基础管理技巧课程.ppt

1,基本管理技巧课程*BASICSUPERVISORYSKILLSPROGRAM,2,基本管理技巧课程大纲BASICSUPERVISORYSKILLSCOURSEOUTLINE,学习“管理者”的概念LEARINGABOUTTHECONCEPTOF“SUPERVISOR”.将马斯洛的需求理论应用于管理者的工作中APPLICATIONOFMASLOWSHIERARCHYOFNEEDSTOTHESUPERVISORSJOB.不能够激励人的管理行为SUPERVISORYBEHAVIORTHATDEMOTIVATESPEOPLE.能够激励人的管理行为SUPERVISORYBEHAVIORTHATMOTIVATESPEOPLE.情境领导风格SITUATIONALLEADERSHIPSTYLES.教练的过程THECOACHINGPROCESS.角色扮演ROLEPLAYING.,3,“管理者”的概念TheConceptof“Supervisor”,小组讨论Inyoursmallgroups,discuss管理者的工作是什么?WhatIsTheJobOfASupervisor?管理者的工作应该产生什么结果?WhatresultsShouldBeExceptedFromtheWorkOfASupervisor?小组内达成一致意见,选出一名发言人,陈述小组的意见.CometoConsensus,electaspokespersonfortheGrouptomakeyourGroupspresentation.,4,与人有关的问题ProblemsWithPeople写下你管理下属时遇到的最难解决的两个问题Writedownoneortwoofthemostdifficultproblemsyouhavehadwiththepeopleyousupervise,问题Problem#1问题Problem#2,5,第一级:基本生理需求吃、喝、睡、性LevelI:PhysiologicalNeedsFood,sex,drink,sleep.第二级:人身与财产安全的需求保护、秩序、组织、免于恐惧LevelII:SafetyandSecurityNeedsProtection,order,structure,freedomfromfear.第三级:社交与归属感的需求爱情、友情、关怀、交流、亲密感LevelIII:SocialandBelongingNeedsLove,friendship,affection,interaction,intimacy.,马斯洛的需求理论MaslowsHierarchyofNeeds,6,马斯洛的需求理论MaslowsHierarchyofNeeds,第四级：得到认可与取得成就的需求胜任、有用、能力、掌握、自尊LevelIV:RecognitionandAchievementNeedsCompetency,usefulness,ability,mastery,self-esteem.第五级：实现自我的需求个人的潜在能力得到开发,实现个人成长LevelV:SelfActualizationNeedsPersonalgrowthreachingonespotentialdevelopmentofnewskills.,7,马斯洛:“只有低一层次的需求得到了满足,高一层次的需求才会成为动力”“Onlywhenaneedissatisfied,canthenextlevelneedbecomeamotivator.”A.Maslow,8,每个人利用几分钟思考下列问题,然后与大家分享:我工作的动力是什么?WhydoIwork?我对公司有何期望?WhatdoIexpectfromcompany?公司对我有何期望?Whatshouldcompanyexpectfromme?,需求是员工的动力NeedsMotivatePeople,9,第四级需求怎么样?WhatAboutLevelIVNeeds?,我们生活在二十一世纪.Weareinthe21stCentury.我们的较低层次的需求,在发展中国家也已经得到满足.Ourlowerlevelneeds,evenindevelopingcountrieshavebeensatisfies,especiallyfortheworkforcethatweknow.因此，第四级需求成为我们的动力。第四级需求是什么?LevelIVneedsthen,becomethoseneedsthatmotivateus.WhatisLevelIV?,10,认可为什么如此重要?Whyisitimportant?认可是提升人的需求层次的方法之一第五级需求是你的最佳状态!RecognitionisonewaytoraiseapersonsneedstothenexthighestlevelLevelV-Beingthebestthatyoucanbe!自己认可自己的成就是否就足够了?Isitenoughformetorecognizemyownaccomplishments?,认可Recognition,11,讲述一次你曾经在学校、在家里、或在工作中得到认可的经历，你有何感受？Tellmeaboutatimewhenyouweregivenrecognitionatschool,athome,atwork.Howdiditmakeyoufeel?作为管理人员，我们可以采用哪些方式对下属表示认可？Whataresomeofthewayswe,assupervisors,canproviderecognitiontopeople?己所欲，施于人（身体力行，种瓜得瓜）Treatpeoplethewayyouwantthemtoact.,认可Recognition,12,小组讨论GroupDiscussion,哪些管理行为会打击你的工作积极性？Whatsupervisorybehaviordemotivatesyou?这些行为有哪些共同点？