奥美培训-更好的表现

1、Better Performanc更好的表现Jean Lin林友琴 November 1997 O&MSH People Management Training一九九七年十一月 上海奥美人力资源管理训练Environment环境BetterPerformance更好的表现+=Opportunity时机Motivation动机Skills技巧Skills技巧Skills动机Oppor-tunity时机Oppor-tunity时机Motiva-tion动机Motiva-tion动机Motiva-tion动机Environ-ment环境Environ-ment环境Environ-ment环境Bett

2、erPerformance更好的表现Performancelags表现落後+=Frustration波折Skills技巧Skills技巧Oppor-tunity时机Oppor-tunity时机Motiva-tion时机Environ-ment环境+=INACTIONFalse Starts错误的开场Skills技巧Oppor-tunity时机Motiva-tion动机Envir-onment环境BetterPerformance更好的表现+=Skills技巧Oppor-tunity时机Motiva-tion动机Environ-ment环境BetterPerformance更好的表现+=Oppo

3、r-tunity时机Motiva-tion动机Environ-ment环境Performancelags表现落後+=Skills动机Motiva-tion动机Environ-ment环境+=Frustration波折Skills技巧Skills技巧Oppor-tunity时机Oppor-tunity时机Motiva-tion时机Environ-ment环境+=INACTIONFalse Starts错误的开场没有来自管理层的支持不清楚公司目的过多变化困难的任务环境有责任但没权益个性不合任务量过大资源缺乏缺乏认同Diagnosing Poor Performance诊断表现不佳的缘由Intern

4、al cause?内在缘由External Cause? 外在缘由挑战不够短少明显的奖励优先顺序改动短少知识练习不够为求表现，惶恐不安害怕失败延误缺乏动机Diagnosing Poor Performance诊断表现不佳的缘由Internal cause?内部缘由External Cause?外在缘由?做事的方法 ?多有劲?热情?集中精神?不脱离执行面?积极正面态度Diagnosing Poor Performance诊断表现不佳的缘由Internal Cause?内在缘由Motivation? 动机 Skill? 技艺 Observe Behaviour 行为察看?最後结果?效率?速度?任务

5、的质量Everyone tunes into WIIFM 每个人都转进W11FM电台Whats in it for me?我能从中得到舍麽?Please rank the following list in order of importance to you evaluating your job请依对他任务上重要性的优先顺序陈列:1 = most important to 6 = least important1 = 最重要 6 = 最不重要本人个人的开展责任觉得公司对他的价值的认同感钱继续在任务上有挑战良好的任务环境Motivation动机/动力Low低High高Possibilityo

6、f having it能得到的能够性高Low低High高Value to me对我的价值Motivation动机/动力Low低High高Low低High高ZWhy Bother?何必费事BINGO正中红心ZZZ那怎样还有其他事吗？Value to me对我的价值Possibilityof having it能得到的能够性高Low低High高Motivation动力Low低High高Skills 技艺ClassificationLow低High高Motivation动机Low低High高Skills技艺 Problems问题儿童Questions问号Stars今日的 明星Future Stars

7、明日之星Possible Development Actions: Future Stars (High Motivation/Low Skills) 如何开展明日之星(高动机/低技艺)提供新知识及训练让他们获取阅历设定可达成的目的思索转调Reinforce performance再加强表现Encourage them to teach others鼓励他们去教导他人Develop new growth opportunities开展生长的新时机Help them reset goalsupward协助他们力争上游，设立新目的Possible Development Actions: Star

8、s(High Motivation/High Skills) 如何开展今日的明星: 星星(高动机/高技艺)Possible Development Actions: ProblemsLow Motivation/Low Skills 如何开展问题儿童(低动机/低技艺)设定符合实践的目的指点技艺提供自我管理的训练给予练习时间评价心思辅导Possible Development Actions: QuestionsLow Motivation/High Skills 如何开展问号(低度动机/高技艺)加强自我管理的才干协助重新设定个人及专业的目的评价外在/内在要素看看奖励够不够心思辅导本人做做看挑两

9、个向他报告的人Individual Excercise 本人做做看挑两个向他报告的人将他们在图表上分类 - 试著选2个不同的类别提出他们的开展方案Drivers 驱动力Motivation动力Values & behaviour价值和行为Skills技艺Results结果Tom and Harry Have a Problem Tom 和Harry意见不合HarryTomTom Complains to Dick the Team Leader/Their Boss Tom向他的老板Dick埋怨HarryTomDickHow Should Dick Respond Dick 该如何回应Harr

10、yTomDickHow should Dicks Reponse Vary Dick 该如何回应If Tom is senior to Harry?假设Tom比Harry资深If Harry is senior to Tom? 假设Harry比Tom资深If Tom & Harry are on the same level?假设Tom及Harry是同等级The Principle of Direct Dealing 直接处置的根本原那么 A Western view of what Dick should do if Tom & Harry are on the same level一种西方

11、的看法:假设Tom及Harry是同一级的时候，Dick 该如何回应这种情况最差的反响:同情并且答应要插手管这档事Worst Response:Sympathy Plus a Promise to Intervene最差的反响:同情并且答应要插手管这档事Dick的任务不是去扮演调停者Dick的插手产生了Tom和Harry两人沟通时的噪音及扭曲当有情感卷入时沟通上更辛劳HarryTomDickWhy are you being so nasty to Tom?为什麽他对Tom那麽坏Ill talkto HarryComplains埋怨Best Response:Sympathy Plus Non-Involvement 最正确的回应:同情但不卷入Tom有责任，去通知Harry本人的埋怨Tom不一定要很理性的去找HArrry谈也许对Harry而言，第一个知道Tom在想什麽的觉得是很好如何去应付Tom的觉得，而本人不能生气HarryTomDick我很遗憾听到这音讯。本人去找Harry谈谈Complains埋怨Last Resort 最後求助But to have to do this reflectsunfavourably on their interpersonal problem solvi