希尔顿集团管理意识培训练习题手册（英文）

希尔顿集团管理意识培训练习题手册（英文）

Hilton

MANAGEMENT

AWARENESS

PROGRAMME

Workbook

HILTONINTERNATIONALASIAPACIFIC

TIMEMANAGEMENT

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Workbook

Objectives

Bytheendofthesession,youwillbeableto:eexploredhowyou

currentlyorganizeyourself•identifypracticalapproachesthatyoucan

implementbackatworktohelpyoumanageyourtimemoreeffectively

Stage1-Whatistimemanagement?

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Stage2-Priorities

Althoughotherpeoplewillimpacthowwespendour”

time,attheendofthedaymuchofitisdowntous-it,sour

choice.Whatweneedtoensureisthatwe'rechoosingtospendit

appropriately.Todothisweneedtounderstandwhat'sexpectedofus

andknowwhatwe'retryingtoachieve-again,it'sabouthavinga

purpose.”

Whatdowehaveinthebusinessthattellsuswherewearegoing?

Whyareobjectivessoimportant?

Wecandivideourworkingprioritiesinto3sets-A's,B'sandC's.

WhatareourApriorities?

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WhatareourBandCpriorities?

TheFiveCategoriesofTimeUseActioncanbebrokendownintofive

categories:

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2

3

4

5

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1.ImportantandUrgent

2.ImportantbutnotUrgent

3.UrgentbutnotImportant

4.BusyWork

5.WastedTime

It'snolongerenoughtodothingsright(efficiency),We

mustalsodotherightthings(effectiveness)

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Stage3-TimeManagementTechniquesThe5stepapproachtotime

management:1.Plantoplan

2.Prioritiseyourtasks

3.Exploityourbodyclock?peaks，4.Controlinterruptions

5.AssignandDelegate

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Stage4-PlanningtotakeControl

1.WhatIhavetodo

2.Likelydemandsonmytime

3.WhatIwanttochange

4.WhatIamgoingtodotomakethishappen

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5.HowamIgoingtomeasuremysuccess?

DELEGATION

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Objectives

Bytheendofthesession,youwillbeableto:

•identifywhatismeantbyeffectivedelegation

•recognisehowandwhentousedelegation

•usedelegationtomotivateanddeveloptheteam

•demonstratetheskillsassociatedwitheffectivedelegation

StageIWhatisdelegation?

Effectivemanagersgetthingsdonethroughothers.Awordthatis

oftenusedtodescribegettingthingsdonethroughothersisEMPOWERMENT.

Whatdoesitfeelliketobeempowered?

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Empoweringothersmeansthatyoucontributetotheirexperienceof

thosefeelings.Oneofthemaininstrumentsmanagerscanusetoempower

thepeoplearoundthem,isdelegation.Delegationisaboutdeveloping

andempoweringpeoplearoundyouanddeveloping

productiverelationshipswithpeople

Whenisitappropriatetoallocateasopposedtodelegate?

Stage2Whatiseffectivedelegation?

Effectivedelegationrequiresyouto:

Effectivedelegationinvolvesplanningandcommunicatingajobfully,

developingtheteammembertobeabletodothejobandthenhaving

processesinplacetomonitorandreviewtheirperformance.

Underdelegation

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OverDelegation

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Theeffectsonthemanagerwhoparticipantstoomuch,ortoolittle

are:

Toomuch*

Toolittle*

Theeffectsontheteamwhenthemanagerparticipantstoomuchor

toolittleare:

Toomuch*

Toolittle*

Stage3Communication

Communicating

Tomakedelegationworkamanagerisfacedwithtwomainissues:

1.

2.

Managersareafraidtoletgoincase:

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Whatneedstobeclearlycommunicatedandhowcanwedothis?

“TheAuthority/FreedomScale”

Telling

Selling

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Consults

Shares

Participants

DelegationandYourBossDoesyourbossdelegate?

Whoelseapartfromyouremployeesmightyoudelegateto?Whenmight

youneedto

delegatetoyourmanager?

