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SuccessfulTransitiontoSupervisor

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成功成長(zhǎng)為一名主管

之培訓(xùn)Welcometo

SuccessfulTransit1WarmItUp!熱身活動(dòng)Selectoneofthelisted“arguments”選擇一個(gè)羅列的“觀點(diǎn)”Selectsomeoneyoudon’talreadyknowwell選擇一位你不太熟悉的學(xué)員Introduceyourself介紹你自己Foroneminute,“convince”thepersonofyour“argument”在一分鐘內(nèi)，讓對(duì)方信服你的“觀點(diǎn)”Reverseroles互換角色PLG1WarmItUp!熱身活動(dòng)Selectoneoft2Whatisyourmostimportantresponsibilityasasupervisor?做為一名主管，你最重要的職責(zé)是什么？Toproduceresults:Theonlywaytodothisisthroughtheeffortsofthepeoplearoundyou要產(chǎn)生結(jié)果：通過(guò)你周圍人的共同努力是唯一途徑Interestingfact:89%ofsupervisorsandmanagerssurveyedindicatedthattheirleastfavoritemanagementactivitywas“dealingwiththeperformanceofpeople”有趣的事實(shí)：調(diào)查表明，89%的主管和經(jīng)理最不喜歡的管理活動(dòng)是“處理人的工作表現(xiàn)”PLG2Introduction介紹Whatisyourmostimportantre3Definition:ManagementistheprocessofaccomplishingorganizationalobjectivesthroughAssociates,teamsandothersupervisors/managers定義：管理是在員工、團(tuán)隊(duì)和主管/經(jīng)理

的共同努力下達(dá)成組織目標(biāo)的過(guò)程Managementistechniqueandprocessdrivenandcanbelearnedbyanyoneabletofollowaprocess管理是一項(xiàng)技能和推動(dòng)的程序，任何能遵循一定程序的人都能來(lái)學(xué)習(xí)這項(xiàng)技能PLG2Introduction介紹Definition:Managementisthe4Minimal最小限度Standard標(biāo)準(zhǔn)Exemplary模范典型DegreeofCompetence能力的程度#ofAssociates員工PLG3MainObjectiveofManagement管理的主要目標(biāo)Minimal最小限度Standard標(biāo)準(zhǔn)E5Minimal最小限度Standard標(biāo)準(zhǔn)Exemplary模范典型DegreeofCompetence能力的程度#ofAssociates員工PLG3MainObjectiveofManagement管理的主要目標(biāo)Minimal最小限度Standard標(biāo)準(zhǔn)Exe6Individually,readthefollowinglistofbenefitsandoutcomesthatcanresultfromasuccessfultransition

每個(gè)人閱讀成功成為主管后會(huì)取得的收益及結(jié)果Selectthethreemostimportanttoyou

選擇你認(rèn)為最重要三項(xiàng)收益Asatablegroup,decideonthreethatyouallagreeon

分組討論你們一致認(rèn)為的三項(xiàng)收益Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備與各組分享討論結(jié)果PLG6WhichBenefitsDoIWant?

我想獲得哪些收益？Individually,readthefollowi7Individually,readthelistofsituations

瀏覽所列工作場(chǎng)景Selectthetoptwosituationsyoucurrentlyface

選擇二個(gè)目前你工作中正面臨的問(wèn)題Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備與其它小組分享你的選擇PLG6WhenCanIApplyTheseSkills?

我什么時(shí)候能夠使用這些技能？Individually,readthelistof8Individually,readthelistofcourseobjectives瀏覽課程目標(biāo)Selectthetopthreethataremostimportanttoyou選擇你認(rèn)為最重要的三個(gè)目標(biāo)Asatablegroup,decideonthreethatyouallagreeon與小組成員討論小組認(rèn)為最重要的三個(gè)目標(biāo)Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備與其它小組分享討論結(jié)果

PLG7WhatWillILearn?我將學(xué)習(xí)什么內(nèi)容？Individually,readthelistof9(CanbeTaylormade)SessionTime課程時(shí)間:8:30-5:30BreaksandRestRooms課間休息CellPhonesandPagers手機(jī)和拷機(jī)RoomTemperature房間室溫ClassAgreements課堂共識(shí)GroundRulesandHousekeeping上課規(guī)則(CanbeTaylormade)GroundRu10Pleasereadthedirectionsandcompletetheexercise請(qǐng)閱讀指南并完成練習(xí)Bepreparedtosharethesewiththelargergroup準(zhǔn)備與其它小組分享PLG8WhatIsYourView?

你看到了什么？Pleasereadthedirectionsand11(Taylormade)ObtainaSupervisorJDforyourfunction

拿一份相關(guān)職務(wù)的崗位職責(zé)ReviewtheJDandhighlightwhatyouthinkarethekeyrolesofasupervisor,especiallythosethataredifferentfromanAssociate

回顧崗位職責(zé)，找出你認(rèn)為主管的主要職責(zé)，特別是你認(rèn)為與員工明顯不同的職責(zé)Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備與其它小組分享你的想法MainRolesofaSupervisor主管的主要職責(zé)(Taylormade)MainRolesofaS12BelowisjustasampleofsomeofthenecessarycompetenciesofaGreatSupervisor.Whichonesaremostimportantforyou?

