要角色，特别是那些和主管不同的角色 Please be prepared to share these with the larger group 准备和其它学员交流,Main Roles Of A Manager 经理的主要角色,上午8时17分,15,Below is just a sample of some of the necessary competencies of a Great Manager. Which ones are most important for you? 以下只是一名卓越的经理应具备的一些能力要求的举例。哪些对你来说是最重要的？,Starwoods Leadership Success Profile 喜达屋的领导力成功档案,PLG 10,上午8时17分,16,Development Based On Career Turns 根据事业转折的发展,PLG ii,上午8时17分,17,This self-assessment will help you determine how much this workshop can help you enhance your effectiveness as a supervisor 该测评将帮助你确定本教程将在多大程度上提升你作为一名主管的综合能力。 There are no right or wrong answers 没有对或错的答案 Please be honest. Only you will see the results 请如实回答，只有你自己能看到测评结果。,Self-Assessment 自我测评,PLG 11-13,上午8时17分,18,Travel around the room and collect 4 pieces of great management advice from 3 different people 在教室内找到任意三名学员，从每名学员处收集4条卓越管理的建议 At the end you should have at least 12 tips from others 到最后你应当从其他人那里收集到至少12条建议,Exercise: Manager Scavenger Hunt 练习：经理清道夫狩猎,PLG 14,上午8时17分,19,Individually, read the situation. 每位学员各自阅读设定的场景。 As a table group, answer each question. 坐在同一桌的小组，回答每个问题。 Please be prepared to share your responses with the larger group. 准备和其它小组交流,Case Study: Jane Moves Up! 案例分析：简提升了！,PLG 15,上午8时17分,20,Pair up with another participant 和另外一名学员搭档 Arrange your chairs so that you are sitting directly behind each other, back-to-back 调整你的椅子，确保你和你的搭档直接背对背坐着 Review the card given to you by the facilitator 仔细阅读导师给你的卡片 Do not show or describe the image to your partner 不要给你的搭档看或向他/她描述你所看到的图片 Wait for further instruction 等待下一步的指示,Clay Charades 打哑谜,上午8时17分,21,Sender 发送者,Receiver 接收者,Visual,The sender has a purpose, an understanding of timeliness, and an understanding of timing 发送者有一个目的，有对及时和时机的理解。,The response and effect on the receiver is exactly as intended by the sender. It is predictable. 接收者的反应和对其产生的作用和发送者的计划完全一致。是可以预计的。,声音,言词,The sender selects the right media based on the simplicity and content of the message. 发送者根据简易程度和讯息内容选择适当的传递方式,A Perfect Communication Situation 一个完美的沟通场景,55%,7%,38%,LM2 The 3Vs Of Communication 学习模块2 - 沟通的3V,PLG 16-17,上午8时17分,22,Definition - 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 定义 积极聆听是集中精力，关注对方说的话，向对方示意你听到/明白他试图传递的讯息 。 Active listening uses verbal, vocal, and visual behaviors to demonstrate dynamic understanding with very little effort from the receiver 积极聆听并不费力，只需使用视觉、听觉和语言行为来展示动态理解积极聆听 。,Active Listening 积极聆听,PLG 19,上午8时17分,23,In your table group, read each statement and record your discussion 同一桌的小组，阅读每个陈述并记录你们的讨论 Please be prepared to share your thoughts with the larger group 准备和其它小组交流你们的想法,What Do You Think? 你觉得如何？,PLG 19,上午8时17分,24,Most of us have been told repeatedly that we ought to listen more 我们中的大部分人经常会被告知我们应当更多的来聆听 However, until you see value in such an activity, you will probably continue to act the way you always have 然而，这只会在你看到这么做的效果后，要不然你可能还是会继续以前的做法 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页上部列举了积极聆听的结果。哪些是你认为最重要的？,Why Should I Do It? 我为什么要这么做？,PLG 20,上午8时17分,25,Listen To Clearly Understand the Sender 聆听以确保完全理解讯息发送者,Prepare yourself for listening 做好准备进入聆听的状态 Create a positive listening situation 创造积极的聆听环境 Use active questioning techniques 使用积极的提问技巧 Use active paraphrasing techniques 使用积极的复述技巧 Use positive, non-evaluative verbal reinforcers (acknowledgement)使用积极的、非评估性的语言强调 （认可）,PLG 21-23,上午8时17分,26,Take notes 做记录 Use positive visual reinforcers 使用积极的视觉强调 Use parroting 重复 Use reflective phrases 使用反射式语言 Show the other person that you understand 向他人表示你的理解,Listen To Clearly Understand the Sender 聆听以确保完全理解讯息发送者,PLG 24-26,上午8时17分,27,Read the directions for each exercise and complete 阅读每个练习的提示并完成练习 Please be prepared to share your thoughts with the larger group 准备和其他学员交流你的想法,Do This, Try That! 