成功成长为一名主管之培训教材

03四月2024成功成长为一名主管之培训教材02四月2024成功成长为一名主管之培训教材1WarmItUp!热身活动Selectoneofthelisted“arguments”选择一个罗列的“观点”Selectsomeoneyoudon’talreadyknowwell选择一位你不太熟悉的学员Introduceyourself介绍你自己Foroneminute,“convince”thepersonofyour“argument”在一分钟内，让对方信服你的“观点”Reverseroles互换角色PLG1WarmItUp!热身活动Selectoneoft2Whatisyourmostimportantresponsibilityasasupervisor?做为一名主管，你最重要的职责是什么？Toproduceresults:Theonlywaytodothisisthroughtheeffortsofthepeoplearoundyou要产生结果：通过你周围人的共同努力是唯一途径Interestingfact:89%ofsupervisorsandmanagerssurveyedindicatedthattheirleastfavoritemanagementactivitywas“dealingwiththeperformanceofpeople”有趣的事实：调查表明，89%的主管和经理最不喜欢的管理活动是“处理人的工作表现”PLG2Introduction介绍Whatisyourmostimportantre3Definition:ManagementistheprocessofaccomplishingorganizationalobjectivesthroughAssociates,teamsandothersupervisors/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标的过程Managementistechniqueandprocessdrivenandcanbelearnedbyanyoneabletofollowaprocess管理是一项技能和推动的程序，任何能遵循一定程序的人都能来学习这项技能PLG2Introduction介绍Definition:Managementisthe4Minimal最小限度Standard标准Exemplary模范典型DegreeofCompetence能力的程度#ofAssociates员工PLG3MainObjectiveofManagement管理的主要目标Minimal最小限度Standard标准E5Minimal最小限度Standard标准Exemplary模范典型DegreeofCompetence能力的程度#ofAssociates员工PLG3MainObjectiveofManagement管理的主要目标Minimal最小限度Standard标准Exe6Individually,readthefollowinglistofbenefitsandoutcomesthatcanresultfromasuccessfultransition

每个人阅读成功成为主管后会取得的收益及结果Selectthethreemostimportanttoyou

选择你认为最重要三项收益Asatablegroup,decideonthreethatyouallagreeon

分组讨论你们一致认为的三项收益Pleasebepreparedtosharethesewiththelargergroup

准备与各组分享讨论结果PLG6WhichBenefitsDoIWant?

我想获得哪些收益？Individually,readthefollowi7Individually,readthelistofsituations

浏览所列工作场景Selectthetoptwosituationsyoucurrentlyface

选择二个目前你工作中正面临的问题Pleasebepreparedtosharethesewiththelargergroup

准备与其它小组分享你的选择PLG6WhenCanIApplyTheseSkills?

我什么时候能够使用这些技能？Individually,readthelistof8Individually,readthelistofcourseobjectives浏览课程目标Selectthetopthreethataremostimportanttoyou选择你认为最重要的三个目标Asatablegroup,decideonthreethatyouallagreeon与小组成员讨论小组认为最重要的三个目标Pleasebepreparedtosharethesewiththelargergroup

准备与其它小组分享讨论结果

PLG7WhatWillILearn?我将学习什么内容？Individually,readthelistof9(CanbeTaylormade)SessionTime课程时间:8:30-5:30BreaksandRestRooms课间休息CellPhonesandPagers手机和拷机RoomTemperature房间室温ClassAgreements课堂共识GroundRulesandHousekeeping上课规则(CanbeTaylormade)GroundRu10Pleasereadthedirectionsandcompletetheexercise请阅读指南并完成练习Bepreparedtosharethesewiththelargergroup准备与其它小组分享PLG8WhatIsYourView?