PersonalEffectivenessActwithIntegrityCommunicateEffectivelyExhibitSelf-ConfidenceMakeSoundDecisionsTeamFocusBuildRelationshipsFacilitateOpenCommunicationFosterTeamworkPromoteTeamDiversityCompetitiveAdvantageCreateStrategicAlignmentDemonstrateFinancialAcumenDriveBusinessResultsFosterCustomerFocusBuildCreateLeadHighPerformanceCultureDemonstrateFunctionalExcellenceExecuteEffectivelyMotivate&InspireOthersTakeOwnershipPeopleDevelopmentAttract,Develop&RetainTalentInspireTrustLeadbyExampleChampionOrganizationalLearningChangeandInnovationBuildSupportforChangeDriveContinuousImprovementLeverageTechnologyShareBestPracticesPLG10Starwood’sLeadershipSuccessProfileBelowisjustasampleofsome13DevelopmentbasedonCareer‘Turns’基于事業(yè)“拐點(diǎn)”的個(gè)人發(fā)展Associate(IndependentContributor)員工（獨(dú)立工作者）Supervisor(ManageSmallTeam)主管（管理小團(tuán)隊(duì)）Turn1

拐點(diǎn)1Manager(ManageSupervisors)經(jīng)理（管理主管）Turn2拐點(diǎn)2EXCOM(ManageFunctions)行政管理委員會(huì)（管理各大部門）Turn3拐點(diǎn)3GM(ManageProperty)總經(jīng)理（管理酒店）Turn4拐點(diǎn)4PLGiDevelopmentbasedonCareer‘T14Thisself-assessmentwillhelpyoudeterminehowmuchthisworkshopcanhelpyouenhanceyoureffectivenessasasupervisor

這個(gè)自我評(píng)估將幫助你了解本課程對(duì)你的主管技能之提高能夠發(fā)揮多少效力Therearenorightorwronganswers

這里沒(méi)有正確或錯(cuò)誤答案Pleasebehonest.Onlyyouwillseetheresults

請(qǐng)誠(chéng)實(shí)回答，只有你能看到答案PLG11-12Self-Assessment自我評(píng)估Thisself-assessmentwillhelp15Travelaroundtheroomandcollect4piecesofgreatmanagementadvicefrom4differentpeople

在教室內(nèi)從其它四位不同的學(xué)員那里每位得到四個(gè)關(guān)于卓越管理的建議Attheendyoushouldhave16tipsfromothers

活動(dòng)結(jié)束后你應(yīng)收集到共16個(gè)建議PLG13SupervisorScavengerHunt‘主管技能’建議搜尋Travelaroundtheroomandcol16Individually,readthesituation.

獨(dú)自閱讀案例Asatablegroup,answereachquestion.

與小組成員一起回答每個(gè)問(wèn)題Pleasebepreparedtoshareyourresponseswiththelargergroup.

準(zhǔn)備與各小組一起分享你的答案PLG14CaseStudy:JaneMovesUp!案例分析：簡(jiǎn)的事業(yè)發(fā)展Individually,readthesituati17Pairupwithanotherparticipant

與一位學(xué)員組成小組Arrangeyourchairssothatyouaresittingdirectlybehindeachother,back-to-back調(diào)整你的座位與你的組員背靠背的坐Reviewthecardgiventoyoubythefacilitator仔細(xì)觀察訓(xùn)導(dǎo)師給你的卡片Donotshowordescribetheimagetoyourpartner不要給他人看卡片或向你的同伴描繪你看到的Waitforfurtherinstruction

等待訓(xùn)導(dǎo)師的下一步指示ClayCharades猜謎Pairupwithanotherparticipa18Sender說(shuō)話人Receiver聽話人Visual視覺Thesenderhasapurpose,anunderstandingoftimeliness,andanunderstandingoftiming

說(shuō)話人的目的是取得聽話人適時(shí)的理解Theresponseandeffectonthereceiverisexactlyasintendedbythesender.Itispredictable.

聽話人的反應(yīng)和回應(yīng)正是說(shuō)話人想要達(dá)到的目的，這種反應(yīng)是可以預(yù)見的Vocal聲音Verbal措辭Thesenderselectstherightmediabasedonthesimplicityandcontentofthemessage.說(shuō)話人基于簡(jiǎn)單的原則和信息的內(nèi)容選擇適當(dāng)?shù)拿浇锳PerfectCommunicationSituation一個(gè)完善的交流場(chǎng)景55%7%38%PLG15-16LM2-The3V’sofCommunication三V溝通方式Sender說(shuō)話人Receiver聽話人Visual視19Sender說(shuō)話人Receiver聽話人Visual視覺Thesenderhasapurpose,anunderstandingoftimeliness,andanunderstandingoftiming

說(shuō)話人的目的是讓聽話人能夠適時(shí)的聽懂他的話Theeffectonthereceiverisuncertain.Theresponseisunpredictable.聽話人的聽話效果不明確，因而做出地反應(yīng)是不可預(yù)見的Vocal聲音Verbal措辭Here,noiseinterfereswiththeintendedmessage.Themessageisdilutedandimperfect.在這里噪音干擾著信息的傳遞，使得信息被減弱且不完善AnImperfectCommunication一個(gè)不完善的交流場(chǎng)景Noise干擾因素PLG15-16LM2-The3V’sofCommunication三V溝通方式Sender說(shuō)話人Receiver聽話人Visual視20Preconceivedideas,bias,prejudicesormentalmodels成見，偏好，偏見或主觀模式Physicalenvironment物質(zhì)環(huán)境Lowself-esteem,acceptance,orconfidenceofeitherthesenderorreceiver