做做这个，练练那个,PLG 27,上午8时17分,28,When the senders emotion is so strong or so clear that it doesnt need to be reflected 当说话人的情绪非常清楚 ，不需要再给他反射时 When the sender is not feeling uneasy (out-of-balance)当说话人感觉不自在、情绪化或失控时 When the sender needs information you have 当说话人要聆听者提供信息时 When the sender wants to stop sending 当说话人想停下来时 When a co-worker does not have the time to spend on a routine matter 当聆听方没有时间花费在重复发生的事件上时,When Is Active Listening Unnecessary? 什么时候积极聆听就不是特别必要？,PLG 28,上午8时17分,29,Knowledge 知识 Skills 技能 Core Beliefs 主要信念 Style Preference 风格趋向 Natural Capacity 天分 Desire 意愿 Consequences 结果 Clear Expectations 明确的期望 Opportunity/Practice 机会/实践 Communication 沟通 Work Systems 工作系统 Culture 文化 Feedback 反馈意见,LM3 The 13 Factors Of Human Performance 学习模块3 人类表现的13个要素,PLG 29,上午8时17分,30,People are the most variable input 人是最会发生变动的元素 Between 40% and 85% of total costs is salary 总成本的40至85是薪资 For the typical performer, discretionary output is around 55% 对于普通人，自行行事的结果差异大约是55 The average time to become “competent” is 6 months for most positions 对于大部分职位，达到“胜任”的程度的平均时间为6个月 Organizations spend 2%-5% of revenues on developing employees 组织结构在发展员工上的花费占总收入的2%-5% And, remember89% of supervisors/managers report disliking managing people issues 而且，记住 89的主管、经理不喜欢管理员工事项,Why Does This Matter? 为什么这个很重要？,PLG 30,上午8时17分,31,The percentage of companies indicating a problem in obtaining high performance from their work force: 发生员工表现差问题的公司的比率 Serious problem 很大问题 - Problem 有一些问题 - No Problem 没有问题 - Source: Closing the Human Performance Gap, The Conference Board, 1994.,43%,55%,2%,Is Low Performance A Problem? 表现差是不是一个问题？,PLG 30,上午8时17分,32,The Primary Causes Of Low Performance 表现差的主要原因,Source: Closing the Human Performance Gap, The Conference Board, 1994.,Poor or Insufficient Performance Feedback High Individual Stress Levels No Performance Standards Lack of Clear Individual Goals Reward Not Performance Based Poor Performance Rewarded No Career Planning Fear of Failure or Punishment Inability to Envision Successful Outcomes Lack of Poor Company-Sponsored Training Inability to Concentrate on Task at Hand Low Worker Self-Esteem Low Compensation,PLG 31,上午8时17分,33,Clearly understand performance expectations 明确理解对表现的期望 Do not short-cut needed steps 不走捷径 Do away with wasted steps 不做无用功 Use available information and documentation 使用现有的信息和文件 Possess a job aid that others dont 有他人没有的工作目标 Possess information/data that others dont 有他人没有的信息 Possess better tools than others 有他人没有的更好的工具 Have a different motive for performing 有不同的表现动力 Have an environmental factor that is different 有不同的环境因素 Receive different guidance and feedback 收到不同的指导和意见反馈 Receive different incentives 收到不同的奖励 They are generally optimistic and have high expectations 他们通常非常乐观并且有很高的期望 They adopt to change 他们接受改变 They show determination 他们有决心,Source: 10 year US Army Study,What Makes Exemplary Performers? 是什么促成模范表现？,PLG 32,上午8时17分,34,Knowledge 知识 Skills 技能 Core Beliefs 主要信念 Style Preference 风格趋向 Natural Capacity 天分 Desire 意愿,Six Individual Performance Factors 六个个人的表现要素,PLG 33,上午8时17分,35,Clear Expectations 明确的期望 Opportunity/Practice 机会/实践 Communication 沟通 Consequences 结果 Work Systems 工作系统 Culture 文化,Six Organization Performance Factors 六个组织表现要素,PLG 34-35,上午8时17分,36,What About Feedback? 那反馈呢？