欢迎参加成功成长为一名主管之培训ppt课件

1、Welcome to Successful Transition to Supervisor 欢迎参与胜利生长为一名主管之培训.Warm It Up!热身活动Select one of the listed “arguments 选择一个罗列的“观念Select someone you dont already know well 选择一位他不太熟习的学员Introduce yourself 引见他本人For one minute, “convince the person of your “argument 在一分钟内，让对方服气他的“观念Reverse roles 互换角色PLG 1 .W

2、hat is your most important responsibility as a supervisor? 做为一名主管，他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 要产生结果：经过他周围人的共同努力是独一途径Interesting fact: 89% of supervisors and managers surveyed indicated that their least favorite management act

3、ivity was “dealing with the performance of people 有趣的现实：调查阐明，89%的主管和经理最不喜欢的管理活动是“处置人的任务表现PLG 2 Introduction 引见.Definition: Management is the process of accomplishing organizational objectives through Associates, teams and other supervisors/managers定义：管理是在员工、团队和主管/经理的共同努力下达成组织目的的过程Management is techn

4、ique and process driven and can be learned by anyone able to follow a process管理是一项技艺和推进的程序，任何能遵照一定程序的人都能来学习这项技艺PLG 2 Introduction 引见.Minimal 最小限制 Standard 规范 Exemplary 模范典型Degree of Competence 才干的程度# of Associates员工PLG 3 Main Objective of Management管理的主要目的.Minimal 最小限制 Standard 规范 Exemplary 模范典型Degr

5、ee of Competence 才干的程度# of Associates员工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 当我成为一名主管后将没有什么本质性变化，一切照旧Once I get it, Ive got it 我得到了职位，就自然掌握了Management is about common sense 管理是有关常识Management means maintenance 管理就是维持现状Pe

6、ople always try their best 人总是会尽其所能One style fits all 一种方式可以适用一切的情况Supervisors/Managers must always be right 主管/经理永远是正确的Empowerment is the key to management 授权是管理的关键PLG 4-5 Nine Myths of Management管理的九个神话.Individually, read the following list of benefits and outcomes that can result from a successfu

7、l transition每个人阅读胜利成为主管后会获得的收益及结果Select the three most important to you选择他以为最重要三项收益As a table group, decide on three that you all agree on分组讨论他们一致以为的三项收益Please be prepared to share these with the larger group 预备与各组分享讨论结果PLG 6 Which Benefits Do I Want?我想获得哪些收益？.Individually, read the list of situatio

8、ns 阅读所列任务场景Select the top two situations you currently face 选择二个目前他任务中正面临的问题Please be prepared to share these with the larger group预备与其它小组分享他的选择PLG 6 When Can I Apply These Skills?我什么时候可以运用这些技艺？.Individually, read the list of course objectives 阅读课程目的Select the top three that are most important to yo

9、u 选择他以为最重要的三个目的As a table group, decide on three that you all agree on 与小组成员讨论小组以为最重要的三个目的Please be prepared to share these with the larger group 预备与其它小组分享讨论结果 PLG 7 What Will I Learn?我将学习什么内容？. (Can be Taylor made)Session Time 课程时间: 8:30- 5:30Breaks and Rest Rooms 课间休憩Cell Phones and Pagers 手机和拷机Ro

10、om Temperature 房间室温Class Agreements 课堂共识Ground Rules and Housekeeping上课规那么.Please read the directions and complete the exercise 请阅读指南并完成练习Be prepared to share these with the larger group 预备与其它小组分享PLG 8 What Is Your View?他看到了什么？.80% Directing and Maintaining指点和维持原状5% Strategy 战略15% Coaching, Developi

11、ng, Supporting, Building辅导，开展，支持和培育20% Strategy战略60% Coaching, Developing, Supporting, Building辅导，开展，支持和培育20% Directing and Maintaining指点和维持原状Traditional传统21st Century21世纪Traditional 传统Main role was to direct and control the way work was done by the people that reported to them主要职责是指挥和控制其下属的任务方式Toda

