成功成长为一名主管Starwood-Supervisors

1、Welcome to Successful Transition to Supervisor 欢迎参加成功成长为一名主管之培训Warm It Up!热身活动动Selectone of thelisted“arguments”选择一个个罗列的的“观点点”Selectsomeoneyoudontalreadyknow well选择一位位你不太太熟悉的的学员Introduceyourself介绍你自自己Forone minute,“convince”theperson of your“argument”在一分钟钟内，让让对方信信服你的的“观点点”Reverse roles互换角色色PLG1What

2、is yourmostimportantresponsibilityasasupervisor?做为一名名主管，你最重重要的职职责是什什么？Toproduce results:Theonlywaytodothisisthrough theefforts of thepeoplearound you要产生结结果：通通过你周周围人的的共同努努力是唯唯一途径径Interestingfact:89%ofsupervisorsand managers surveyed indicatedthat their least favorite managementactivitywas “dealing wi

3、ththe performance of people”有趣的事事实：调调查表明明，89%的主主管和经经理最不不喜欢的的管理活活动是“处理人人的工作作表现”PLG2Introduction介绍Definition:Management is theprocess of accomplishingorganizationalobjectivesthrough Associates, teams andothersupervisors/managers定义：管管理是在在员工、团队和和主管/经理的共同努努力下达达成组织织目标的的过程Management is techniqueandprocessd

4、rivenand canbelearned by anyoneable to followa process管理是一一项技能能和推动动的程序序，任何何能遵循循一定程程序的人人都能来来学习这这项技能能PLG2Introduction介绍Minimal 最小限度 Standard 标准 Exemplary 模范典型Degree of Competence 能力的程度# of Associates员工PLG3Main ObjectiveofManagement管理的主主要目标标Minimal 最小限度 Standard 标准 Exemplary 模范典型Degree of Competence 能力

5、的程度# of Associates员工PLG3Main ObjectiveofManagement管理的主主要目标标Individually, readthe followinglist of benefits andoutcomesthat canresultfroma successfultransition每个人阅阅读成功功成为主主管后会会取得的的收益及及结果Selectthe three mostimportant to you选择你认认为最重重要三项项收益Asa table group,decideonthreethatyouall agree on分组讨论论你们一一致认为为的三项

6、项收益Pleasebepreparedtosharethesewiththelarger group准备与各各组分享享讨论结结果PLG6WhichBenefitsDoI Want?我想获得得哪些收收益？Individually, readthe listofsituations浏览所列列工作场场景Selectthe toptwosituationsyoucurrently face选择二个个目前你你工作中中正面临临的问题题Pleasebepreparedtosharethesewiththelarger group准备与其其它小组组分享你你的选择择PLG6When CanI Apply The

7、se Skills?我什么时时候能够够使用这这些技能能？Individually, readthe listofcourse objectives浏览课程程目标Selectthe topthreethat aremost importanttoyou选择你认认为最重重要的三三个目标标Asa table group,decideonthreethatyouall agree on与小组成成员讨论论小组认认为最重重要的三三个目标标Pleasebepreparedtosharethesewiththelarger group准备与其其它小组组分享讨讨论结果果 PLG7What WillILearn?

8、我将学习习什么内内容？(Can be Taylormade)Session Time课程时间间:8:30-5:30Breaksand RestRooms课间休息息Cell PhonesandPagers手机和拷拷机Room Temperature房间室温温ClassAgreements课堂共识识GroundRulesand Housekeeping上课规则则Pleasereadthedirectionsandcompletethe exercise请阅读指指南并完完成练习习Bepreparedtosharethesewith thelargergroup准备与其其它小组组分享PLG8What

9、Is YourView?你看到了了什么？(Taylor made)ObtainaSupervisor JD foryour function拿一份相相关职务务的岗位位职责Reviewthe JD andhighlightwhatyouthinkare thekeyrolesofasupervisor,especially those thatare differentfrom an Associate回顾岗位位职责，找出你你认为主主管的主主要职责责，特别别是你认认为与员员工明显显不同的的职责Pleasebepreparedtosharethesewiththelarger group准备与其其