,Feedback - Effective, ongoing feedback is critical to maintaining the desired “system” of performance 反馈 有效的，持续的意见反馈是维持期望的表现“系统”的关键。,PLG 35-36,上午8时17分,37,Explain your intentions for giving the feedback 解释你给予反馈的用意 Accurately describe what you observed 精确的描述你所观察到的 Describe your reaction or the consequence of the behavior 描述你的反应或该表现的结果 Give the other person a chance to respond 给予对方机会解释 Propose some alternate behaviors 建议其它的表现方式 State your support for the other person 表示你对对方的支持,The Six Steps Of The Feedback Process 意见反馈过程的六大步骤,PLG 35-36,上午8时17分,38,In your table group, select two of the factors of performance. 在同一桌的一组，选择表现的两个要素。 Brainstorm a list of actions you as the supervisor can do to implement or deploy this factor. 采用集思广益的方式讨论：作为主管能采取的一系列方式来实施或展开这个要素 Please be prepared to share your responses with the larger group. 请准备和其他小组交流你们的答案,Do This, Try That! 做做这个，练练那个,PLG 36,上午8时17分,39,LM4 Desire 学习模型 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! 定义：意愿（态度）是决定我们在工作中投入多少努力、能力和热情 或者，我们到底做不做的主要因素。 With proper desire, performers 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. 有了适当的意愿，员工就对他们所从事的工作有兴趣、热情和动力，同时也能够更好的处理工作变动和压力的状况。,PLG 37,上午8时17分,40,What Are The Four Intrinsic Human Needs? 人的四大内在需求是什么？,Safety & Security 保安和安全 Belonging 归属感 Significance 价值感 Support 支持,PLG 37-38,上午8时17分,41,The Motivation Cube 原动力方块,Type I: Internal Tangible 内在有形的,Type II: External Tangible 外在有形的,Type III: Internal Intangible 内在无形的,Type IV: External Intangible 外在无形的,PLG 39,上午8时17分,42,Mini-Exercise: What Are They? 小练习：他们是哪一型？,Individually, consider the performers in your area 每位学员考虑各自部门内的员工 Fill in each name in the section of the matrix that you feel best indicates his or her motivators 根据你对他们的了解，在方块内相对应的位置填上他们的名字。,PLG 39,上午8时17分,43,The need to be heard by management 被管理层聆听 The need to be involved in decisions that directly affect them 参与到管理层的决定过程中，特别是和他们直接相关的 The need to feel a sense of significance and accomplishment in the work that they do 对他们的工作有价值感和成就感 The need to receive personal recognition from their superiors for jobs done well 在表现出色时，能够受到上司的肯定 The need for a clear vision and direction 有明确的宗旨和目标,The Work Needs Of Performers 员工的工作需求,PLG 40,上午8时17分,44,The need to learn new skills and be trained 学习新技能和接受培训 The need to know exactly what is expected of them and be given the direction to succeed 明确的工作期望和方向 The need to be disciplined in private, and only for reasons that they deserve 接受有因可循并且是非公开的处罚 The need to have their work be interesting, varied and challenging 希望他们的工作是有趣、不是一成不变和具有挑战性的 The need to belong 有归属感,The Work Needs Of Performers 员工的工作需求,PLG 40,上午8时17分,45,What Are The Six “Donts” Of Motivation? 什么是关于动力的六个“不可”？,Dont withhold important information from performers 不可向员工保留重要的信息 Dont direct performers to do something without establishing clear expectations 不可在未给予明确期望前指示员工做某事 Dont withhold delegating projects to your performers 不可向员工保留指派的计划任务 Dont allow people to fail because of things you forgot to inform them of 不可让员工因为你的疏忽而经历失败 Dont create unhealthy competition among performers 不可在员工中引起不健康的竞争 Dont drive your performers to show their maximum performance. Let them do it on their own 不可驱使你的员工到他们的表现极限。让他们自己去开展、表现。