12、y 今天Successful managers are primarily driven by the roles of coach, leader, developer, mentor, and planner胜利的管理者的主要角色是辅导者、指点、培育者、导师和方案者PLG 9 LM 1 - The Role of a Supervisor主管的职责.(Taylor made)Obtain a Supervisor JD for your function 拿一份相关职务的岗位职责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回想岗位职责，找出他以为主管的主要职责，特别是他以为与员工明显不同的职责Please be prepared to share these with the larger group预备与其它小组分享他的想法Main Roles of a Supervisor主管的主要职责.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.下面是一位胜利的主管所必需具备的一些指点要素哪个对他最重要？提高个人任务效能诚信行事有效沟通展现自信合理决策确立团队的任务重点建立关系广开言路鼓励团队协作促进团队多元化建立竞争优势从大处规划知晓财务推进业务成果提高提倡以客户为中心培育创新指点建立注重优良表现的文化表现出优良的指点才干行事得力激发与鼓

17、舞他人敢于担任指点大家求得个人生长吸引、培育和留住人才令人信任以身作那么支持有组织的学习指点变革和创新发明鼓励变革的气氛推进继续改良擅长发扬技术的作用交流好的阅历PLG 10 -1喜达屋指点力胜利要素.Development based on Career Turns基于事业“拐点的个人开展Associate (Independent Contributor)员工独立任务者Supervisor(Manage Small Team)主管管理小团队Turn 1拐点1Manager(Manage Supervisors)经理管理主管Turn 2拐点2EXCOM(Manage Functions)行政

18、管理委员会管理各大部门Turn 3拐点3GM(Manage Property)总经理 管理酒店Turn 4拐点4PLG i .This self-assessment will help you determine how much this workshop can help you enhance your effectiveness as a supervisor这个自我评价将协助他了解本课程对他的主管技艺之提高可以发扬多少效能There are no right or wrong answers这里没有正确或错误答案Please be honest. Only you will see

19、 the results请老实回答，只需他能看到答案PLG 11-12 Self-Assessment自我评价.Travel around the room and collect 4 pieces of great management advice from 4 different people在教室内从其它四位不同的学员那里每位得到四个关于杰出管理的建议At the end you should have 16 tips from others活动终了后他应搜集到共16个建议PLG 13 Supervisor Scavenger Hunt主管技艺建议搜索.Individually, re

20、ad the situation.单独阅读案例As a table group, answer each question.与小组成员一同回答每个问题Please be prepared to share your responses with the larger group. 预备与各小组一同分享他的答案PLG 14 Case Study: Jane Moves Up!案例分析：简的事业开展.Pair up with another participant与一位学员组成小组Arrange your chairs so that you are sitting directly behind

21、 each other, back-to-back 调整他的座位与他的组员背靠背的坐Review the card given to you by the facilitator 仔细察看训导师给他的卡片Do not show or describe the image to your partner 不要给他人看卡片或向他的同伴描画他看到的Wait for further instruction 等待训导师的下一步指示Clay Charades 猜谜.Sender 说话人Receiver 听话人Visual 视觉The sender has a purpose, an understandi

22、ng of timeliness, and an understanding of timing说话人的目的是获得听话人适时的了解The response and effect on the receiver is exactly as intended by the sender. It is predictable.听话人的反响和回应正是说话人想要到达的目的，这种反响是可以预见的Vocal 声音Verbal 措辞The sender selects the right media based on the simplicity and content of the message. 说话人

23、基于简单的原那么和信息的内容选择适当的媒介A Perfect Communication Situation 一个完善的交流场景55%7%38%PLG 15-16 LM 2 - The 3Vs of Communication三V沟通方式.Sender 说话人Receiver 听话人Visual 视觉The sender has a purpose, an understanding of timeliness, and an understanding of timing说话人的目的是让听话人可以适时的听懂 他的话The effect on the receiver is uncertain

24、. The response is unpredictable.听话人的听话效果不明确，因此做出地反响是不可预见的Vocal 声音Verbal 措辞Here, noise interferes with the intended message. The message is diluted and imperfect.在这里噪音干扰着信息的传送，使得信息被减弱且不完善An Imperfect Communication 一个不完善的交流场景Noise 干扰要素PLG 15-16 LM 2 - The 3Vs of Communication三V沟通方式.Preconceived ideas,