10、它小组组分享你你的想法法Main Roles of aSupervisor主管的主主要职责责Belowisjust asample of someofthe necessarycompetenciesofaGreatSupervisor.Whichones aremost importantforyou?Personal EffectivenessAct with IntegrityCommunicate EffectivelyExhibit Self-ConfidenceMake Sound DecisionsTeam FocusBuild RelationshipsFacilitate O

11、pen CommunicationFoster TeamworkPromote Team DiversityCompetitive AdvantageCreate Strategic AlignmentDemonstrate Financial AcumenDrive Business ResultsFoster Customer FocusBuildCreateLeadHigh Performance CultureDemonstrate Functional ExcellenceExecute EffectivelyMotivate & Inspire OthersTake Ownersh

12、ipPeople DevelopmentAttract, Develop & Retain TalentInspire TrustLead by ExampleChampion Organizational LearningChange and InnovationBuild Support for ChangeDrive Continuous ImprovementLeverage TechnologyShare Best PracticesPLG10Starwoods LeadershipSuccessProfileDevelopmentbasedonCareerTurns基于事业业“拐点

13、点”的个个人发展展Associate(IndependentContributor)员工（独独立工作作者）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4PLGiThis self-assessmentwill helpyou determinehowmuchthis workshop canh

14、elp youenhance youreffectivenessasa supervisor这个自我我评估将将帮助你你了解本本课程对对你的主主管技能能之提高高能够发发挥多少少效力Therearenorightorwronganswers这里没有有正确或或错误答答案Pleasebehonest.Onlyyouwillseethe results请诚实回回答，只只有你能能看到答答案PLG11-12Self-Assessment自我评估估Travelaround theroom andcollect 4pieces of great managementadvice from4differentpe

15、ople在教室内内从其它它四位不不同的学学员那里里每位得得到四个个关于卓卓越管理理的建议议Attheend youshouldhave16tips fromothers活动结束束后你应应收集到到共16个建议议PLG13Supervisor ScavengerHunt主管技技能建建议搜寻寻Individually, readthe situation.独自阅读读案例Asa table group,answereachquestion.与小组成成员一起起回答每每个问题题Pleasebepreparedtoshareyourresponseswiththelarger group.准备与各各小组一一

16、起分享享你的答答案PLG14Case Study:Jane Moves Up!案例分析析：简的的事业发发展Pair up withanotherparticipant与一位学学员组成成小组Arrange yourchairs so thatyou aresitting directly behindeach other,back-to-back调整你的的座位与与你的组组员背靠靠背的坐坐Reviewthe cardgiventoyou by thefacilitator仔细观察察训导师师给你的的卡片Donotshowordescribetheimagetoyourpartner不要给他他人看卡卡

17、片或向向你的同同伴描绘绘你看到到的Wait forfurther instruction等待训导导师的下下一步指指示Clay Charades猜谜Sender说话人Receiver听话人Visual视觉Thesender hasapurpose, an understandingoftimeliness, andanunderstanding oftiming说话人的的目的是是取得听听话人适适时的理理解Theresponseand effectonthereceiverisexactlyasintendedbythesender.Itispredictable.听话人的的反应和和回应正正是说话

18、话人想要要达到的的目的，这种反反应是可可以预见见的Vocal声音Verbal措辞Thesender selectsthe right media based on thesimplicity andcontent of themessage.说话人基基于简单单的原则则和信息息的内容容选择适适当的媒媒介A PerfectCommunicationSituation一个完善善的交流流场景55%7%38%PLG15-16LM2 -The 3VsofCommunication三V沟通方式式Sender说话人Receiver听话人Visual视觉Thesender hasapurpose, an und