說(shuō)話人或聽話人的自尊心、自信心、接受力較低Differentcommunicationorlearningstylesbetweenthesenderandreceiver

說(shuō)話人或聽話人交流方式的不同或?qū)W習(xí)方式不同Naturalaptitudetounderstandorprocessinformation對(duì)信息的理解或消化過(guò)程中的自然傾向Theskilllevelofthemessagesender

信息送傳遞人的技巧水平Theskilllevelofthereceiver聽話人的信息接受技巧Lowinterestinthemessage對(duì)信息的興趣程度不高PLG17Causesof“Noise”

引起“干擾”的因素Preconceivedideas,bias,prej21Definition-Activelisteningisusingallofyourattention,focusingonwhatthesenderissaying,andshowingthesenderthatyouheardandunderstoodhisorherintendedmessage定義–積極的傾聽就是把你所有的注意力集中在傾聽說(shuō)話人說(shuō)了什么，然后向說(shuō)話人表明你聽到了并明白他/她所傳遞的信息

Activelisteningusesverbal,vocal,andvisualbehaviorstodemonstratedynamicunderstandingwithverylittleeffortfromthereceiver

積極的傾聽是以措辭、音調(diào)和視覺上的行為來(lái)表達(dá)對(duì)說(shuō)話人話語(yǔ)的動(dòng)態(tài)理解，而不需要聽話人花費(fèi)什么精力PLG18ActiveListening積極的傾聽Definition-Activelistening22Inyourtablegroup,readeachstatementandrecordyourdiscussion與小組成員一起閱讀每段話并記錄討論結(jié)果Pleasebepreparedtoshareyourthoughtswiththelargergroup

準(zhǔn)備與其它小組一起分享你們討論結(jié)果PLG18WhatDoYouThink?

你的想法是怎樣的？Inyourtablegroup,readeach23Mostofushavebeentoldrepeatedlythatweoughttolistenmore

不斷有人告訴我們要多聽However,untilyouseevalueinsuchanactivity,youwillprobablycontinuetoactthewayyoualwayshave

除非你確實(shí)從該活動(dòng)中看到了它的價(jià)值所在，否則你可能仍將按你習(xí)慣的方式行事Someoftheoutcomesofgoodlisteningarelistedatthetopofpage19.Whichonesaremostimportanttoyou?

有效的傾聽技巧所得到的一些成果列在第19頁(yè)的前部。對(duì)你來(lái)說(shuō)哪些成果最為重要？PLG19WhyShouldIDoIt?我為什么要這么做？

Mostofushavebeentoldrepe24Becausewecanprocessinformationmuchfasterthanthesendercansendit,goodlistenersinfluencecommunicationchallengestoimprovecommunication

由于我們接受信息的速度要比說(shuō)話人傳遞信息的速度快，一個(gè)優(yōu)秀的聽話人通過(guò)影響交流的挑戰(zhàn)來(lái)改進(jìn)交流Readthroughthe9habitsatthebottomofthepageandselecttheonesyouneedtoworkon

閱讀九個(gè)習(xí)慣的材料，選擇你需要改進(jìn)的方面PLG19NineHabitsofActiveListening

積極傾聽的九個(gè)習(xí)慣Becausewecanprocessinforma25Prepareyourselfforlistening準(zhǔn)備好傾聽Createapositivelisteningsituation

建立一個(gè)積極傾聽的場(chǎng)所Useactivequestioningtechniques

使用積極提問(wèn)的技巧Useactiveparaphrasingtechniques

使用積極意譯重述信息的技巧Usepositive,non-evaluativeverbalreinforcers

使用積極且非評(píng)價(jià)的語(yǔ)言強(qiáng)調(diào)關(guān)鍵詞Takenotes做記錄Usepositivevisualreinforcers運(yùn)用積極的視覺語(yǔ)言Useparroting運(yùn)用重復(fù)技巧Usereflectivephrases運(yùn)用深思熟慮的語(yǔ)言Showtheotherpersonthatyouunderstand

向他人表示你理解他的話PLG20-25ListentoClearlyUnderstandtheSender仔細(xì)傾聽以完全理解發(fā)送人的信息Prepareyourselfforlistening26Readthedirectionsforeachexerciseandcomplete

閱讀每一個(gè)練習(xí)的導(dǎo)言并完成練習(xí)Pleasebepreparedtoshareyourthoughtswiththelargergroup

準(zhǔn)備與其它小組一起分享你的想法PLG26DoThis,TryThat運(yùn)用和嘗試！Readthedirectionsforeache27Peoplearethemostvariableinput

人是最易變動(dòng)的因素Between40%and85%oftotalcostsissalary

整個(gè)成本中工資占到到了40%到85%Forthetypicalperformer,discretionaryoutputisaround55%

一個(gè)典型的工作表現(xiàn)者，機(jī)動(dòng)的產(chǎn)出達(dá)到55%Theaveragetimetobecome“competent”is6monthsformostpositions

大多數(shù)的職位要達(dá)到勝任的程度所需時(shí)間平均為6個(gè)月Organizationsspend2%-5%ofrevenuesondevelopingemployees

公司將收入的2%到5%運(yùn)用到培養(yǎng)員工And,remember…89%ofsupervisors/managersreportdislikingmanagingpeopleissues

記住…89%的主管或經(jīng)理表明不喜歡管理與人有關(guān)的事務(wù)PLG29WhyDoesThisMatter?