你看到了什么？Pleasereadthedirectionsand11(Taylormade)ObtainaSupervisorJDforyourfunction

拿一份相关职务的岗位职责ReviewtheJDandhighlightwhatyouthinkarethekeyrolesofasupervisor,especiallythosethataredifferentfromanAssociate

回顾岗位职责，找出你认为主管的主要职责，特别是你认为与员工明显不同的职责Pleasebepreparedtosharethesewiththelargergroup

准备与其它小组分享你的想法MainRolesofaSupervisor主管的主要职责(Taylormade)MainRolesofaS12BelowisjustasampleofsomeofthenecessarycompetenciesofaGreatSupervisor.Whichonesaremostimportantforyou?

PersonalEffectivenessActwithIntegrityCommunicateEffectivelyExhibitSelf-ConfidenceMakeSoundDecisionsTeamFocusBuildRelationshipsFacilitateOpenCommunicationFosterTeamworkPromoteTeamDiversityCompetitiveAdvantageCreateStrategicAlignmentDemonstrateFinancialAcumenDriveBusinessResultsFosterCustomerFocusBuildCreateLeadHighPerformanceCultureDemonstrateFunctionalExcellenceExecuteEffectivelyMotivate&InspireOthersTakeOwnershipPeopleDevelopmentAttract,Develop&RetainTalentInspireTrustLeadbyExampleChampionOrganizationalLearningChangeandInnovationBuildSupportforChangeDriveContinuousImprovementLeverageTechnologyShareBestPracticesPLG10Starwood’sLeadershipSuccessProfileBelowisjustasampleofsome13DevelopmentbasedonCareer‘Turns’基于事业“拐点”的个人发展Associate(IndependentContributor)员工（独立工作者）Supervisor(ManageSmallTeam)主管（管理小团队）Turn1

拐点1Manager(ManageSupervisors)经理（管理主管）Turn2拐点2EXCOM(ManageFunctions)行政管理委员会（管理各大部门）Turn3拐点3GM(ManageProperty)总经理（管理酒店）Turn4拐点4PLGiDevelopmentbasedonCareer‘T14Thisself-assessmentwillhelpyoudeterminehowmuchthisworkshopcanhelpyouenhanceyoureffectivenessasasupervisor

这个自我评估将帮助你了解本课程对你的主管技能之提高能够发挥多少效力Therearenorightorwronganswers

这里没有正确或错误答案Pleasebehonest.Onlyyouwillseetheresults

请诚实回答，只有你能看到答案PLG11-12Self-Assessment自我评估Thisself-assessmentwillhelp15Travelaroundtheroomandcollect4piecesofgreatmanagementadvicefrom4differentpeople

在教室内从其它四位不同的学员那里每位得到四个关于卓越管理的建议Attheendyoushouldhave16tipsfromothers

活动结束后你应收集到共16个建议PLG13SupervisorScavengerHunt‘主管技能’建议搜寻Travelaroundtheroomandcol16Individually,readthesituation.

独自阅读案例Asatablegroup,answereachquestion.

与小组成员一起回答每个问题Pleasebepreparedtoshareyourresponseswiththelargergroup.

准备与各小组一起分享你的答案PLG14CaseStudy:JaneMovesUp!案例分析：简的事业发展Individually,readthesituati17Pairupwithanotherparticipant

与一位学员组成小组Arrangeyourchairssothatyouaresittingdirectlybehindeachother,back-to-back调整你的座位与你的组员背靠背的坐Reviewthecardgiventoyoubythefacilitator仔细观察训导师给你的卡片Donotshowordescribetheimagetoyourpartner不要给他人看卡片或向你的同伴描绘你看到的Waitforfurtherinstruction

等待训导师的下一步指示ClayCharades猜谜Pairupwithanotherparticipa18Sender说话人Receiver听话人Visual视觉Thesenderhasapurpose,anunderstandingoftimeliness,andanunderstandingoftiming

说话人的目的是取得听话人适时的理解Theresponseandeffectonthereceiverisexactlyasintendedbythesender.Itispredictable.