Whatdothesethingshaveincommon?这些行为让你产生什么感受？Howdoesitmakeyoufeel?,13,打击员工工作积极性的例子：ExamplesofwhatDemotivatespeople:,迷惘Confusion缺少信任Lackoftrust没人听取你的意见Notbeinglistenedto没时间解决问题Notimetosolveproblems,14,打击员工工作积极性的例子：ExamplesofwhatDemotivatespeople:,官僚的办公室政治Bureaucraticofficepolitics别人替你解决问题Someonesolvingproblemsforyou没时间处理更重大的事情Notimetoworkonbiggerissues不知道是否正获得成功Notknowingwhetheryouaresucceeding老板利用下属的观点给自己添光彩Abosstakingcreditforothersideas,15,打击员工工作积极性的例子：ExamplesofwhatDemotivatespeople:,做好工作所需的资源不够*Notenoughresourcestodothejobwell认为你没能力推动变革Believingthatyoucantmakeadifference工作简单到毫无意义的地步Ajobsimplifiedtothepointthatithasnomeaning对所有人都完全一样，好象他们是可以相互随便替换的零件Peopletreatedexactlythesame,likeinterchangeableparts,16,这些行为有哪些共同点？*Whatdothosethingshaveincommon?,自信Confidence信任Trust自尊Esteem控制Control,17,当你的工作积极性受到打击，你的感受是：Whenyouhavebeendemotivated,youfeellike:,你只是在为公司工作。Yourjobbelongstothecompany.你只是在照吩咐办事。Youarejustdoingwhateveryouaretold.你的工作实际并不重要。Yourjobdoesntreallymatter.你不知道你做的有多好。Youdontknowhowwellyouaredoing.,18,当你的工作积极性受到打击，你的感受是：Whenyouhavebeendemotivated,youfeellike:,你从来没有机会发表意见。*Youalwayshavetokeepyourmouthshut.你的工作和你这个人是两回事。Yourjobissomethingdifferentfromwhoyouare.你几乎或根本无法控制你的工作。YouhavelittleornocontroloveryourWork.,19,小组讨论和发言TeamDiscussion&Presentation,列举5种最能激励人的管理行为Listthetop5supervisorybehaviorsthatmotivatepeople.列举3种大多数管理者都做得不好的管理行为Listthetop3supervisorybehaviorsthatmostofthesupervisorsdontdowell.,20,激励人的例子：ExamplesofwhatMotivatespeople:,责任Responsibility信任Trust聆听Beinglistenedto团队Teams表扬Praise,21,激励人的例子：ExamplesofwhatMotivatespeople:,认同别人的观点Recognitionforideas了解自己对组织的重要所在Knowingwhyyoureimportanttotheorganization灵活控制Flexiblecontrols指令（清晰的结果、评估方式、目标）Direction(clearkeyresultareas,measurements,goals),22,激励人的例子：ExamplesofwhatMotivatespeople:,知识（技巧培训、信息、目标）Knowledge(skillstraining,information,goals)支持（批准、辅导、反馈、鼓励）Support(approval,coaching,feedback,encouragement)可用资源Resourcesreadilyavailable自上而下和自下而上的沟通Upwardanddownwardcommunications,23,激励人的步骤：StepsofMotivatingPeople:,维护员工的自尊Maintainpeoplesself-esteem2.带着同理心倾听并给予回应ListenandrespondwithEmpathy寻求帮助以解决问题（征求意见、建议和信息）达致激励的根源:Askforhelpinsolvingproblems(Seekideas,suggestions,andinformation)leadtotheSoulofMotivate:提供帮助而无需承担责任OfferHelpWithoutTakingResponsibility,24,领导风格LeadershipStyles,Hersey和Blanchard的情境领导*Hersey&BlanchardsSituationalApproachtoLeadingPeople命令型行为是DirectiveBehavioris:领导者处于单向沟通状态下，明确界定下属要承担的责任，清楚地告诉下属该做什么，在哪里做，怎么做，何时做，并密切监督下属的工作。