為什么重要？Peoplearethemostvariablei28Thepercentageofcompaniesindicatingaprobleminobtaininghighperformancefromtheirworkforce:

下列數(shù)據(jù)顯示的是在獲取其員工較高工作表現(xiàn)方面遇到問(wèn)題的公司的比例Seriousproblem嚴(yán)重問(wèn)題-Problem問(wèn)題-NoProblem沒(méi)有問(wèn)題-Source:ClosingtheHumanPerformanceGap,TheConferenceBoard,1994.43%55%2%PLG29IsLowPerformanceaProblem?工作表現(xiàn)低下是一個(gè)問(wèn)題嗎?Thepercentageofcompaniesin29PoororInsufficientPerformanceFeedback

HighIndividualStressLevelsNoPerformanceStandardsLackofClearIndividualGoalsRewardNotPerformanceBasedPoorPerformanceRewardedNoCareerPlanningFearofFailureorPunishmentInabilitytoEnvisionSuccessfulOutcomesLackofPoorCompany-SponsoredTrainingInabilitytoConcentrateonTaskatHand

LowWorkerSelf-EsteemLowCompensation

Source:ClosingtheHumanPerformanceGap,TheConferenceBoard,1994.

60%40%39%31%31%37%22%23%28%17%14%9%8%PLG30PrimaryCausesofLowPerformancePoororInsufficientPerforman30工作表現(xiàn)反饋不佳或不夠個(gè)人工作壓力太大沒(méi)有工作表現(xiàn)的標(biāo)準(zhǔn)缺乏明確的個(gè)人目標(biāo)獎(jiǎng)勵(lì)與工作表現(xiàn)無(wú)關(guān)工作表現(xiàn)獎(jiǎng)勵(lì)很差沒(méi)有事業(yè)發(fā)展計(jì)劃害怕失敗或受懲罰不能展望成功的結(jié)果公司舉辦的培訓(xùn)少或差不能關(guān)注正在進(jìn)行的任務(wù)員工自尊心差

酬勞低Source:ClosingtheHumanPerformanceGap,TheConferenceBoard,1994.

60%40%39%31%31%37%22%23%28%17%14%9%8%PLG30導(dǎo)致工作表現(xiàn)不佳的主要因素工作表現(xiàn)反饋不佳或不夠Source:Closingthe31Clearlyunderstandperformanceexpectations

清楚地了解工作表現(xiàn)的期望Donotshort-cutneededsteps不會(huì)縮短所需步驟Doawaywithwastedsteps避免浪費(fèi)的步驟Useavailableinformationanddocumentation

使用能夠獲得的信息和文件Possessajobaidthatothersdon’t

擁有別人沒(méi)有的工作上的支持Possessinformation/datathatothersdon’t

擁有別人沒(méi)有的信息/數(shù)據(jù)Possessbettertoolsthanothers擁有比他人更好的工具Haveadifferentmotiveforperforming

有不同的驅(qū)動(dòng)力支持優(yōu)秀的工作表現(xiàn)Haveanenvironmentalfactorthatisdifferent

具備不同的環(huán)境因素Receivedifferentguidanceandfeedback得到不同指導(dǎo)和反饋Receivedifferentincentives得到不同的激勵(lì)方式Theyaregenerallyoptimisticandhavehighexpectations

他們大體上很樂(lè)觀并有較高的期望Theyadopttochange他們運(yùn)用變化Theyshowdetermination他們堅(jiān)定果斷Source:10yearUSArmyStudy

PLG31WhatMakesExemplaryPerformers?

一位優(yōu)秀工作表現(xiàn)者的標(biāo)準(zhǔn)Source:10yearUSArmyStudy

Clearlyunderstandperformance32Knowledge知識(shí)Skills技能CoreBeliefs核心信念StylePreference形式偏好NaturalCapacity自然能力Desire愿望PLG32SixIndividualPerformanceFactors個(gè)人工作表現(xiàn)的6個(gè)影響因素Knowledge知識(shí)PLG32SixIndividu33ClearExpectations明確的期望Opportunity/Practice機(jī)會(huì)/鍛煉Communication溝通Consequences結(jié)果WorkSystems工作系統(tǒng)Culture文化PLG33-34SixOrganizationPerformanceFactors

公司對(duì)工作表現(xiàn)的6個(gè)影響因素ClearExpectations明確的期望PLG3334Feedback–反饋:Effective,ongoingfeedbackiscriticaltomaintainingthedesired“system”ofperformance

有效的持續(xù)反饋對(duì)保持所期望的工作表現(xiàn)“系統(tǒng)”非常重要PLG34WhatAboutFeedback?