听话人的反应和回应正是说话人想要达到的目的，这种反应是可以预见的Vocal声音Verbal措辞Thesenderselectstherightmediabasedonthesimplicityandcontentofthemessage.说话人基于简单的原则和信息的内容选择适当的媒介APerfectCommunicationSituation一个完善的交流场景55%7%38%PLG15-16LM2-The3V’sofCommunication三V沟通方式Sender说话人Receiver听话人Visual视19Sender说话人Receiver听话人Visual视觉Thesenderhasapurpose,anunderstandingoftimeliness,andanunderstandingoftiming

说话人的目的是让听话人能够适时的听懂他的话Theeffectonthereceiverisuncertain.Theresponseisunpredictable.听话人的听话效果不明确，因而做出地反应是不可预见的Vocal声音Verbal措辞Here,noiseinterfereswiththeintendedmessage.Themessageisdilutedandimperfect.在这里噪音干扰着信息的传递，使得信息被减弱且不完善AnImperfectCommunication一个不完善的交流场景Noise干扰因素PLG15-16LM2-The3V’sofCommunication三V沟通方式Sender说话人Receiver听话人Visual视20Preconceivedideas,bias,prejudicesormentalmodels成见，偏好，偏见或主观模式Physicalenvironment物质环境Lowself-esteem,acceptance,orconfidenceofeitherthesenderorreceiver

说话人或听话人的自尊心、自信心、接受力较低Differentcommunicationorlearningstylesbetweenthesenderandreceiver

说话人或听话人交流方式的不同或学习方式不同Naturalaptitudetounderstandorprocessinformation对信息的理解或消化过程中的自然倾向Theskilllevelofthemessagesender

信息送传递人的技巧水平Theskilllevelofthereceiver听话人的信息接受技巧Lowinterestinthemessage对信息的兴趣程度不高PLG17Causesof“Noise”

引起“干扰”的因素Preconceivedideas,bias,prej21Definition-Activelisteningisusingallofyourattention,focusingonwhatthesenderissaying,andshowingthesenderthatyouheardandunderstoodhisorherintendedmessage定义–积极的倾听就是把你所有的注意力集中在倾听说话人说了什么，然后向说话人表明你听到了并明白他/她所传递的信息

Activelisteningusesverbal,vocal,andvisualbehaviorstodemonstratedynamicunderstandingwithverylittleeffortfromthereceiver

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动态理解，而不需要听话人花费什么精力PLG18ActiveListening积极的倾听Definition-Activelistening22Inyourtablegroup,readeachstatementandrecordyourdiscussion与小组成员一起阅读每段话并记录讨论结果Pleasebepreparedtoshareyourthoughtswiththelargergroup

准备与其它小组一起分享你们讨论结果PLG18WhatDoYouThink?

你的想法是怎样的？Inyourtablegroup,readeach23Mostofushavebeentoldrepeatedlythatweoughttolistenmore

不断有人告诉我们要多听However,untilyouseevalueinsuchanactivity,youwillprobablycontinuetoactthewayyoualwayshave

除非你确实从该活动中看到了它的价值所在，否则你可能仍将按你习惯的方式行事Someoftheoutcomesofgoodlisteningarelistedatthetopofpage19.Whichonesaremostimportanttoyou?

有效的倾听技巧所得到的一些成果列在第19页的前部。对你来说哪些成果最为重要？PLG19WhyShouldIDoIt?我为什么要这么做？

Mostofushavebeentoldrepe24Becausewecanprocessinformationmuchfasterthanthesendercansendit,goodlistenersinfluencecommunicationchallengestoimprovecommunication

由于我们接受信息的速度要比说话人传递信息的速度快，一个优秀的听话人通过影响交流的挑战来改进交流Readthroughthe9habitsatthebottomofthepageandselecttheonesyouneedtoworkon

阅读九个习惯的材料，选择你需要改进的方面PLG19NineHabitsofActiveListening

积极倾听的九个习惯Becausewecanprocessinforma25Prepareyourselfforlistening准备好倾听Createapositivelisteningsituation