Theextenttowhichtheleaderengagesinone-waycommunication,spellsoutthefollowersroleandclearlytellsthefollower(s)whattodo,wheretodo,howtodoit,whentodoit,andcloselysupervisesperformance.,25,领导风格LeadershipStyles,Hersey和Blanchard的情境领导Hersey&BlanchardsSituationalApproachtoLeadingPeople支持型行为是SupportiveBehavioris:领导者处于双向沟通的状态下，倾听、支持、鼓励、促进双方之间的交流、让下属参与决策。Theextenttowhichtheleaderengagesintwo-waycommunication,listens,providessupportandencouragement,facilitatesinteraction,andinvolvesthefollower(s)indecisionmaking.,26,四种领导风格*TheFourLeadershipStyles,SupportiveBehavior,支持型行为,(高High),(低Low),DirectiveBehavior,(高High),命令型行为,27,(S1)命令型Directing:多命令，少支持领导者给下属下达明确指令（作用与目标），并密切监督任务完成情况。Leaderprovidesspecificinstructions(rolesandgoals)forfollower(s)andcloselysupervisetaskaccomplishment.,四种领导风格TheFourLeadershipStyles,TheFourLeadershipStyles,SupportiveBehavior,支持型,(High),(Low),DirectiveBehavior,(High),命令型,28,命令型(S1)领导做什么?WhatDoesAS1LeaderDo?,确定问题所在Identifiesproblems设定目标并决定下属应承担的作用Setsgoalsanddefinesroles制定解决问题的行动计划Developsanactionplantosolveproblems控制决策Controlsdecisionmaking,29,命令型(S1)领导做什么?WhatDoesAS1LeaderDo?,下达明确指令Providesspecificdirections发起解决问题与制定决策Initiatesproblemsolvinganddecisionmaking宣布解决问题的方案与决策Announcessolutionsanddecisions对工作进行密切监督与评估Closelysupervisesandevaluateswork,30,(S2)教练型Coaching:多命令，多支持领导者解释其决定，并征求下属的意见，但仍继续指挥下属完成任务。Leaderexplainsdecisionsandsolicitssuggestionsfromfollower(s)butcontinuestodirecttaskaccomplishment.,四种领导风格TheFourLeadershipStyles,TheFourLeadershipStyles,SupportiveBehavior,支持型,(High),(Low),DirectiveBehavior,(High),命令型,PPG:,31,确定问题所在Identifiesproblems设定目标Setsgoals发现下属的进步并进行表扬Recognizesandpraisesprogress解释决策Explainsdecisions征求意见Solicitsideas听取别人的观点、意见和感受后制定最后决策Makesfinaldecisionsafterhearingpersonsideas,opinionsandfeelings继续指挥工作Continuestodirectwork对工作进行评估Evaluateswork,教练型(S2)领导做什么?WhatDoesAS2LeaderDo?,32,(S3)支持型Supporting:多支持，少命令领导者与下属共同制定决策，并支持下属为完成任务而付出的努力。Leadermakesdecisionstogetherwiththefollower(s)andsupportseffortstowardtaskaccomplishment.,四种领导风格TheFourLeadershipStyles,TheFourLeadershipStyles,SupportiveBehavior,支持型,(High),(Low),DirectiveBehavior,(High),命令型,33,让下属参与找出问题和设定目标的工作Involvesfollowerinidentifyingproblemsandsettinggoals让下属首先决定要如何完成任务或如何解决问题Letfollowertaketheleadindefininghowtaskistobedoneorproblemistobesolved依下属的要求提供保证、支持、资源和意见Providesassuranceandsupport,resources,andideasifrequested,支持型(S3)领导做什么?WhatDoesAS3LeaderDo?,34,与下属分担解决问题和制定决策的责任Sharesresponsibilitywithfollowerforproblemsolvinganddecisionmaking听取下属意见并协助其解决问题和制定决策Listensandfacilitatesproblemsolvinganddecisionmakingbyfollower与下属本人一起对其工作进行评估Evaluatesfollowersworkwithfollower,支持型(S3)领导做什么?WhatDoesAS3LeaderDo?,35,(S4