什么是反饋?Feedback–反饋:PLG34WhatAbout35Explainyourintentionsforgivingthefeedback解釋你提出反饋意見的意圖Accuratelydescribewhatyouobserved

準(zhǔn)確描述你觀察到的內(nèi)容Describeyourreactionortheconsequenceofthebehavior

描述你的反應(yīng)或行為的結(jié)果Givetheotherpersonachancetorespond給他人回應(yīng)的機(jī)會(huì)Proposesomealternatebehaviors

建議其它可行的言行舉止Stateyoursupportfortheotherperson

表明你對(duì)他人的支持TheSixStepsoftheFeedbackProcess反饋程序的6個(gè)步驟PLG34-35Explainyourintentionsforgi36Inyourtablegroup,selecttwoofthefactorsofperformance.與小組成員一起選擇兩個(gè)工作表現(xiàn)的影響因素Brainstormalistofactionsyouasthesupervisorcandotoimplementordeploythisfactor.

與小組成員一起討論并列出作為一名主管能夠?qū)嵤┗蚴┱惯@些因素的行動(dòng)方案Pleasebepreparedtoshareyourresponseswiththelargergroup.

準(zhǔn)備與其它小組分享你們的討論結(jié)果PLG35DoThis,TryThat運(yùn)用和嘗試!Inyourtablegroup,selecttw37Inyourtablegroup

與小組成員一起:Reviewtheworkshopmaterialuptothispoint

復(fù)習(xí)之前學(xué)習(xí)的課程內(nèi)容CompletethelistedquestionsonSectionKnowledgeCheck

完成階段知識(shí)要點(diǎn)練習(xí)的題目Youhave10minutes

你有10分鐘的時(shí)間PLG36-37SectionKnowledgeCheck

階段知識(shí)要點(diǎn)練習(xí)Inyourtablegroup

與小組成員一起:P38Reviewandanswerthelistedquestions復(fù)習(xí)并回答所列問(wèn)題PLG38Debrief&ActionPlanning匯總&制訂行動(dòng)計(jì)劃

Reviewandanswerthelistedq39ManagePersonalPerformance

管理個(gè)人的工作表現(xiàn)ManagePeoplePerformance

管理員工的工作表現(xiàn)PLG39Howto...SuccessfullyTransitiontoSupervisor如何成功成長(zhǎng)為一名主管ManagePersonalPerformance

管理40Asuccessfultransitiontosupervisorrequirestheabilitytoshiftfromonestyleandsetofbehaviorstoanother(Associate–supervisor)

成功的成長(zhǎng)成為一名主管要求該員工具備從一種工作方式和相應(yīng)的工作行為改變到別一種方式和行為，即從員工到主管Manysupervisorswithtechnicalskills,intelligence,desireandabilitytodothejobperformpoorlybecausetheydonothavetheknowledgeorskillsnecessarytobeasupervisor

許多主管擁有專業(yè)技能、智慧、愿望和能力，可工作表現(xiàn)卻不佳，其主要原因是他們沒(méi)有一個(gè)主管所必需的知識(shí)或技能PLG40EA1–ManagePersonalPerformance

管理個(gè)人工作表現(xiàn)Asuccessfultransitiontosup41Minimizetheemotionsandstressofthetransition.

在轉(zhuǎn)變過(guò)程中把情緒和壓力控制到最小的程度Clarifytheexpectationsofallrelevantstakeholders.

明確各個(gè)利益相關(guān)者的期望Minimizethemostcommonproblemexperiencedbynewsupervisors.

盡可能把新主管所遇到的常見問(wèn)題降低到最低的程度PLG40WhyShouldIDoIt?為什么要這么做?Minimizetheemotionsandstre42Takechargeofthetransitionprocess

掌控轉(zhuǎn)變的過(guò)程Clarifywhatyournewbossexpectsofyou

明確你的新上司對(duì)你的期望RelatetoAssociates與員工有關(guān)的Relatetootherstakeholders

與其他利益相關(guān)者有關(guān)的Controlyouremotions控制你的情緒Exerciseyourauthority鍛煉你的權(quán)威Obtainunittechnicalknowledge

本部門專業(yè)知識(shí)Createapositiveenvironment

建立一個(gè)積極的工作環(huán)境DefendyourAssociates為你的員工辯護(hù)Handleunitchange處理工作崗位的變化PLG41-45HowDoIDoIt?我該怎么做?Takechargeofthetransition43Individually,readthesituation.

獨(dú)立閱讀案例Asatablegroup,answereachquestion.

與小組成員一起回答每個(gè)問(wèn)題Pleasebepreparedtoshareyourresponseswiththelargergroup.

準(zhǔn)備與其它小組分享你們的答案PLG46CaseStudy:Mark’sFirstDay案例分析:馬克的第一天Individually,readthesituati44Developyourindividualplanforhandlingthetransitiontoyournewpositionassupervisor.

拓展你的個(gè)人成長(zhǎng)計(jì)劃，幫助你適應(yīng)新的職務(wù)成長(zhǎng)成為一名合格的主管Providespecificdetailsandbeillustrative.

提供詳細(xì)細(xì)節(jié)和具體分析Trytomaketheplanasrealisticaspossible.