19、erstandingoftimeliness, andanunderstanding oftiming说话人的的目的是是让听话话人能够够适时的的听懂他的话Theeffectonthereceiverisuncertain.Theresponseisunpredictable.听话人的的听话效效果不明明确，因因而做出出地反应应是不可可预见的的Vocal声音Verbal措辞Here,noiseinterferes withthe intended message. Themessage is dilutedand imperfect.在这里噪噪音干扰扰着信息息的传递递，使得得信息被被减弱且且不完善

20、善AnImperfectCommunication一个不完完善的交交流场景景Noise干扰因素素PLG15-16LM2 -The 3VsofCommunication三V沟通方式式Preconceivedideas, bias, prejudicesormental models成见，偏偏好，偏偏见或主主观模式式Physicalenvironment物质环境境Lowself-esteem, acceptance, or confidenceofeither thesenderorreceiver说话人或或听话人人的自尊尊心、自自信心、接受力力较低Differentcommunicationor

21、learningstylesbetweenthesender andreceiver说话人或或听话人人交流方方式的不不同或学学习方式式不同Natural aptitude to understandorprocessinformation对信息的的理解或或消化过过程中的的自然倾倾向Theskilllevelofthe messagesender信息送传传递人的的技巧水水平Theskilllevelofthe receiver听话人的的信息接接受技巧巧Lowinterestinthe message对信息的的兴趣程程度不高高PLG17Causesof“Noise”引起“干干扰”的的因素Defin

22、ition- Activelisteningisusingall of yourattention,focusingonwhat thesenderissaying,andshowingthesender thatyou heard andunderstood hisorherintendedmessage定义积积极的的倾听就就是把你你所有的的注意力力集中在在倾听说说话人说说了什么么，然后后向说话话人表明明你听到到了并明明白他/她所传传递的信信息Activelistening usesverbal,vocal,and visualbehaviorstodemonstratedynamicund

23、erstanding withverylittleeffort fromthe receiver积极的倾倾听是以以措辞、音调和和视觉上上的行为为来表达达对说话话人话语语的动态态理解，而不需需要听话话人花费费什么精精力PLG18ActiveListening积极的倾倾听Inyour table group,read eachstatement andrecordyourdiscussion与小组成成员一起起阅读每每段话并并记录讨讨论结果果Pleasebepreparedtoshareyourthoughtswith thelargergroup准备与其其它小组组一起分分享你们们讨论结结果PLG1

24、8What Do YouThink?你的想法法是怎样样的？Most of us havebeentold repeatedlythatweoughttolistenmore不断有人人告诉我我们要多多听However,untilyousee value in suchanactivity, youwill probably continue to acttheway youalwayshave除非你确确实从该该活动中中看到了了它的价价值所在在，否则则你可能能仍将按按你习惯惯的方式式行事Some of theoutcomesofgood listeningarelisted at thetopof

25、page19.Which onesare mostimportant to you?有效的倾倾听技巧巧所得到到的一些些成果列列在第19页的的前部。对你来来说哪些些成果最最为重要要？PLG19WhyShould IDoIt?我为什么么要这么么做？Because we canprocess information muchfaster thanthe sendercansendit,goodlistenersinfluence communicationchallengestoimprove communication由于我们们接受信信息的速速度要比比说话人人传递信信息的速速度快，一个优优秀的听听

26、话人通通过影响响交流的的挑战来来改进交交流Read throughthe 9habits at thebottomofthe pageand selecttheonesyouneedtowork on阅读九个个习惯的的材料，选择你你需要改改进的方方面PLG19Nine HabitsofActiveListening积极倾听听的九个个习惯Prepare yourself forlistening准备好倾倾听Createapositivelisteningsituation建立一个个积极倾倾听的场场所Useactive questioning techniques使用积极极提问的的技巧Useact

27、ive paraphrasingtechniques使用积极极意译重重述信息息的技巧巧Usepositive, non-evaluative verbalreinforcers使用积极极且非评评价的语语言强调调关键词词Take notes做记录Usepositivevisualreinforcers运用积极极的视觉觉语言Useparroting运用重复复技巧Usereflectivephrases运用深思思熟虑的的语言Show theotherpersonthatyouunderstand向他人表表示你理理解他的的话PLG20-25ListentoClearlyUnderstand theSe