)授权型Delegating:少命令，少支持领导者将决策权和实施决策的责任都交给下属Leaderturnsoverdecisionsandresponsibilityforimplementationtofollower(s).,四种领导风格TheFourLeadershipStyles,TheFourLeadershipStyles,SupportiveBehavior,支持型,(High),(Low),DirectiveBehavior,(High),命令型,36,与下属共同明确问题所在Jointlydefinesproblemswithfollower与下属共同设定目标Collaborateswithfollowerinsettinggoals让下属制定行动方案，并就解决问题或完成任务的方法、时间和合作人制定决策Letsfollowerdevelopactionplanandcontroldecisionmakingabouthow,whenandwithwhomtheproblemshouldbesolvedorthetaskdone,授权型(S4)领导做什么?WhatDoesAS4LeaderDo?,37,接受下属的决定Acceptsfollowersdecisions对下属的业绩只是定期进行评估Evaluatesperformanceonlyperiodically让下属承担责任并享受荣誉Letsfollowertakeresponsibilityandcredit,授权型(S4)领导做什么?WhatDoesAS4LeaderDo?,38,你为什么不决定?Whydontyoudecide?如果你与我交换看法，会有助于我们作出决定Ifyoubounceyourideasoffme,itwillhelpustodecide.,确定决策风格IdentifyingDecisionMakingStyles,39,我们就这么做Welldoitthisway.把你的想法告诉我，然后我来作决定Givemeyourideas.ThenIlldecide.,确定决策风格IdentifyingDecisionMakingStyles,40,采用各种不同类型领导风格的能力Theabilitytouseavarietyofleadershipstyles,灵活多样Flexibility/Versatility,41,了解形势或任务Understandthesituationortask确定你的下属相对于该形势或任务的发展水平Determineyoursubordinatesdevelopmentlevelforthatsituationortask能力水平CompetenceLevel低b.一定c.中等至高D.高a.Lowb.Somec.ModeratetoHighD.High决心水平CommitmentLevel高b.低c.不定的D.高a.Highb.Lowc.VariableD.High,诊断Diagnosing,42,确定你的领导风格Determineyourleadershipstyle命令型Directing教练型Coaching支持型Supporting授权型Delegating,诊断Diagnosing,43,确定领导风格DeterminingLeadershipStyle,CommitmentLevel,CompetenceLevel,44,领导风格LeadershipStyle,你的领导风格不是自己眼中的你,而是别人眼中的你Yourleadershipstyleishowothersseeyou,notasyouseeyourself.请完成下面的自测练习，并在小组内讨论，然后向全班讲述典型案例或有争议的案例Pleasefinishfollowingself-assessmentworkanddiscusswithinyoursmallgroup.Thenreportthetypicalorconfusedexamplestotheclass.,45,在工作中观察领导风格ObservingLeadershipStylesOntheJob,观察你老板的领导风格ObservingYourBosssLeadershipStyle在一次你与老板的交流过程中，确定他或她对你采用的领导风格属于哪种类型。结果业绩是否得到提高并且你个人也很满意?Duringaninteractionwithyourboss,identifywhatleadershipstyleheorsheuseswithyou.Diditresultinincreasedperformanceandsatisfactiononyourpart?,46,在工作中观察领导风格ObservingLeadershipStylesOntheJob,观察你自己的领导风格ObservingYourOwnLeadershipStyle在一次你与下属的交流过程中对你自己进行观察。写下那名下属的姓名，描述当时的任务。你当时采用了哪种类型的领导风格？有效吗？你认为你当时的领导风格对该下属的业绩及其个人满足感有积极的作用吗？