25、 bias, prejudices or mental models 成见，偏好，偏见或客观方式Physical environment 物质环境Low self-esteem, acceptance, or confidence of either the sender or receiver说话人或听话人的自尊心、自自信心、接受力较低Different communication or learning styles between the sender and receiver 说话人或听话人交流方式的不同或学习方式不同Natural aptitude to understand or

26、process information 对信息的了解或消化过程中的自然倾向The skill level of the message sender 信息送传送人的技巧程度The skill level of the receiver 听话人的信息接受技巧 Low interest in the message 对信息的兴趣程度不高PLG 17 Causes of “Noise引起“干扰的要素.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定义 积极的倾听就是把他一切的留意力集中在倾听说话人说了什么，然后向说话人阐明他听到了并明白他/她所传送的信息Active listening uses verbal, vocal, and visual behaviors to demonstrate dynamic understanding with very little effort from the receiver积极的倾听是以措辞、音调和视觉上的行为来表达对说话人话语的

28、动态了解，而不需求听话人破费什么精神PLG 18 Active Listening 积极的倾听.In your table group, read each statement and record your discussion 与小组成员一同阅读每段话并记录讨论结果Please be prepared to share your thoughts with the larger group预备与其它小组一同分享他们讨论结果PLG 18 What Do You Think?他的想法是怎样的？.Most of us have been told repeatedly that we ought

29、 to listen more 不断有人通知我们要多听However, until you see value in such an activity, you will probably continue to act the way you always have 除非他确实从该活动中看到了它的价值所在，否那么他能够仍将按他习惯的方式行事Some of the outcomes of good listening are listed at the top of page 19. Which ones are most important to you? 有效的倾听技巧所得到的一些成果列在

30、第19页的前部。对他来说哪些成果最为重要？PLG 19 Why Should I Do It?我为什么要这么做？ .Because we can process information much faster than the sender can send it, good listeners influence communication challenges to improve communication 由于我们接受信息的速度要比说话人传送信息的速度快，一个优秀的听话人经过影响交流的挑战来改良交流Read through the 9 habits at the bottom of t

31、he page and select the ones you need to work on阅读九个习惯的资料，选择他需求改良的方面PLG 19 Nine Habits of Active Listening积极倾听的九个习惯.Prepare yourself for listening 预备好倾听Create a positive listening situation 建立一个积极倾听的场所Use active questioning techniques 运用积极提问的技巧Use active paraphrasing techniques 运用积极意译重述信息的技巧Use posit

32、ive, non-evaluative verbal reinforcers 运用积极且非评价的言语强调关键词Take notes 做记录Use positive visual reinforcers 运用积极的视觉言语Use parroting 运用反复技巧Use reflective phrases 运用沉思熟虑的言语Show the other person that you understand 向他人表示他了解他的话PLG 20-25 Listen to Clearly Understand the Sender仔细倾听以完全了解发送人的信息.Read the directions

33、for each exercise and complete 阅读每一个练习的导言并完成练习Please be prepared to share your thoughts with the larger group预备与其它小组一同分享他的想法PLG 26Do This, Try That运用和尝试！.When the senders emotion is so strong or so clear that it doesnt need to be reflected 当说话人的感情非常剧烈或明确表达出他的信息而不需求反复时When the sender is not feeling u

34、neasy (out-of-balance) 当说话的人觉得不自在失去平衡时When the sender needs information you have 当说话的人需求他的信息时When the sender wants to stop sending 当说话人想停顿传送信息时When a co-worker does not have the time to spend on a routine matter 当一位同事没有时间处置例行公事时PLG 27 When Is Active Listening Unnecessary?什么时候不需求积极倾听.Knowledge 知识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 结果Clear Expectations 明确的预期Opportunity/Practice时机/锻炼Communication 沟通Work Systems 任务系统Culture 文化Feedback 反响PLG 28LM 3 The 13 Factors of Human Performance 影响个人表现的13个要素.People are the most variable input人是最易变动的要素Betwee