28、nder仔细倾听听以完全全理解发发送人的的信息Read thedirections foreach exercise andcomplete阅读每一一个练习习的导言言并完成成练习Pleasebepreparedtoshareyourthoughtswith thelargergroup准备与其其它小组组一起分分享你的的想法PLG26DoThis,TryThat运用和尝尝试！Peopleare themost variable input人是最易易变动的的因素Between 40%and85% of total costs is salary整个成本本中工资资占到到到了40%到85%Forthe

29、 typicalperformer,discretionary outputisaround55%一个典型型的工作作表现者者，机动动的产出出达到55%Theaveragetime to become“competent”is6 monthsformostpositions大多数的的职位要要达到胜胜任的程程度所需需时间平平均为6个月Organizations spend 2%-5% of revenues on developingemployees公司将收收入的2%到5%运用用到培养养员工And, remember89%ofsupervisors/managersreport dislikin

30、gmanagingpeopleissues记住89%的的主管或或经理表表明不喜喜欢管理理与人有有关的事事务PLG29WhyDoesThis Matter?为什么重重要？Thepercentageofcompaniesindicatinga probleminobtaining highperformancefromtheirwork force:下列数据据显示的的是在获获取其员员工较高高工作表表现方面面遇到问问题的公公司的比比例Serious problem严重问题题 -Problem问题-NoProblem没有问题题-Source:Closing theHumanPerformanceGap

31、, TheConference Board,1994.43%55%2%PLG29IsLowPerformanceaProblem?工作表现现低下是是一个问问题吗?Poor or InsufficientPerformanceFeedbackHigh IndividualStress LevelsNoPerformanceStandardsLack of Clear IndividualGoalsRewardNot Performance BasedPoor Performance RewardedNoCareerPlanningFear of FailureorPunishmentInabil

32、itytoEnvisionSuccessfulOutcomesLack of PoorCompany-SponsoredTrainingInabilitytoConcentrateonTaskatHandLowWorker Self-EsteemLowCompensationSource:Closing theHumanPerformanceGap, TheConference Board,1994.60%40%39%31%31%37%22%23%28%17%14%9%8%PLG30Primary CausesofLowPerformance工作表现现反馈不不佳或不不够个人工作作压力太太大没有

33、工作作表现的的标准缺乏明确确的个人人目标奖励与工工作表现现无关工作表现现奖励很很差没有事业业发展计计划害怕失败败或受惩惩罚不能展望望成功的的结果公司举办办的培训训少或差差不能关注注正在进进行的任任务员工自尊尊心差酬劳低Source:Closing theHumanPerformanceGap, TheConference Board,1994.60%40%39%31%31%37%22%23%28%17%14%9%8%PLG30导致工作作表现不不佳的主主要因素素Clearly understandperformanceexpectations清楚地了了解工作作表现的的期望Donotshort-c

34、ut neededsteps不会缩短短所需步步骤Doaway withwasted steps避免浪费费的步骤骤Useavailable information anddocumentation使用能够够获得的的信息和和文件Possess ajob aidthat othersdont拥有别人人没有的的工作上上的支持持Possess information/datathatothersdont拥有别人人没有的的信息/数据Possess bettertoolsthan others拥有比他他人更好好的工具具Have adifferent motiveforperforming有不同的的驱动力力支

35、持优优秀的工工作表现现Have an environmentalfactor thatisdifferent具备不同同的环境境因素Receive differentguidanceandfeedback得到不同同指导和和反馈Receive differentincentives得到不同同的激励励方式They aregenerallyoptimisticandhavehigh expectations他们大体体上很乐乐观并有有较高的的期望They adopt to change他们运用用变化They showdetermination他们坚定定果断Source: 10 yearUSArmyStu