Observeyourselfduringaninteractionwithanemployee.Nametheemployeeanddescribethetask.Whatleadershipstyledidyouuse?Wasiteffective?Doyouthinkithadapositiveeffectonthepersonsperformanceandsatisfaction?,47,命令型Directing姓名Person原因Reason姓名Person原因Reason,在工作中观察领导风格ObservingLeadershipStylesOntheJob,你针对不同的下属采用的领导风格YourUseoftheStylesWithDifferentEmployees在下面的空白处，写下你采用不同的领导风格对待的员工的姓名，并解释为什么对其采用该种领导风格Inthespacesthatfollow,nametheemployeeswithwhomyouusedeachofthefourleadershipstyles.Explainwhyyouusedthatstylewiththatperson.,48,教练型Coaching姓名Person原因Reason支持型Supporting姓名Person原因Reason授权型Delegating姓名Person原因Reason,在工作中观察领导风格ObservingLeadershipStylesOntheJob,你针对不同的下属采用的领导风格YourUseoftheStylesWithDifferentEmployees,49,教练Coaching,目的/益处/兴趣*Purpose/Benefit/Interest征求对方的意见*SolicittheOtherPersonsViewpoint表达自己的观点*PresentYourOwnViewpoint带着同理心倾听和反应*ListenAndRespondwithEmpathy得出最后解决方案*CometoaFinalResolution,教练五步曲TheFiveStepCoachingProcess,50,目的/益处/兴趣Purpose/Benefit/Interest清楚地说明会谈或讨论的目的Clearlystatethepurposeofthemeetingordiscussion.清晰阐述对方将如何从讨论中获益Clearlystatehowtheotherpersonwillbenefitfromthediscussion.阐明你本人作为主管将如何从讨论中获益Statehowyou,asthesupervisor,willbenefitfromthediscussion.确认对方有兴趣进行讨论或会谈*Getcommitmentfromtheotherpersonthatthereisaninterestinhavingthediscussionormeeting.,教练Coaching,51,征求对方的意见SolicittheOtherPersonsViewpoint告诉对方你认为他的观点很重要，并告诉他你为什么这样认为Tellhimthatyouthinkhisideasareimportantandwhy.征求对方的意见何故？何地？何时？做什么？怎么做？Asktheworkerforhisideas.Why?Where?When?What?How?逐一总结对方的观点Summarizetheotherpersonspointsonebyone.再次总结主要观点*Summarizeagainthemainideas.,教练Coaching,52,表达自己的观点PresentYourOwnViewpoint每次表达一个观点Onepointatatime.表达清晰，并有说服力Speakclearlyandwithconviction.说明你的观点与他人的不同之处Pointoutwhereyourideasdifferfromtheotherpersons.总结*Summarize.,教练Coaching,53,带着同理心倾听和反应ListenAndRespondwithEmpathy注视对方的眼睛Lookatthepersonintheeyes.注意对方讲述的内容Payattentiontowhatheissaying.运用脸部表情Usefacialexpressions.理解对方的观点Understandtheotherpersonsviewpoint.理解不等于同意*Understandingdoesnotmeanagreement.,教练Coaching,54,得出最后解决方案CometoaFinalResolution总结与同意Summarize&Agree友好结束会谈PartFriends双赢*Win/Win,教练Coaching,55,赵先生是你部门的程序控制员，值班时被发现在控制室睡觉，程序运行完全正常，在他睡觉时没发生任何事故，赵先生不明白错在哪里。作为他的直接上司，你如何处理此事?,角色扮演练习RolePlayingExercises,Mr.Zhao,aprocesscontrollerinyourdepartment,hasbeenfoundsleepinginthecontrolroomwhileonshift.Youarehissupervisor.Everythingintheprocessisrunningsmoothly.Mr.Zhaodoesntunderstandwhythisiswrongnothinghappenedwhilehewassleeping.Howdoyouhandle?,56,钱先生是你公司的保安人员，值班时被发现在保安室睡觉，公司治安状况完全正常，在他睡觉时没发生任何事故，钱先生不明白错在哪里。作为他的直接上司，你如何处理此事?,角色扮演练习RolePlayingExercises,Mr.Qian,aSecurityGuardinyourcompany,hasbeenfoundsleepingintheSecurityroomwhileonshift.Youarehissupervisor.Thesecuritysituationofthecompanythenwasasnormalasusual.Mr.Qiandoesntunderstandwhythisiswrongnothinghappenedwhilehewassleeping.Howdoyouhandle?,57,李先生是仓储部的工人。你要求他清理一摊漏油，他列出几个不能做这个工作的理由。这摊漏油会对安全造成威胁，应立即处理。你如何处理此事？