Stage4Delegationinpractice

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PlanningforEffectiveDelegation

Whendelegatingaskyourself:

Whomtodelegateto?

WhatamIdelegating?

•WhatdoIneedtotellthepeopletowhomIamdelegating?*

•HowshouldIconveytheinformation?

•HowcanIcheckindividualsunderstandthenatureandextentof

whatIhavedelegated?

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•DoIneedtomakeitcleartootherteammembersjustwhatIhave

delegatedtotheindividual?Planningthedelegation

Managingthedelegatedtask

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TEAMWORKING

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Objectives

Bytheendofthesession,youwillbeableto:

•describethetypesofbehaviourswhichleadtoeffective

teamworkingandpractice

usingthem

•recognisethestagesagroupgoesthroughwhendevelopingsdevelop

personalplansforimprovingteamworkingbackatworkStage1-Working

inTeams

RoleExpectations

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RoleConflict

Role

Conflict

Whataresomeissuesthatcanarisethroughroleconflict?Stage2-

GroupDevelopment

TheJohariWindow-ACommunicationToolArena

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Fafade

TheBlindSpot

Hidden/Unknown

IndividualReflection

HowbigwasyourArenaatthebeginningofthecourse?Howbigisit

now?

Whendidyoustarttoopenthecurtains?

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Haveyoudiscoveredanyblindspots?

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StagesofgroupdevelopmentThecontextofthewaygroupstendto

naturallydevelopi.e.thestagesgroupsgo

through.

TheStagesofGroupDevelopment!.Forming

2.Storming

3.Norming

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4.Performing

DiagnosingtheStagesofGroupDevelopmentFormingStormingNorming

PerformingWillIbeWillIbeHowcanIhelptheHowcanwedo

accepted?respected?group?better?

The"I"StageThe“We"StageFormingNormingStormingPerforming

PolitenessBidforpowerCo-

operationEnthusiasmFormingNormingStormingPerforming

OrientationOrganisingDataFlowCreativeProblem

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SolvingindividualNeeds

Why?How?What?CriteriaStage3-LeadingEffectiveTeams

NeedsNeeds

Needs

TaskNeeds

TeamNeeds

TaskNeeds

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TeamNeeds

TeamLeader?sRole

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Groups&Leaders

Doeseveryteamneedaleader?Notes

ManagingPerformance

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Objectives

Bytheendofthesession,youwillbeableto:•Identifywhy

performancemanagementisimportanttotheteamandthebusiness*Explain

whataffectsteamperformanceatwork

•Developunderstandingaboutprocessesassociatedwithperformance

management*Beabletowritequality,SMARTobjectives.

Stage1-Wheredoesperformancemanagementfit?

Whatdoesmanagingperformancemeantoyou?

Skillsformanagingperformance

Ifwewantconsistentlevelsofperformancefromourteamsand

ourselves,whatskillsdoweneed?

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Whatexistsinthebusinesstohelpyoumanagetheperformanceof

yourpeople?

Indicatorsofhigh/lowperformers

Whatisithigh/lowperformersdo?

HighPerformer

LowPerformer

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TheHaloEffect

Evaluationofapersonsolelyonthebasisofoneattribute,either

favourableorunfavourable,

iscalledthehaloeffect.

Askyourself:

Thekeyhereistolookforconsistency.

Stage2-Motivation&Performance

Whatmotivatesyoutowork?

Whydoesthisactasadriverinthewayyoudoyourwork?

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Motivation@Work

•RelationshipwithManager•FinancialMotives

•RecognitionandPraise•Co-operationwithOthers*Promotion

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•TheJobContent

•Achievement

•Responsibility

GroupNeeds-Task,Team&Individual

TaskNeeds

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TeamNeeds

IndividualNeeds

Theleadermusttrytoachieveabalancebyactinginallthree

areasofoverlappingneed.

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Stage3-PerformanceManagementProcessPerformanceManagement

Cycle

Step1一

Step4-Step2-

Step3-

1.JobClarification

Whatisclarification?Whyisitnecessary?Whathappenswhen

clarificationisinadequate?