建立一个积极倾听的场所Useactivequestioningtechniques

使用积极提问的技巧Useactiveparaphrasingtechniques

使用积极意译重述信息的技巧Usepositive,non-evaluativeverbalreinforcers

使用积极且非评价的语言强调关键词Takenotes做记录Usepositivevisualreinforcers运用积极的视觉语言Useparroting运用重复技巧Usereflectivephrases运用深思熟虑的语言Showtheotherpersonthatyouunderstand

向他人表示你理解他的话PLG20-25ListentoClearlyUnderstandtheSender仔细倾听以完全理解发送人的信息Prepareyourselfforlistening26Readthedirectionsforeachexerciseandcomplete

阅读每一个练习的导言并完成练习Pleasebepreparedtoshareyourthoughtswiththelargergroup

准备与其它小组一起分享你的想法PLG26DoThis,TryThat运用和尝试！Readthedirectionsforeache27Peoplearethemostvariableinput

人是最易变动的因素Between40%and85%oftotalcostsissalary

整个成本中工资占到到了40%到85%Forthetypicalperformer,discretionaryoutputisaround55%

一个典型的工作表现者，机动的产出达到55%Theaveragetimetobecome“competent”is6monthsformostpositions

大多数的职位要达到胜任的程度所需时间平均为6个月Organizationsspend2%-5%ofrevenuesondevelopingemployees

公司将收入的2%到5%运用到培养员工And,remember…89%ofsupervisors/managersreportdislikingmanagingpeopleissues

记住…89%的主管或经理表明不喜欢管理与人有关的事务PLG29WhyDoesThisMatter?

为什么重要？Peoplearethemostvariablei28Thepercentageofcompaniesindicatingaprobleminobtaininghighperformancefromtheirworkforce:

下列数据显示的是在获取其员工较高工作表现方面遇到问题的公司的比例Seriousproblem严重问题-Problem问题-NoProblem没有问题-Source:ClosingtheHumanPerformanceGap,TheConferenceBoard,1994.43%55%2%PLG29IsLowPerformanceaProblem?工作表现低下是一个问题吗?Thepercentageofcompaniesin29PoororInsufficientPerformanceFeedback

HighIndividualStressLevelsNoPerformanceStandardsLackofClearIndividualGoalsRewardNotPerformanceBasedPoorPerformanceRewardedNoCareerPlanningFearofFailureorPunishmentInabilitytoEnvisionSuccessfulOutcomesLackofPoorCompany-SponsoredTrainingInabilitytoConcentrateonTaskatHand

LowWorkerSelf-EsteemLowCompensation

Source:ClosingtheHumanPerformanceGap,TheConferenceBoard,1994.

60%40%39%31%31%37%22%23%28%17%14%9%8%PLG30PrimaryCausesofLowPerformancePoororInsufficientPerforman30工作表现反馈不佳或不够个人工作压力太大没有工作表现的标准缺乏明确的个人目标奖励与工作表现无关工作表现奖励很差没有事业发展计划害怕失败或受惩罚不能展望成功的结果公司举办的培训少或差不能关注正在进行的任务员工自尊心差

酬劳低Source:ClosingtheHumanPerformanceGap,TheConferenceBoard,1994.

60%40%39%31%31%37%22%23%28%17%14%9%8%PLG30导致工作表现不佳的主要因素工作表现反馈不佳或不够Source:Closingthe31Clearlyunderstandperformanceexpectations

清楚地了解工作表现的期望Donotshort-cutneededsteps不会缩短所需步骤Doawaywithwastedsteps避免浪费的步骤Useavailableinformationanddocumentation

使用能够获得的信息和文件Possessajobaidthatothersdon’t

拥有别人没有的工作上的支持Possessinformation/datathatothersdon’t

拥有别人没有的信息/数据Possessbettertoolsthanothers拥有比他人更好的工具Haveadifferentmotiveforperforming

有不同的驱动力支持优秀的工作表现Haveanenvironmentalfactorthatisdifferent

具备不同的环境因素Receivedifferentguidanceandfeedback得到不同指导和反馈Receivedifferentincentives得到不同的激励方式Theyaregenerallyoptimisticandhavehighexpectations

他们大体上很乐观并有较高的期望Theyadopttochange他们运用变化Theyshowdetermination他们坚定果断Source:10yearUSArmyStudy

PLG31WhatMakesExemplaryPerformers?