,PLG 43,上午8时17分,46,Exercise: Understand My Performers 练习：理解我的员工,Reflect on your past interactions with each performer 回想你在此之前和每位员工的接触 Consider any past techniques that you have used to increase the performers level of desire 考虑你曾经使用过的提高员工“意愿”的技巧 Next, consider some techniques that you believe would work with the performer 接下来，考虑你认为对员工会产生效果的技巧 Finally, 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，如果你不确定该做什么，确定你可以提的一个或两个问题以更好的了解你员工的原动力类型,PLG 43,上午8时17分,47,LM5 The Four Management Styles 学习模块5 管理风格,Style III: Directing 指导 Performer needs:员工需求 High Structure; Low Support 高结构；低支持,Style II: Inspiring 启发 Performer needs: 员工需求 Low Structure; High Support 低结构；高支持,Knowledge/Skill 知识/技能,Desire 愿望,Style I: Affecting 影响 Performer needs: 员工需求 High Structure; High Support 高结构；高支持,Style IV: Clarifying 澄清 Performer needs: 员工需求 Low Structure; Low Support 低结构；低支持,PLG 44-46,上午8时17分,48,Exercise: Which Style Works Best? 练习：哪种风格最有效？,Form into four groups. Each group visits one of the four style preferences 组成四个小组，每组讨论一种风格趋向 Brainstorm a list of behavioral examples for your style preference 采用集思广益的方式讨论该风格的行为案例 Then, list the performer needs that would be best served by this style 然后，列出最适合该风格的员工需求 Please be prepared to share your examples with the larger group 准备和其他小组交流你们的行为案例,PLG 47,上午8时17分,49,In your table group: 在你的小组内： Review the workshop material up to this point 复习在此之前的教材内容 Complete the listed questions on Section Knowledge Check 完成章节知识检测的问题 You have 10 minutes 你有10分钟的时间,Section Knowledge Check 阶段知识检查,PLG 48-49,上午8时17分,50,Exercise: Debrief And Action Planning 练习：小结和行动计划,Please review the course content up to this point 复习在此之前的教材内容 Then, answer the questions 然后，回答问题,PLG 50,上午8时17分,51,Manage Personal Performance 管理个人表现 Manage People Performance 管理员工表现 Manage Processes and Systems 管理过程和系统 Manage Participation and Teams 管理个人参与和团队 Manage Plans 管理计划,How Do I.Successfully Transition To Manager 我怎样向经理的成功过渡？,PLG 51,上午8时17分,52,A successful transition to manager requires the ability to shift from one style and set of behaviors to another. 向经理的成功过渡要求从一种风格和行为方式向另一种改变的能力。 Many managers with technical skills, intelligence, desire and ability to do the job perform poorly because they do not have the knowledge or skills necessary to be a manager. 很多本身具有专业技能、具有智力、工作愿望和能够完成本职工作的主管不胜任经理的工作是因为他们没有成为经理的必需的知识或技能。,EA1 Manage Personal Performance 关键行动1 管理个人表现,PLG 52,上午8时17分,53,Minimize the emotions and stress of the transition. 将过渡过程中的情绪和压力减少到最低 Clarify the expectations of all relevant stakeholders. 澄清所有相关人员的期望值 Minimize the most common problem experienced by new supervisors. 将新主管经常经历的问题减少到最低,Why Should I Do It? 我为什么要这么做？,PLG 52,上午8时17分,54,Take charge of the transition process 控制整个过渡过程 Clarify what is expected of you 澄清对你的期望值 Relate to performers 让员工参与 Relate to other stake holders 让其他同事参与 Obtain unit technical knowledge 获得专业知识 Control your emotions 控制你的情绪,How Do I Do It? 我该怎么做？,PLG 53-56,上午8时17分,55,Exercise your authority 锻炼你的权威 Follow the steps to become an expert 遵循成为专家的步骤 Create a positive environment 建立一个积极乐观的环境 Defend your performers 支持维护你的员工 Handle unit change 处理部门的变动,How Do I Do It? 我该怎么做？,PLG 56-58,上午8时17分,56,Individually, read the situation. 每位学员各自阅读给予的场景。 As a table group, answer each question. 在同一桌的一组，回答每个问题。 Please be prepared to share your responses with the larger group. 准备和其他小组交流你们的答案。,Case Study: Marks First Day 案例分析：马克的第一天,PLG 58,上午8时17分,57,Tips 建议,Divide the details 划分细节 Find out how you are doing 找出你做的怎样 Be patient 有耐心 Stand by your plan 遵从你的计划,Focusing on future positions 着眼于将来的职位 Breaking promises 不守诺言 Sugarcoating 美化装饰,Traps 陷阱,Tips & Traps 建议和陷阱,PLG 59,上午8时17分,58,Develop your individual plan for handling the transition to your new position as supervisor. 发展你个人从主管向新职位过渡的计划 Provide specific details and be illustrative. 提供详细的资料和说明 Try to make the plan as realistic as possible. 让你的计划尽量切合实际,Develop Your Transition P