36、dyPLG31What Makes ExemplaryPerformers?一位优秀秀 工作作表现者者的标准准Source:10year US ArmyStudyKnowledge知识Skills技能Core Beliefs核心信念念StylePreference形式偏好好Natural Capacity自然能力力Desire愿望PLG32SixIndividualPerformanceFactors个人工作作表现的的6个影影响因素素ClearExpectations明确的期期望Opportunity/Practice机会/锻锻炼Communication沟通Consequences结果Wor

37、k Systems工作系统统Culture文化PLG33-34SixOrganization Performance Factors公司对工工作表现现的6个个影响因因素Feedback反馈:Effective, ongoingfeedbackiscriticaltomaintainingthe desired“system”ofperformance有效的持持续反馈馈对保持持所期望望的工作作表现“系统”非常重重要PLG34What About Feedback?什么是反反馈?Explain yourintentionsforgiving thefeedback解释你提提出反馈馈意见的的意图Ac

38、curately describe whatyou observed准确描述述你观察察到的内内容Describeyour reaction or theconsequenceofthebehavior描述你的的反应或或行为的的结果Give theotherpersonachancetorespond给他人回回应的机机会Propose somealternate behaviors建议其它它可行的的言行举举止Stateyour supportfor theotherperson表明你对对他人的的支持TheSix Steps of theFeedbackProcess反馈程序序的6个个步骤PLG3

39、4-35Inyour table group,selecttwo of thefactors of performance.与小组成成员一起起选择两两个工作作表现的的影响因因素Brainstorm alistofactions youasthesupervisorcandotoimplement or deploythis factor.与小组成成员一起起讨论并并列出作作为一名名主管能能够实施施或施展展这些因因素的行行动方案案Pleasebepreparedtoshareyourresponseswiththelarger group.准备与其其它小组组分享你你们的讨讨论结果果PLG35DoT

40、his,TryThat运用和尝尝试!Inyour table group与小组成成员一起起:Reviewthe workshop material up to thispoint复习之前前学习的的课程内内容Completethelisted questionsonSection KnowledgeCheck完成阶段段知识要要点练习习的题目目Youhave10minutes你有10分钟的的时间PLG36-37Section KnowledgeCheck阶段知识识要点练练习Reviewand answerthelisted questions复习并回回答所列列问题PLG38Debrief &Act

41、ion Planning汇总&制制订行行动计划划ManagePersonalPerformance管理个人人的工作作表现ManagePeople Performance管理员工工的工作作表现PLG39Howto.SuccessfullyTransitiontoSupervisor如何成功功成长为为一名主主管A successfultransitiontosupervisor requires theability to shift fromone style andsetofbehaviors to another(Associate supervisor)成功的成成长成为为一名主主管要求求该

42、员工工具备从从一种工工作方式式和相应应的工作作行为改改变到别别一种方方式和行行为，即即从员工工到主管管Many supervisors withtechnical skills,intelligence,desireand abilitytodothe jobperform poorlybecause theydonot havethe knowledgeorskillsnecessary to be asupervisor许多主管管拥有专专业技能能、智慧慧、愿望望和能力力，可工工作表现现却不佳佳，其主主要原因因是他们们没有一一个主管管所必需需的知识识或技能能PLG40EA1 Manage P

43、ersonal Performance管理个人人工作表表现Minimizetheemotionsand stressofthetransition.在转变过过程中把把情绪和和压力控控制到最最小的程程度Clarify theexpectationsofall relevant stakeholders.明确各个个利益相相关者的的期望Minimizethemostcommonproblemexperiencedbynewsupervisors.尽可能把把新主管管所遇到到的常见见问题降降低到最最低的程程度PLG40WhyShould IDoIt?为什么要要这么做做?Take chargeofthet