一位优秀工作表现者的标准Source:10yearUSArmyStudy

Clearlyunderstandperformance32Knowledge知识Skills技能CoreBeliefs核心信念StylePreference形式偏好NaturalCapacity自然能力Desire愿望PLG32SixIndividualPerformanceFactors个人工作表现的6个影响因素Knowledge知识PLG32SixIndividu33ClearExpectations明确的期望Opportunity/Practice机会/锻炼Communication沟通Consequences结果WorkSystems工作系统Culture文化PLG33-34SixOrganizationPerformanceFactors

公司对工作表现的6个影响因素ClearExpectations明确的期望PLG3334Feedback–反馈:Effective,ongoingfeedbackiscriticaltomaintainingthedesired“system”ofperformance

有效的持续反馈对保持所期望的工作表现“系统”非常重要PLG34WhatAboutFeedback?

什么是反馈?Feedback–反馈:PLG34WhatAbout35Explainyourintentionsforgivingthefeedback解释你提出反馈意见的意图Accuratelydescribewhatyouobserved

准确描述你观察到的内容Describeyourreactionortheconsequenceofthebehavior

描述你的反应或行为的结果Givetheotherpersonachancetorespond给他人回应的机会Proposesomealternatebehaviors

建议其它可行的言行举止Stateyoursupportfortheotherperson

表明你对他人的支持TheSixStepsoftheFeedbackProcess反馈程序的6个步骤PLG34-35Explainyourintentionsforgi36Inyourtablegroup,selecttwoofthefactorsofperformance.与小组成员一起选择两个工作表现的影响因素Brainstormalistofactionsyouasthesupervisorcandotoimplementordeploythisfactor.

与小组成员一起讨论并列出作为一名主管能够实施或施展这些因素的行动方案Pleasebepreparedtoshareyourresponseswiththelargergroup.

准备与其它小组分享你们的讨论结果PLG35DoThis,TryThat运用和尝试!Inyourtablegroup,selecttw37Inyourtablegroup

与小组成员一起:Reviewtheworkshopmaterialuptothispoint

复习之前学习的课程内容CompletethelistedquestionsonSectionKnowledgeCheck

完成阶段知识要点练习的题目Youhave10minutes

你有10分钟的时间PLG36-37SectionKnowledgeCheck

阶段知识要点练习Inyourtablegroup

与小组成员一起:P38Reviewandanswerthelistedquestions复习并回答所列问题PLG38Debrief&ActionPlanning汇总&制订行动计划

Reviewandanswerthelistedq39ManagePersonalPerformance

管理个人的工作表现ManagePeoplePerformance

管理员工的工作表现PLG39Howto...SuccessfullyTransitiontoSupervisor如何成功成长为一名主管ManagePersonalPerformance

管理40Asuccessfultransitiontosupervisorrequirestheabilitytoshiftfromonestyleandsetofbehaviorstoanother(Associate–supervisor)

成功的成长成为一名主管要求该员工具备从一种工作方式和相应的工作行为改变到别一种方式和行为，即从员工到主管Manysupervisorswithtechnicalskills,intelligence,desireandabilitytodothejobperformpoorlybecausetheydonothavetheknowledgeorskillsnecessarytobeasupervisor

许多主管拥有专业技能、智慧、愿望和能力，可工作表现却不佳，其主要原因是他们没有一个主管所必需的知识或技能PLG40EA1–ManagePersonalPerformance

管理个人工作表现Asuccessfultransitiontosup41Minimizetheemotionsandstressofthetransition.

在转变过程中把情绪和压力控制到最小的程度Clarifytheexpectationsofallrelevantstakeholders.

明确各个利益相关者的期望Minimizethemostcommonproblemexperiencedbynewsupervisors.