盡可能使計(jì)劃更具現(xiàn)實(shí)性PLG47DevelopYourTransitionPlan

拓展你的成長(zhǎng)計(jì)劃Developyourindividualplanf45Tips建議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言而無(wú)信Sugarcoating糖衣炮彈Traps

誤區(qū)PLG48Tips&Traps建議和誤區(qū)TipsDividethedetails由大到小Foc46Humanperformancemustbeviewednotasasinglefactor,butasasystemmadeupofdifferentfactors

人的工作表現(xiàn)不能僅視為一個(gè)單一的因素，而是由不同的因素組成的一個(gè)體系Oncethesystemisunderstood,asupervisorhasafundamentallynewsetoftoolstomodifythewholeperformancesystemtochangebehaviorsandimproveperformance

一但理解了體系，主管會(huì)具備一套全新的工具去調(diào)整整個(gè)工作表現(xiàn)體系，以改變言行舉止和提高工作表現(xiàn)PLG49EA2–ManagePeoplePerformance

管理員工工作表現(xiàn)Humanperformancemustbeview47Improvesperformanceinyourunit改進(jìn)本部門工作表現(xiàn)Preventsproblems防范于未然Reducestress,frustrationandirritation

減少壓力，挫折和易怒PLG49WhyShouldIDoIt?

我為什么這么做？Improvesperformanceinyouru48UNCONSCIOUSINCOMPETENCE

對(duì)不具備的能力無(wú)意識(shí)CONSCIOUSINCOMPETENCE

對(duì)不具備的能力有意識(shí)CONSCIOUSCOMPETENCE對(duì)具備的能力有意識(shí)UNCONSCIOUSCOMPETENCE

對(duì)具備的能力無(wú)意識(shí)AWARENESS,KNOWLEDGE預(yù)期，意識(shí)和

知識(shí)DESIRE,TIME,OPPORTUNITY

期望，機(jī)會(huì)，態(tài)度，結(jié)果PLG50Youdon’tknowwhatyoudon’tknow

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

你意識(shí)到你有不知道卻應(yīng)該知道的事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?行為如何改變？UNCONSCIOUSCONSCIOUSCONSCIOUSU49ENVIRONMENT

環(huán)境1.JobClassification崗位職位說(shuō)明2.Selection

選擇TrainingandDevelopment

培訓(xùn)和發(fā)展Assessment/ Evaluation

評(píng)估/評(píng)價(jià)5.Compensation

酬勞6.Performance Planning

工作表現(xiàn)計(jì)劃PLG51SystemofPeopleManagement

人力資源管理系統(tǒng)ENVIRONMENT

環(huán)境1.JobClassific50Getintogroupsofthreeorfour

三至四人組成一組Withyourgroup,discussthedifferencesinpowerthatyouhavenoticedindifferentbosses

與小組成員一起討論你所觀察到的不同的領(lǐng)導(dǎo)所運(yùn)用的不同權(quán)力Withinthegroup,shareexamplesofwhenyouobservedabossusingeitherpersonalorpositionalpower

與小組成員一起分享你遇到的使用個(gè)人魅力或職務(wù)權(quán)力的領(lǐng)導(dǎo)事例Usecurrentandpastbosses

可以討論現(xiàn)在和過(guò)去的領(lǐng)導(dǎo)Then,answerthequestions然后回答問(wèn)題PLG52PowerHere,PowerThere

魅力，權(quán)力？Getintogroupsofthreeorfo51Starwoodhasmanytoolstohelppeoplemanagement.Theyinclude:

喜達(dá)屋有許多人事管理的工具，主要包括：StarwoodHRResources

喜達(dá)屋人力資源系統(tǒng)Starwoodhasmanytoolstohel52HireforDesiredCompetencies:

聘用具備所需能力的人：

Thisactionisoneofthesinglemostimportantactivitiesofasupervisor.Eachtimeanewpersonisbroughtintothearea,itisatremendousopportunitytochangetheculture,improvetheknowledgeorskills,andprovideadifferentperspective.

這是主管應(yīng)該具備的一項(xiàng)最重要的行動(dòng)方案之一。每次招募一位新的員工，他都會(huì)帶來(lái)非比尋常的改變文化、提高知識(shí)或技能以及提供不同觀點(diǎn)的機(jī)會(huì)PLG53HowDoIDoIt?我要怎么做？HireforDesiredCompetencies:53ClarifyPerformanceExpectations

明確工作表現(xiàn)期望：

Performanceexpectationsexistatthemacroorbigpicturelevelintheformofcompanystrategicplans,atthemidlevelintheformofunitgoalsandobjectivesandatthemicrolevelintheformofindividualdevelopmentplans.

工作表現(xiàn)期望可以表現(xiàn)為宏觀的方面，或在大的框架方面表現(xiàn)為公司的戰(zhàn)略計(jì)劃，中層方面表現(xiàn)為集體的計(jì)劃和目標(biāo)，以及微觀方面表現(xiàn)為個(gè)人發(fā)展計(jì)劃的形式

PLG53HowDoIDoIt?

我該怎么做？ClarifyPerformanceExpectatio54PLG53PMP工作表現(xiàn)管理程序PLG53PMP工作表現(xiàn)管理程序55PerformanceManagementProcess

表現(xiàn)管理程序ObjectiveSetting&ActionPlanning

設(shè)定目標(biāo)和行動(dòng)計(jì)劃Coaching&Feedback

輔導(dǎo)和反饋PerformanceReview

表現(xiàn)回顧C(jī)areerPlanning

事業(yè)發(fā)展計(jì)劃RewardsDistribution

獎(jiǎng)勵(lì)分配KeyComponentsofthePMP

PMP的主要組成部分PerformanceObjectiveSetting56PerformanceManagementProcess

表現(xiàn)管理程序WhatIsExpected?

期望是什么？HowAmIDoingNow?

我現(xiàn)在怎么做？HowDidIDo?我過(guò)去怎么做的？What’sNext?