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Whatprocessesdowegothroughwhenresultsareinadequate?

2.KeyResultAreas3.RegularMeetings

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4.AnnualPDR

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Stage4-ReviewingObjectivesWhyhaveKRA'sbeforesetting

objectives?Whatisthepurposeofhavingobjectives?Discusstheprocess

ofsettinganobjective-theSMARTobjective

•S____________

•M

•A___________

•R___________

•T

Stage5-MonitoringPerformanceWhatdoesmonitoringinvolve?

Notes

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ManagingPerformance

workbookobjectives

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Bytheendofthesession,youwillbeableto:•Identifywhy

performancemanagementisimportanttotheteamandthebusinesseExplain

whataffectsteamperformanceatwork

•Developunderstandingaboutprocessesassociatedwithperformance

managementaBeabletowritequality,SMARTobjectives.

Stage1-Wheredoesperformancemanagementfit?

Whatdoesmanagingperformancemeantoyou?

Skillsformanagingperformance

Ifwewantconsistentlevelsofperformancefromourteamsand

ourselves,whatskillsdoweneed?

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Whatexistsinthebusinesstohelpyoumanagetheperformanceof

yourpeople?

Indicatorsofhigh/lowperformers

Whatisithigh/lowperformersdo?

HighPerformer

LowPerformer

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TheHaloEffect

Evaluationofapersonsolelyonthebasisofoneattribute,either

favourableorunfavourable,

iscalledthehaloeffect.

Askyourself:

Thekeyhereistolookforconsistency.

Stage2-Motivation&Performance

Whatmotivatesyoutowork?

Whydoesthisactasadriverinthewayyoudoyourwork?

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Motivation@Work

•RelationshipwithManager•FinancialMotives

•RecognitionandPraise•Co-operationwithOthers*Promotion

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•TheJobContent

•Achievement

•Responsibility

GroupNeeds-Task,Team&Individual

TaskNeeds

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TeamNeeds

IndividualNeeds

Theleadermusttrytoachieveabalancebyactinginallthree

areasofoverlappingneed.

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Stage3-PerformanceManagementProcessPerformanceManagement

Cycle

Step1一

Step4-Step2-

Step3-

1.JobClarification

Whatisclarification?Whyisitnecessary?Whathappenswhen

clarificationisinadequate?

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Whatprocessesdowegothroughwhenresultsareinadequate?

2.KeyResultAreas3.RegularMeetings

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4.AnnualPDR

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Stage4-ReviewingObjectivesWhyhaveKRA'sbeforesetting

objectives?Whatisthepurposeofhavingobjectives?Discusstheprocess

ofsettinganobjective-theSMARTobjective

•S____________

•M

•A___________

•R___________

•T

Stage5-MonitoringPerformanceWhatdoesmonitoringinvolve?

Notes

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INFLUENCING&PERDUADING

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Bytheendofthesession,youwillbeableto:

•identifythebehavioursassociatedwithinfluencingothersat

workepracticeusingassertivebehaviour

•prepareforanegotiatingsituation

•demonstrateinfluencingskillsandnegotiatingtechniquesinarole

playStage1-TheManagerJsRoleasanInfluencer

Influencingandmakingapositiveimpactonpeopleatwork(manager,

employees,customers

andsuppliers),isakeypartofamanager?srole.

Whatsituationsdoyoufacewhereyouhavetoexertinfluenceat

work?

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Stage2-InfluencingBehaviourBehavioursthatcaninfluenceWhen

influencingorbeinginfluencedbyothers,thebehaviourusedcanbe

aggressive,passiveorassertive.

Recognisingbehaviours

Aggressive

Passive

Assertive

Stage3-Assertiveness

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Assertivebehaviourisbasedonappropriateresponses.Itis

•rationalandreasonable,

•takesintoaccountthefactthatweallhaverights/expectations

whichshouldbemetor

understood,

•notemotionalbehaviourthancanbeoutward(aggressive)orinward

(passive).