44、ransitionprocess掌控转变变的过程程Clarify whatyournewbossexpects of you明确你的的新上司司对你的的期望RelatetoAssociates与员工有有关的Relatetootherstakeholders与其他利利益相关关者有关关的Control youremotions控制你的的情绪Exerciseyour authority锻炼你的的权威Obtainunittechnicalknowledge本部门专专业知识识Createapositiveenvironment建立一个个积极的的工作环环境DefendyourAssociates为你的员员工

45、辩护护Handleunitchange处理工作作岗位的的变化PLG41-45HowDoIDoIt?我该怎么么做?Individually, readthe situation.独立阅读读案例Asa table group,answereachquestion.与小组成成员一起起回答每每个问题题Pleasebepreparedtoshareyourresponseswiththelarger group.准备与其其它小组组分享你你们的答答案PLG46Case Study:MarksFirstDay案例分析析:马克克的第一一天Develop yourindividualplan forhandli

46、ngthetransitiontoyour newpositionassupervisor.拓展你的的个人成成长计划划，帮助助你适应应新的职职务成长长成为一一名合格格的主管管Provide specific detailsand be illustrative.提供详细细细节和和具体分分析Trytomaketheplanasrealisticaspossible.尽可能使使计划更更具现实实性PLG47Develop YourTransitionPlan拓展你的的成长计计划Tips建议 Dividethe details由大到小小Find outhowyou aredoing了解自己己做得如如何

47、Bepatient耐心Standbyyour plan持之以恒恒Focusingonfuturepositions急功近利利Breakingpromises言而无信信Sugarcoating糖衣炮弹弹Traps误区PLG48Tips &Traps建议和误误区Humanperformancemust be viewednotasasinglefactor,butasasystemmadeupofdifferentfactors人的工作作表现不不能仅视视为一个个单一的的因素，而是由由不同的的因素组组成的一一个体系系Once thesystemisunderstood,asupervisor has

48、a fundamentallynew setoftoolstomodifythe whole performance systemtochangebehaviors andimprove performance一但理解解了体系系，主管管会具备备一套全全新的工工具去调调整整个个工作表表现体系系，以改改变言行行举止和和提高工工作表现现PLG49EA2 Manage PeoplePerformance管理员工工工作表表现Improvesperformanceinyour unit改进本部部门工作作表现Preventsproblems防范于未未然Reducestress,frustrationandi

49、rritation减少压力力，挫折折和易怒怒PLG49WhyShould IDoIt?我为什么么这么做做？UNCONSCIOUSINCOMPETENCE对不具备备的能力力无意识识CONSCIOUSINCOMPETENCE对不具备备的能力力有意识识CONSCIOUSCOMPETENCE对具备的的能力有有意识UNCONSCIOUSCOMPETENCE对具备的的能力无无意识AWARENESS,KNOWLEDGE预期，意识和知识DESIRE, TIME, OPPORTUNITY期望，机会，态度，结果PLG50Youdontknowwhat youdontknow你不知道道你不知知道的事事Youreal

50、izetherearethings youdontknow butneed to know你意识到到你有不不知道却却应该知知道的事事Youknowhowtodoitbut needtothinkaboutit你知道怎怎么做但但需要思思考一下下Youknowitsowell,youdoitautomatically你完全了了解并且且可以不不加思索索的去做做SKILLS技能HowisBehaviorChanged?行为如何何改变？ENVIRONMENT环境1.JobClassification岗位职位位说明2. Selection选择Training and Development培训和发展Ass

51、essment/Evaluation评估/评价5. Compensation酬劳6. Performance Planning工作表现计划PLG51SystemofPeople Management人力资源源管理系系统Getintogroupsofthreeorfour三至四人人组成一一组With yourgroup, discussthe differences in power thatyou havenoticedindifferentbosses与小组成成员一起起讨论你你所观察察到的不不同的领领导所运运用的不不同权力力Withinthe group,shareexamplesofwhe