尽可能把新主管所遇到的常见问题降低到最低的程度PLG40WhyShouldIDoIt?为什么要这么做?Minimizetheemotionsandstre42Takechargeofthetransitionprocess

掌控转变的过程Clarifywhatyournewbossexpectsofyou

明确你的新上司对你的期望RelatetoAssociates与员工有关的Relatetootherstakeholders

与其他利益相关者有关的Controlyouremotions控制你的情绪Exerciseyourauthority锻炼你的权威Obtainunittechnicalknowledge

本部门专业知识Createapositiveenvironment

建立一个积极的工作环境DefendyourAssociates为你的员工辩护Handleunitchange处理工作岗位的变化PLG41-45HowDoIDoIt?我该怎么做?Takechargeofthetransition43Individually,readthesituation.

独立阅读案例Asatablegroup,answereachquestion.

与小组成员一起回答每个问题Pleasebepreparedtoshareyourresponseswiththelargergroup.

准备与其它小组分享你们的答案PLG46CaseStudy:Mark’sFirstDay案例分析:马克的第一天Individually,readthesituati44Developyourindividualplanforhandlingthetransitiontoyournewpositionassupervisor.

拓展你的个人成长计划，帮助你适应新的职务成长成为一名合格的主管Providespecificdetailsandbeillustrative.

提供详细细节和具体分析Trytomaketheplanasrealisticaspossible.

尽可能使计划更具现实性PLG47DevelopYourTransitionPlan

拓展你的成长计划Developyourindividualplanf45Tips建议Dividethedetails由大到小Findouthowyouaredoing

了解自己做得如何

Bepatient耐心Standbyyourplan持之以恒

Focusingonfuturepositions

急功近利Breakingpromises言而无信Sugarcoating糖衣炮弹Traps

误区PLG48Tips&Traps建议和误区TipsDividethedetails由大到小Foc46Humanperformancemustbeviewednotasasinglefactor,butasasystemmadeupofdifferentfactors

人的工作表现不能仅视为一个单一的因素，而是由不同的因素组成的一个体系Oncethesystemisunderstood,asupervisorhasafundamentallynewsetoftoolstomodifythewholeperformancesystemtochangebehaviorsandimproveperformance

一但理解了体系，主管会具备一套全新的工具去调整整个工作表现体系，以改变言行举止和提高工作表现PLG49EA2–ManagePeoplePerformance

管理员工工作表现Humanperformancemustbeview47Improvesperformanceinyourunit改进本部门工作表现Preventsproblems防范于未然Reducestress,frustrationandirritation

减少压力，挫折和易怒PLG49WhyShouldIDoIt?

我为什么这么做？Improvesperformanceinyouru48UNCONSCIOUSINCOMPETENCE

对不具备的能力无意识CONSCIOUSINCOMPETENCE

对不具备的能力有意识CONSCIOUSCOMPETENCE对具备的能力有意识UNCONSCIOUSCOMPETENCE

对具备的能力无意识AWARENESS,KNOWLEDGE预期，意识和

知识DESIRE,TIME,OPPORTUNITY

期望，机会，态度，结果PLG50Youdon’tknowwhatyoudon’tknow

你不知道你不知道的事Yourealizetherearethingsyoudon‘tknowbutneedtoknow

你意识到你有不知道却应该知道的事Youknowhowtodoitbutneedtothinkaboutit

你知道怎么做但需要思考一下Youknowitsowell,youdoitautomatically

你完全了解并且可以不加思索的去做SKILLS

技能HowisBehaviorChanged?行为如何改变？UNCONSCIOUSCONSCIOUSCONSCIOUSU49ENVIRONMENT

环境1.JobClassification岗位职位说明2.Selection

选择TrainingandDevelopment

培训和发展Assessment/ Evaluation

评估/评价5.Compensation

酬劳6.Performance Planning

工作表现计划PLG51SystemofPeopleManagement

人力资源管理系统ENVIRONMENT

环境1.JobClassific50Getintogroupsofthreeorfour

三至四人组成一组Withyourgroup,discussthedifferencesinpowerthatyouhavenoticedindifferentbosses