Metaphorically,thiscanberepresentedasaclock-

Assertivenessbeing

Passivitybeing

Aggressionbeing

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Influencingothers-Assertiveness,Passivity&

Agressionlnfluencingpeopleatworkandmakinganimpactonresultsisa

keypartofamanager,srole.

Todevelopassertiveness,managersneedtobeawareofthedifferent

behavioursandhowtheycanhelpthemsucceedintheirroles.

Characteristicsofmanagerswithahighlevelofinfluence:

Characteristicsofmanagerswithlowinfluence:

Managerswhodemonstratehighinfluencearethosewhoareableto

behaveinanassertivemanner.Assertivenessisdemonstratedby

individualswhoknowwhattheyfeelandwhattheywant,takedefinite

andclearactiontoexpresstheirviews,refusetobeside-tracked,and

ensureothersknowwheretheystand.

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RightsOfAssertiveness

Assertivenessrightsatworkwillincludesuchthingsastheright

to:•

ChoosingTheBehaviourToUse

Rightsarealsoaboutchoice.Managershaveachoiceabouthowthey

behaveandwhenthey

areassertiveintheirrole.Whetherrespondingtosomeoneelse,s

behaviourorinitiating

action,therearethreeprincipleoptionsonhowtochoosetobehave:

•Passivebehaviour

•Aggressivebehaviour

•Assertivebehaviour

PassiveBehaviourisoftennon-assertivebehaviourandis

demonstratedby:Beliefsornormsinthistypeofsituationare:

Aggressivebehaviourmeans:

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Beliefsornormsinthissituationare:Assertivebehaviourmeans:

Thebeliefsinasituationwhereassertivebehaviouristhenormare:

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TheEffectsOfTheDifferentBehavioursl.Passivity

2.Aggression

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3.Assertive

Assertivebehaviourleadsto:

The5OperationalareasofAssertiveness

1.MAKINGAREQUEST/ASKING

FORWHATYOUWANT

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2.SAYING“NO”

3.EXPRESSINGYOURFEELINGS4a.HANDLINGCRITICISMFROMOTHERS

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4b.OFFERINGCRITICISMTOOTHERS

5a.HANDLINGCOMPLIMENTSANDAPPRECIATIONS

5b.RECEIVINGCOMPLIMENTS

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Stage4-InfluencinginaNegotiatingSituationWhatisnegotiation?

Whataresomecommonassumptionsaboutnegotiation?Whatmakes

someonesuccessfulinanegotiation?Whatskills/knowledgeandattitude

wouldthey

possess?

Knowledgeincludes:

Skillsinclude:

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Attitudeincludes:TheNegotiatingCycle

Anegotiatingcyclehasmanystepsinit-theactualmeetingbeing

onlyonepart.

Step1

Approach

Step3Negotiation

Cycle

Meeting

Step2

Planning

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Step1-OnesidemakesanapproachtoanotherStep2-Planning

Step3-ThenegotiationmeetingThenegotiationmeetinghas4

distinctPhases:

Phase4-

Phase1-_

Phase3一

Phase2-

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OpeningPhaseIncludes:ReflectingPhase

AdjustingPhase

TheAgreeingPhase

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Pointstothinkaboutduringanegotiationinclude:Tacticsatthe

differentphasesofthemeetingPhase1-Opening

Phase2-Positioning,Reflecting

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Phase3-Adjusting

Phase4-Closing/agreeing

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EffectiveNegotiatingBehaviourPositiveBehaviour

NegativeBehaviour

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MANAGINGCONFLICT

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Objectives

Bytheendofthesession,youwillbeableto:

•identifywhatconflictisandhowitoccurs

•understandyourroleinminimisingthenegativeeffectsand

maximisingthepositiveeffectsof

conflict

•practiceusingaframeworktohelpmanageconflictsituationsStage

1-ConflictsituationsandhowtheyariseWhydoconflictsituations

arise?

Conflictsituationscanbe-

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Positive&NegativeEffectsofConflict

Whatarethepositiveeffectsofconflict?

Positive

Whatarethenegativeeffectsofconflict?