下一步是什么？WhatIsMyReward?

我的回報(bào)是什么？KeyComponentsofthePMP

PMP的主要組成部分PerformanceWhatIsExpected?

57LeadershipSuccessProfile

成功領(lǐng)導(dǎo)要素IndividualDevelopmentPlan

個(gè)人發(fā)展計(jì)劃OverallJobPerformance

整體工作表現(xiàn)Jobperformanceisevaluatedbothby“whatyoudo”(objectives)and“howyoudoit”(competencies)工作表現(xiàn)的評(píng)估取決于“你做了什么”（目標(biāo)）和“你怎么做的”（能力）這兩項(xiàng)Big5Objectives

大5目標(biāo)Whatyoudo

你做了什么Howyoudoit

你怎么做的Whatyouneedtoimprove

你需要改進(jìn)什么PMPandJobPerformance

PMP與工作表現(xiàn)LeadershipSuccessProfile

成功領(lǐng)58PerformanceManagementisakeycomponentofasupervisor’sjob

主管工作的主要職能之一是工作表現(xiàn)管理Notanadministrativetask不是一個(gè)行政事務(wù)Toolandprocessallowsyoutoestablishandalignperformanceonkeyobjectivesandmanagetheperformanceofyourstaffagainstthoseobjectives

根據(jù)主要目標(biāo)運(yùn)用工具和過(guò)程建立、規(guī)范工作表現(xiàn)，PerformanceManagementisayear-roundresponsibility工作表現(xiàn)管理是項(xiàng)常年的職責(zé)Notaonceayearoccurrence不是一年上演一次的任務(wù)Thereshouldnotbeany“surprise”inayear-endreview

年終評(píng)估時(shí)不應(yīng)有任何“驚訝”“Howyoudoit”justasimportantasgettingitdone“你怎么做的”正如你所做的那樣重要PMPisnotjustaboutthenumbers

個(gè)人表現(xiàn)評(píng)估不只是數(shù)據(jù)EmbracePerformanceManagement

工作表現(xiàn)管理包括的內(nèi)容PerformanceManagementisake59Asatablegroup,createalistofatleast12expectationsforthenewAssociateinyourunit.

小組討論，列出至少12條對(duì)你團(tuán)隊(duì)中的新員工的期望AssumetheAssociateworksrelativelyindependently,butmustinteractwithavarietyofpeopleandequipment,sometimesatthesametime.

假設(shè)員工相對(duì)獨(dú)立的工作，但是有時(shí)必須同時(shí)與各部門的員工互相合作和運(yùn)用各式設(shè)備，Pleasebepreparedtoshareyourlistwiththelargergroup.

準(zhǔn)備把小組的結(jié)果與其它小組分享PLG54WhatIsTheExpectation?

期望是什么？Asatablegroup,createalis60ProvideFeedbackonperformance

根據(jù)工作表現(xiàn)提供反饋意見DevelopAssociateJobCompetencies

培養(yǎng)員工的工作能力Clarifyperformanceconsequences

明確工作表現(xiàn)成果Providecritical“needtohave”communication

提供非常重要的“必須具備”的交流渠道GivetimeforAssociatetopracticenewcompetencies

給員工時(shí)間鍛煉新的能力Modifyworksystems

調(diào)整工作體系PLG55-57HowDoIDoIt?我要怎么做？ProvideFeedbackonperformanc61Whatwouldyoudo?Or,Whatdoyouthinkshouldbedone?你要做什么？或，你認(rèn)為你該完成了什么？Howdoyoufeelabout….?你覺得…怎么樣？Howdoyouknow?Or,Whatisthatbasedupon?

你怎么知道？或，根據(jù)是什么？Whatwouldbetheimpactif….?如果…那么影響是什么？Ifyouwereme,whatwouldyouneedtoknowabout….?如果你是我，你會(huì)需要了解…？Ifyouwereme,whatwouldyouexpectfrom….?

如果你是我，你從…中期望什么？Whataretheunintendedconsequencesofthataction(orplan)?那項(xiàng)行動(dòng)/計(jì)劃的未預(yù)計(jì)結(jié)果是什么？Whoelse(dept,guest,etc.)wouldbeaffectedbyyouridea/action?

還有誰(shuí)（部門，賓客等）會(huì)受你的意見/行動(dòng)影響？PLG58TheEightCriticalQuestionsaSupervisorCanAsk

主管會(huì)提出的8個(gè)主要問(wèn)題Whatwouldyoudo?Or,Whatdo62Individually,readthesituation.

獨(dú)自閱讀場(chǎng)景分析Asatablegroup,answereachquestion.

與小組成員一起回答每一個(gè)問(wèn)題Pleasebepreparedtoshareyourresponseswiththelargergroup.

準(zhǔn)備與其它小組一起分享你的答案PLG58-59CaseStudy:What’sGoingOn?