36、n 40% and 85% of total costs is salary整个本钱中工资占到到了40%到85%For the typical performer, discretionary output is around 55%一个典型的任务表现者，机动的产出到达55%The average time to become “competent is 6 months for most positions大多数的职位要到达胜任的程度所需时间平均为6个月Organizations spend 2%-5% of revenues on developing employees公司将收入的2%到

37、5%运用到培育员工And, remember89% of supervisors/ managers report disliking managing people issues 记住89%的主管或经理阐明不喜欢管理与人有关的事务PLG 29Why Does This Matter?为什么重要？.The percentage of companies indicating a problem in obtaining high performance from their work force:以下数据显示的是在获取其员工较高任务表现方面遇到问题的公司的比例 Serious problem

38、严重问题 - Problem 问题- No Problem 没有问题- Source: Closing the Human Performance Gap, The Conference Board, 1994.43% 55%2%PLG 29Is Low Performance a Problem?任务表现低下是一个问题吗?.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.任务表现反响不佳或不够个人任务压力太大 没有任务表现的规范缺乏明确的个人目的奖励与任务表现无关任务表现奖励很差没有事业开展方案害怕失败或受惩罚不能展望胜利的结果公司举行的培训少或差不能关注正在进展的义务员工自尊心差酬劳低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导致任务表现不佳的主要要素.Clearly understand performance expectations清楚地了解任务表现的期望Do not short-cut needed steps 不会缩短所需步骤Do away with wasted steps 防止浪费的步骤Use available information and documentation 运用可以获得的信息和文件Possess a job aid that others dont 拥有他人没有的任务上的支持Possess information/data that others d

42、ont 拥有他人没有的信息/数据Possess better tools than others 拥有比他人更好的工具Have a different motive for performing 有不同的驱动力支持优秀的任务表现Have an environmental factor that is different 具备不同的环境要素 Receive different guidance and feedback 得到不同指点和反响Receive different incentives 得到不同的鼓励方式They are generally optimistic and have hig

43、h expectations他们大体上很乐观并有较高的期望They adopt to change 他们运用变化They show determination 他们坚决果断Source: 10 year US Army Study PLG 31 What Makes Exemplary Performers?一位优秀 任务表现者的规范Source: 10 year US Army Study .Knowledge 知识Skills 技艺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个人任务表现的6个影响要素.Clear Expectations 明确的期望Opportunity/Practice 时机/锻炼Communication 沟通Consequences 结果Work Systems 任务系统Culture 文化PLG 33-34Six Organization Performance Factors公司对任务表现的6个影响要素.Feedback 反响:Effective, ongoing feedback is critical to maintaining the desired “system of

45、performance有效的继续反响对坚持所期望的任务表现“系统非常重要 PLG 34What About Feedback?什么是反响?.Explain your intentions for giving the feedback 解释他提出反响意见的意图Accurately describe what you observed 准确描画他察看到的内容Describe your reaction or the consequence of the behavior 描画他的反响或行为的结果Give the other person a chance to respond 给他人回应的时机P

46、ropose some alternate behaviors 建议其它可行的言行举止State your support for the other person 阐明他对他人的支持The Six Steps of the Feedback Process反响程序的6个步骤PLG 34-35.In your table group, select two of the factors of performance. 与小组成员一同选择两个任务表现的影响要素Brainstorm a list of actions you as the supervisor can do to implemen

47、t or deploy this factor. 与小组成员一同讨论并列出作为一名主管可以实施或发扬这些要素的行动方案Please be prepared to share your responses with the larger group. 预备与其它小组分享他们的讨论结果PLG 35Do This, Try That运用和尝试!.In your table group 与小组成员一同:Review the workshop material up to this point 复习之前学习的课程内容Complete the listed questions on Section Kno

48、wledge Check完成阶段知识要点练习的标题You have 10 minutes 他有10分钟的时间PLG 36-37Section Knowledge Check阶段知识要点练习.Review and answer the listed questions复习并回答所列问题PLG 38Debrief & Action Planning汇总& 制定行动方案.Manage Personal Performance管理个人的任务表现Manage People Performance管理员工的任务表现PLG 39How to.Successfully Transition to Superv