Negative

Stage2-BehavioursthatContributetoConflictSituations

Manyofustendtoseetheonlychoices,whenconfrontedwith

conflict,aswithholdingourfeelingsorlettingthem"fly”.The

probleminwithholdingisthatthefeelingsbuildupuntiltheyarelet

outinanemotionalavalanche,aredisplacedontosomeoneelse,or

turnedinwardwhichleadstodepression.

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Win-Lose,Lose-Lose

Examplesofbehavioursexhibitedinwin:loseandlose:lose

situationsWin-Win

Behavioursexhibitedinwin:winsituation

Toresolveconflict,itisnecessarytoconsidertheotherpersonJs

needsandworktowardsasituationwherebothpartieswin.

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Stage3-AFrameworkforManagingConflict

TheCUDSAFramework-A5StageApproach

TheCUDSAframeworkespousesacollaborativeapproachtomanaging

conflicts.Itencouragesbothofyoutomakethechoicesthatincrease

thechancesofthecourseofconflictbeing

constructiveratherthandestructive.

The5stagesoftheCUDSAFrameworkare:

l.C___________________________________

2.U___________________________________

3.D___________________________________

4.S___________________________________

5.A____________________________________

Step1-ConfronttheConflict

Confrontingaconflictinarelationshipcaninvolveatleastthree

stages.First,self-awareness

Thesecondstageisthatofconfrontingyourpartnerwiththe

existenceofaconflict.

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Thirdly,confrontingaconflictmayentailassertion

Step2-UnderstandEachOther?sPositionSenderandreceiverskills

Thingstoavoid-Useof“You"StatementsNegativeTriggerStimuli

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TimeAllocation

DealingwithAnger

Step3-DefinetheProblem(s)

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Power-Plays

ThecollaborativeapproachtodefiningproblemsAcollaborative

approachtodefiningproblemsassumesbothofyouaregenuineinwanting

to

solvethem.Todothis,bothofyouwillneedto:

AsaresultofStep2,youshouldhaveanideaofhowmuchcommon

groundexistsbetweenyou.Itcanavoidfurtherincreasingtheconflict

ifthiscommongroundisidentifiedandacknowledged.

Owingtheconflict

Realvs.SurfaceAgendas

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Clarity&specificity

Step4-SearchForandEvaluateAlternativeSolutions

2Stages-Generation&Evaluation

GenerationofSolutions

EvaluationofSolutions

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MutualWins-Checkingforunderstanding

Step5-AgreeUponandImplementtheBestSolution(s)

Agreeinguponsolution

Keepingyourpromise!

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PROBLEMSOLVINGANDDECISIONMAKING

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Objectives

Bytheendofthesession,youwillbeableto:

•identifythetypesofsituationsyoufacewhereyouneedtosolve

problems•effectivelyanalyseproblemsusingasimplemodel

•identifyhowyoucanimprovetheirproblemsolvinganddecision

makingstyle

Stage1-TheManager?sroleasproblemsolverWhatisaproblem?

Akeyroleofamanageristhatofproblemsolver.Youhaveto:What

turnsasituationintoaproblem?

Whatactionshelpandhinderinaproblemsolvingsituation?

Helpful:

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Hinders:

Thefourlearningstylesandproblemsolving

Activist

Reflector

Theorist

Pragmatist

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Stage2-AnalysingProblems

Whatistheresultifproblemsarenotdealtwithproperly?

Reactive&ProactiveProblemSolving

ReactiveProblemSolving:

,dealingwithsymptoms

Theimpactisit

ProactiveProblemSolving:

,,longtermproblemsolving.

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TheDifferentLayersofaProblem

TopLayer:

MiddleLayer:

InnerLayer:

Ifaproblemcanbestatedthenitcanprobablybesolved!