,角色扮演练习RolePlayingExercises,Mr.Liisaworkerinthewareroom.Youhaveaskedhimtocleanupanoilspill.Hehasseveralreasonswhyhecannotdothisjob.Theoilspillisasafetyhazardandshouldbetakencareofimmediately.Whatdoyoudo?,58,林小姐是人事部文员，被安排去做一项非常困难的工作。她非常努力地工作，但并未得到你预期的结果。你如何处理此事？,角色扮演练习RolePlayingExercises,MsLinisaclerkinthepersonneldepartment.Shewasassignedaverydifficultproject.Sheworkedveryhardbuttheresultwasnotuptoyourexpectations.Whatdoyoudo?,59,林小姐是客户服务部文员，被安排去做5家大客户的服务工作。作为她的上司，你以前也做过客户服务文员的工作。最近，林小姐向你抱怨自己工作非常努力，但工作量太大，因而觉得很辛苦。你如何处理此事？,角色扮演练习RolePlayingExercises,MsLinisaclerkinthecustomerservicedepartment.Shewasassignedtoserve5keycustomers.Beinghersupervisor,youdidthesamejobbefore.RecentlyMsLincomplainedtoyouthatshehasworkedhard,butduetotheexcessiveworkload,shefeltverytired.Whatdoyoudo?,60,朱女士是会计部文员，就要生小孩了，但是她的身体一直不大好，尤其是在上午的时候。最近两周，她已经迟到了六次，还缺勤一次。这个月要结帐，下周是最后一周，对会计部至关重要，你如何处理此事？,角色扮演练习RolePlayingExercises,MadameZhuisaclerkintheaccountingdepartment.Sheissoontobeamotherbutherhealthhasnotbeensogood,especiallyinthemorning.Shehasbeenlateforworksixtimesinthelasttwoweeksandwasabsentonce.Nextweekisendofthemonthclosingofthebooks,acriticaltimeintheaccountingdepartment.Whatdoyoudo?,61,吴先生是综合维修部的工人。他加入公司之前做木匠工作，你已经几次发现他在制箱车间指导新工人如何使用锤子，而他的本职工作是在熔窑部从事一项重要的清洁工作。你如何处理此事？,角色扮演练习RolePlayingExercises,Mr.Wuisageneralmaintenanceworker,beforehecametothecompany,hewasacarpenter.Severaltimesyouhavefoundhimintheboxshopinstructingnewworkersonhowtouseahammer.Hewassupposedtobeworkinginthetankareaonaimportantclean-upproject.Whatdoyoudo?,62,仓储部的玻璃包装员刘小姐没戴防护眼镜。你是仓储部经理助理，已经发现她三次没戴防护眼镜了。刘小姐认为戴防护眼镜让她看起来很滑稽。你如何处理此事？,角色扮演练习RolePlayingExercises,MsLiu,aglasspackerinthewareroom,isnotwearingherglasses.Youareassistantwareroommanager.Youhavecaughtherthreetimeswithoutherglasses.MissLiuthinksthatglassesmakeherlookfunny.Whatdoyoudo?,63,1.培训下属TrainYourStaff定期进行书面考核ProvideWrittenEvaluationsonaRegularBasis让你的员工了解公司信息KeepYourPeopleInformed4.勇于承认自己犯的错误AdmitYourMistakes了解你的产品和服务KnowYourProductsandServices工作中不牵涉自己的私生活KeepYourPersonalLifeOutoftheWorkplace认真对待每一个问题TreatEveryQuestionasaConcern了解实时状况KnowWhatsGoingOn,实用的管理方法PracticalMethodsforSupervisors,64,培训下属TRAINYOURSTAFF积极与下属分享你的知识Begenerouswithyourknowledge.与下属分享你的丰富工作经验Shareyourbroaderworkexperience.鼓励他们向专业化方向发展Encouragethemtogrowprofessionally.,实用的管理方法PracticalMethodsforSupervisors,65,定期进行书面考核PROVIDEWRITTENEVALUATIONONAREGULARBASIS口头反馈固然好，但仍需定期进行书面考核。Oralfeedbackisgoodbutschedulewrittenevaluationsregularly.应该让下属对考核持期待与接受的心态。Evaluationsshouldbeexpectedandaccepted.你应该以工作目标或职位说明为依据进行业绩评估。Baseonyourcommentsonperformanceusinggoalsorjobdescripti