49、isor如何胜利生长为一名主管.A successful transition to supervisor requires the ability to shift from one style and set of behaviors to another (Associate supervisor)胜利的生长成为一名主管要求该员工具备从一种任务方式和相应的任务行为改动到别一种方式和行为，即从员工到主管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许多主管拥有专业技艺、智慧、愿望和才干，可任务表现却不佳，其主要缘由是他们没有一个主管所必需的知识或技艺PLG 40EA 1 Manage Personal Performance管理个人任务表现.Minimize the emotions and stress of the transition. 在转变过程中把心情和压力控制到最小的程度Clarify the expectations of all relevant stak

51、eholders.明确各个利益相关者的期望 Minimize the most common problem experienced by new supervisors.尽能够把新主管所遇到的常见问题降低到最低的程度 PLG 40Why Should I Do It?为什么要这么做?.Take charge of the transition process 掌控转变的过程Clarify what your new boss expects of you 明确他的新上司对他的期望Relate to Associates 与员工有关的Relate to other stake holders

52、与其他利益相关者有关的Control your emotions 控制他的心情Exercise your authority 锻炼他的权威Obtain unit technical knowledge 本部门专业知识Create a positive environment 建立一个积极的任务环境Defend your Associates 为他的员工辩护Handle unit change 处置任务岗位的变化PLG 41-45How Do I Do It? 我该怎样做?.Individually, read the situation. 独立阅读案例As a table group, ans

53、wer each question. 与小组成员一同回答每个问题Please be prepared to share your responses with the larger group. 预备与其它小组分享他们的答案PLG 46Case Study: Marks First Day案例分析:马克的第一天.Develop your individual plan for handling the transition to your new position as supervisor. 拓展他的个人生长方案，协助他顺应新的职务生长成为一名合格的主管Provide specific de

54、tails and be illustrative. 提供详细细节和详细分析Try to make the plan as realistic as possible.尽能够使方案更具现实性PLG 47 Develop Your Transition Plan拓展他的生长方案.Tips建议 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 言而无信Sug

55、arcoating 糖衣炮弹Traps误区PLG 48Tips & Traps 建议和误区.Human performance must be viewed not as a single factor, but as a system made up of different factors人的任务表现不能仅视为一个单一的要素，而是由不同的要素组成的一个体系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一但了解了体系，主管会具备一套全新的工具去调整整个任务表现体系，以改动言行举止和提高任务表现PLG 49EA 2 Manage People Performance管理员工任务表现.Improves performance in your unit 改良本部门任务表现Prevents problems 防备于未然Reduce stress, frustration and irritation减少压力，波折和易怒PLG 49Why Should I Do It? 我为什么这么做？.UNCONSCIOUSIN

57、COMPETENCE对不具备的才干无认识CONSCIOUSINCOMPETENCE对不具备的才干有认识CONSCIOUSCOMPETENCE对具备的才干有认识UNCONSCIOUSCOMPETENCE对具备的才干无认识AWARENESS,KNOWLEDGE预期，认识和知识DESIRE, TIME, OPPORTUNITY期望，时机，态度，结果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 他认识到他有不知道却应该知道的事You

58、know how to do it but need to think about it他知道怎样做但需求思索一下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技艺How is Behavior Changed?行为如何改动？.ENVIRONMENT环境1. Job Classification岗位职位阐明2. Selection选择Training and Development培训和开展Assessment/Evaluation评价/评价5. Compensation酬劳6. Performance Pl

59、anning任务表现方案PLG 51System of People Management人力资源管理系统.Position power is the formal power granted by the organization. This includes the power to reward, punish, or have authority 职务权益是一种组织赋予的正式权益，这种权益包括奖励、惩罚或拥有权益Personal power is generated in one (or more) of three methods: 个人魅力可以有三种表现方式：Expertise 个

60、人专长Relationship power, or 人际关系的魅力或Power of association 结合群体社会关系的魅力PLG 52Personal versus Positional Power个人魅力和职务权益.Get into groups of three or four三至四人组成一组With your group, discuss the differences in power that you have noticed in different bosses与小组成员一同讨论他所察看到的不同的指点所运用的不同权益Within the group, share exa