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TheProblemSolving&DecisionMakingModel

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Stage3-Finding&EvaluatingSolutions

Whyisitusefultoinvolveothersinproblemsolving?Whatarethe

differentwaysyouhaveexperiencedtosolveaprob1em?App1icationat

work-

Pros

Cons

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Stage4-DecisionMakingTheyesdecision

Thecounter-productivedecisionTherefusaltomakeadecisionTheno

decision

TheeffortlessnodecisionTheconsultationdecisionTheindecisive

decision

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Behaviours&DecisionMakingWhatbehavioursdoyouexhibitwhenyou

areabletomakedecisions?Whatbehavioursdoyouexhibitwhenyouare

unabletomakedecisionsTeamDecisionMaking

Whattypesofdecisionsdogroupsmake?Unanimous

Majority

Minority

Consensus

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NEGOTIATINGSKILLS

AnOverviewoftheSessionObjectives

Bytheendofthesession,youwillbeableto:

•identifysituationswherenegotiationwouldbeanoptimumapproach

•describethetypesofbehaviourswhichresultineffectiveoutcomes

•prepareforanegotiation

•demonstratetheskillsandtechniquesofnegotiationinaroleplay

situationStage1-Whatismeantbynegotiation?

ImportantElementsofEffectiveNegotiation

Whataresomeoftheimportantelementsofaneffectivenegotiation?

Namesomeofthestrategiesyoucanuse***

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PurposeofNegotiation

Whatisthepurposeofnegotiation?

Whatsituationsexistatworkwherenegotiationtakesplace:

TheNegotiatingCycle

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Step1-Onesidemakesanapproachtoanother

•

Step2-Planning

Step3-ThenegotiationmeetingOpeningPhaseIncludes:

ReflectingPhase

AdjustingPhase

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TheAgreeingPhase

The5StagesofaMeeting

Phase1:Phase5:

Phase2:

Phase4:

__________Phase3:

Phase1-Opening

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Phase2-Positioning,Reflecting*

Phase3-Adjusting

Phase4-Closing/agreeing

Phase5-Implementationandevaluation:

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EffectiveNegotiatingBehaviour

PositiveBehaviour

Behaviourstoavoid

Stage2-Specificskillsandtechniques

Whatmakesagoodnegotiator?Whatskills/knowledge/attitudedothey

dotheyhave?

Knowledge一

Attitude

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Skills

TakingpartinaNegotiationStage1-KnowingthesituationStage2一

InventingpossibleoptionsStage3-Developingalternatives

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Stage4-Afairagreement

Stage3-Developingnegotiationskills

PowerBasesinNegotiation

Notes

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BehaviouralInterviewing

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Objectives

Bytheendofthesession,youwillbeableto:

•Applytheprinciplesofbehaviouralinterviewinginarecruitment

interview

•Carryoutbehaviouralinterviewinginavarietyof1to1

discussions.StagelPlanningbehaviourallybasedquestionsWhatarethe

consequencesofanineffectivesystem?Whatdoweuse1to1discussions

for?

Whyisitimportanttoplanthediscussionbeforehand?

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Planningbehaviourallybasedinterviewquestionsllowdoyouobtain

informationindiscussions?Howdoyoustructureaneffective

question?Howdoyoudealwithanswers?

Whatisabehaviourallybasedquestion?

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BehavouralQuestions

Whyarethesetypeofquestionsimportant?

Whattypesofdiscussionswouldbehaviourialquestioningtechniques

beuseful?Howdobehaviourallybasedquestionsdifferfromnormaltypes

ofquestioning?Discusswhatactivelisteningisanditsimportance.

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1.PhysicallyAttentive2.AnOpenMind

3.WitholdingAssumptions4.Paraphrasing

5.ListeningBetweentheLines

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6.Summarising

7.Signposting

ImportanceofBodylanguage

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BehaviouralQuestionsGeneralOpeners

Follow-UpProbes

Summarize

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MANAGINGDISCIPLINE

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Objectives

Bytheendofthesessionyouwillbeableto:

•explainwhyitisnecessarytohavedisciplinaryprocedures

•usetheprocedurestohelpmanageperformance

•understandhowtocarryoutasuccessfuldisciplinarymeetingStage

1-Whyaretheproceduresnecessary?

Whyisitessentialwefollowcompanyprocedures?

Benefitsofdisciplinaryprocedure:

Howdowecommunica