案例分析：發(fā)生了什么事？Individually,readthesituati63Individually,reviewtheentirecontentofthisworkshop

獨(dú)自回顧整個(gè)課程的內(nèi)容Specifically,focusonthepreviousknowledgechecksandmajorterms

特別要注意檢查之前學(xué)過(guò)的知識(shí)和主要的術(shù)語(yǔ)Whenthereviewiscomplete,formintoasmalltablegroupwiththreeotherparticipants

復(fù)習(xí)結(jié)束后，與其它三位學(xué)員一起組成小組PLG60RememberThis記住!Individually,reviewtheentir64PLG61Reviewandanswerthelistedquestions

復(fù)習(xí)和回答所列問(wèn)題Debrief&ActionPlanning

匯總和制定行動(dòng)計(jì)劃PLG61Reviewandanswertheli65Transitioninginvolveschange,andevenpositivechangecanbestressfulanddifficult.Thebestthingyoucandotoensureyoursuccessistoaskmanyquestionsandmaintainapositiveattitude.WithapositiveattitudeaboutyourpositionandyourAssociates,youwillbepreparedtoacceptanychallengethatcomesyourway.

轉(zhuǎn)變過(guò)程中包含著變革，哪怕是積極的變革也可能是極具壓力并艱難的。為確保你獲得成功，最重要的事就是詢問(wèn)問(wèn)題和保持積極的態(tài)度。對(duì)你的職責(zé)和你的員工保持積極的態(tài)度，將使你能夠在成長(zhǎng)的道路上戰(zhàn)勝任何挑戰(zhàn)。PLG62Conclusion結(jié)束語(yǔ)Transitioninginvolveschange,66PleasetakethenextfewminutestocompletethepostL2assessment

請(qǐng)完成附頁(yè)二級(jí)課程評(píng)估表Onceyouhavecompletedit,pleasepasstheassessmentsbacktome

完成評(píng)估表后交給培訓(xùn)導(dǎo)師Afterthat,pleasecompletetheworkshopevaluationformandpassitbacktomeaswell

隨后請(qǐng)完成課程評(píng)估表并交給培訓(xùn)導(dǎo)師ThankYou!謝謝！WorkshopEvaluation

課程評(píng)估Pleasetakethenextfewminut67演講完畢，謝謝觀看！演講完畢，謝謝觀看！68Welcometo

SuccessfulTransitiontoSupervisor

歡迎參加

成功成長(zhǎng)為一名主管

之培訓(xùn)Welcometo

SuccessfulTransit69WarmItUp!熱身活動(dòng)Selectoneofthelisted“arguments”選擇一個(gè)羅列的“觀點(diǎn)”Selectsomeoneyoudon’talreadyknowwell選擇一位你不太熟悉的學(xué)員Introduceyourself介紹你自己Foroneminute,“convince”thepersonofyour“argument”在一分鐘內(nèi)，讓對(duì)方信服你的“觀點(diǎn)”Reverseroles互換角色PLG1WarmItUp!熱身活動(dòng)Selectoneoft70Whatisyourmostimportantresponsibilityasasupervisor?做為一名主管，你最重要的職責(zé)是什么？Toproduceresults:Theonlywaytodothisisthroughtheeffortsofthepeoplearoundyou要產(chǎn)生結(jié)果：通過(guò)你周圍人的共同努力是唯一途徑Interestingfact:89%ofsupervisorsandmanagerssurveyedindicatedthattheirleastfavoritemanagementactivitywas“dealingwiththeperformanceofpeople”有趣的事實(shí)：調(diào)查表明，89%的主管和經(jīng)理最不喜歡的管理活動(dòng)是“處理人的工作表現(xiàn)”PLG2Introduction介紹Whatisyourmostimportantre71Definition:ManagementistheprocessofaccomplishingorganizationalobjectivesthroughAssociates,teamsandothersupervisors/managers定義：管理是在員工、團(tuán)隊(duì)和主管/經(jīng)理

的共同努力下達(dá)成組織目標(biāo)的過(guò)程Managementistechniqueandprocessdrivenandcanbelearnedbyanyoneabletofollowaprocess管理是一項(xiàng)技能和推動(dòng)的程序，任何能遵循一定程序的人都能來(lái)學(xué)習(xí)這項(xiàng)技能PLG2Introduction介紹Definition:Managementisthe72Minimal最小限度Standard標(biāo)準(zhǔn)Exemplary模范典型DegreeofCompetence能力的程度#ofAssociates員工PLG3MainObjectiveofManagement管理的主要目標(biāo)Minimal最小限度Standard標(biāo)準(zhǔn)E73Minimal最小限度Standard標(biāo)準(zhǔn)Exemplary模范典型DegreeofCompetence能力的程度#ofAssociates員工PLG3MainObjectiveofManagement管理的主要目標(biāo)Minimal最小限度Standard標(biāo)準(zhǔn)Exe74Individually,readthefollowinglistofbenefitsandoutcomesthatcanresultfromasuccessfultransition

每個(gè)人閱讀成功成為主管后會(huì)取得的收益及結(jié)果Selectthethreemostimportanttoyou

選擇你認(rèn)為最重要三項(xiàng)收益Asatablegroup,decideonthreethatyouallagreeon

分組討論你們一致認(rèn)為的三項(xiàng)收益Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備與各組分享討論結(jié)果PLG6WhichBenefitsDoIWant?

我想獲得哪些收益？Individually,readthefollowi75Individually,readthelistofsituations

瀏覽所列工作場(chǎng)景Selectthetoptwosituationsyoucurrentlyface

選擇二個(gè)目前你工作中正面臨的問(wèn)題Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備與其它小組分享你的選擇PLG6WhenCanIApplyTheseSkills?

我什么時(shí)候能夠使用這些技能？Individually,readthelistof76Individually,readthelistof