52、n youobserveda bossusingeither personal or positionalpower与小组成成员一起起分享你你遇到的的使用个个人魅力力或职务务权力的的领导事事例Usecurrentandpastbosses可以讨论论现在和和过去的的领导Then,answerthe questions然后回答答问题PLG52PowerHere,PowerThere魅力，权权力？Starwoodhasmanytoolstohelp peoplemanagement.Theyinclude:喜达屋有有许多人人事管理理的工具具，主要要包括：StarwoodHRResources喜达屋人

53、人力资源源系统Hire forDesired Competencies:聘用具备备所需能能力的人人：This actionisoneofthe singlemost importantactivities of asupervisor.Eachtime anew personisbrought intothe area, it is atremendousopportunitytochangethe culture, improvethe knowledgeorskills, andprovide adifferent perspective.这是主管管应该具具备的一一项最重重要的行行动方案案

54、之一。每次招招募一位位新的员员工，他他都会带带来非比比寻常的的改变文文化、提提高知识识或技能能以及提提供不同同观点的的机会PLG53HowDoIDoIt?我要怎么么做？Clarify Performance Expectations明确工作作表现期期望：Performanceexpectationsexistatthe macro or bigpicture level in theform of companystrategic plans,atthemid level in theform of unitgoalsand objectivesand at themicrolevelinth

55、eformofindividual development plans.工作表现现期望可可以表现现为宏观观的方面面，或在在大的框框架方面面表现为为公司的的战略计计划，中中层方面面表现为为集体的的计划和和目标，以及微微观方面面表现为为个人发发展计划划的形式式PLG53HowDoIDoIt?我该怎么么做？PLG53PMP工作表现现管理程程序PerformanceManagementProcess表现管理理程序ObjectiveSetting&ActionPlanning设定目标标和行动动计划Coaching&Feedback辅导和反反馈PerformanceReview表现回顾顾CareerPla

56、nning事业发展展计划Rewards Distribution奖励分配配KeyComponentsofthePMPPMP的主要组组成部分分PerformanceManagementProcess表现管理理程序What Is Expected?期望是什什么？HowAmIDoingNow?我现在怎怎么做？HowDid IDo?我过去怎怎么做的的？WhatsNext?下一步是是什么？What Is My Reward?我的回报报是什么么？KeyComponentsofthePMPPMP的主要组组成部分分Leadership SuccessProfile成功领导导要素Individual Devel

57、opment Plan个人发展展计划Overall JobPerformance整体工作作表现Jobperformanceisevaluated bothby“whatyou do”(objectives)and “howyou do it”(competencies)工作表现现的评估估取决于于“你做做了什么么”（目目标）和和“你怎怎么做的的”（能能力）这这两项Big5Objectives大5目标标What you do你做了什么How you do it你怎么做的What you need to improve你需要改进什么PMPand JobPerformancePMP与工作表表现Perf

58、ormanceManagement is akey componentofa supervisorsjob主管工作作的主要要职能之之一是工工作表现现管理Notanadministrativetask不是一个个行政事事务Tool andprocess allowsyoutoestablish andalignperformanceonkeyobjectivesandmanage theperformanceofyour staff againstthoseobjectives根据主要要目标运运用工具具和过程程建立、规范工工作表现现，PerformanceManagement is ayear-r

59、oundresponsibility工作表现现管理是是项常年年的职责责Nota onceayear occurrence不是一年年上演一一次的任任务Thereshouldnot be any“surprise” in ayear-endreview年终评估估时不应应有任何何“惊讶讶”“How youdoit”justasimportantasgettingitdone“你怎么做做的”正正如你所所做的那那样重要要PMPisnotjust about thenumbers个人表现现评估不不只是数数据Embrace Performance Management工作表现现管理包包括的内内容Asa ta

60、ble group,createalist of at least 12 expectationsforthe newAssociateinyourunit.小组讨论论，列出出至少12条对你团团队中的的新员工工的期望望Assumethe Associateworksrelatively independently, butmust interact withavariety of peopleandequipment,sometimesatthe sametime.假设员工工相对独独立的工工作，但但是有时时必须同同时与各各部门的的员工互互相合作作和运用用各式设设备，Pleasebeprepar