与小组成员一起讨论你所观察到的不同的领导所运用的不同权力Withinthegroup,shareexamplesofwhenyouobservedabossusingeitherpersonalorpositionalpower

与小组成员一起分享你遇到的使用个人魅力或职务权力的领导事例Usecurrentandpastbosses

可以讨论现在和过去的领导Then,answerthequestions然后回答问题PLG52PowerHere,PowerThere

魅力，权力？Getintogroupsofthreeorfo51Starwoodhasmanytoolstohelppeoplemanagement.Theyinclude:

喜达屋有许多人事管理的工具，主要包括：StarwoodHRResources

喜达屋人力资源系统Starwoodhasmanytoolstohel52HireforDesiredCompetencies:

聘用具备所需能力的人：

Thisactionisoneofthesinglemostimportantactivitiesofasupervisor.Eachtimeanewpersonisbroughtintothearea,itisatremendousopportunitytochangetheculture,improvetheknowledgeorskills,andprovideadifferentperspective.

这是主管应该具备的一项最重要的行动方案之一。每次招募一位新的员工，他都会带来非比寻常的改变文化、提高知识或技能以及提供不同观点的机会PLG53HowDoIDoIt?我要怎么做？HireforDesiredCompetencies:53ClarifyPerformanceExpectations

明确工作表现期望：

Performanceexpectationsexistatthemacroorbigpicturelevelintheformofcompanystrategicplans,atthemidlevelintheformofunitgoalsandobjectivesandatthemicrolevelintheformofindividualdevelopmentplans.

工作表现期望可以表现为宏观的方面，或在大的框架方面表现为公司的战略计划，中层方面表现为集体的计划和目标，以及微观方面表现为个人发展计划的形式

PLG53HowDoIDoIt?

我该怎么做？ClarifyPerformanceExpectatio54PLG53PMP工作表现管理程序PLG53PMP工作表现管理程序55PerformanceManagementProcess

表现管理程序ObjectiveSetting&ActionPlanning

设定目标和行动计划Coaching&Feedback

辅导和反馈PerformanceReview

表现回顾CareerPlanning

事业发展计划RewardsDistribution

奖励分配KeyComponentsofthePMP

PMP的主要组成部分PerformanceObjectiveSetting56PerformanceManagementProcess

表现管理程序WhatIsExpected?

期望是什么？HowAmIDoingNow?

我现在怎么做？HowDidIDo?我过去怎么做的？What’sNext?

下一步是什么？WhatIsMyReward?

我的回报是什么？KeyComponentsofthePMP

PMP的主要组成部分PerformanceWhatIsExpected?

57LeadershipSuccessProfile

成功领导要素IndividualDevelopmentPlan

个人发展计划OverallJobPerformance

整体工作表现Jobperformanceisevaluatedbothby“whatyoudo”(objectives)and“howyoudoit”(competencies)工作表现的评估取决于“你做了什么”（目标）和“你怎么做的”（能力）这两项Big5Objectives

大5目标Whatyoudo

你做了什么Howyoudoit

你怎么做的Whatyouneedtoimprove

你需要改进什么PMPandJobPerformance

PMP与工作表现LeadershipSuccessProfile

成功领58PerformanceManagementisakeycomponentofasupervisor’sjob

主管工作的主要职能之一是工作表现管理Notanadministrativetask不是一个行政事务Toolandprocessallowsyoutoestablishandalignperformanceonkeyobjectivesandmanagetheperformanceofyourstaffagainstthoseobjectives

根据主要目标运用工具和过程建立、规范工作表现，PerformanceManagementisayear-roundresponsibility工作表现管理是项常年的职责Notaonceayearoccurrence不是一年上演一次的任务Thereshouldnotbeany“surprise”inayear-endreview

年终评估时不应有任何“惊讶”“Howyoudoit”just