管理者的基本技能.ppt

Click to edit Master title style,Click to edit Master text styles,Second Level,Third Level,Fourth Level,Fifth Level,*,Foundational Skills for Managers,管理者的基本技能,China BOT,中国,BOT,（酿造、运营技术）,1,Course Objectives,课程目的,Objective:,目标,:,Provide core skills to create a more productive work climate,提供核心技能培训，创造一个高效工作环境,After this program you should be able to:,本培训项目结束后，参加者应能够,:,Identify behaviors of effective managers,识别高效管理人员的行为,Demonstrate effective communication skills,掌握有效沟通技巧,Demonstrate skills to,具备以下能力,Set expectations,设定预期目标,Provide feedback and coaching,提供反馈和指导,Give recognition,and,给予认可,Ensure accountability,确保责任感,A-B,公司培训,&,发展部门,2,Agenda,日程,Day 1,第一天,Introductions,导言,Role of a Manager,管理人员的角色,Communication Skills,沟通技巧,Listening,倾听,Questions,提问,Delivering Clear Messages,传达清晰的信息,Performance Management,绩效管理,Setting Expectations for others,为其他人设定期望目标,A-B,公司培训,&,发展部门,3,Agenda,日程,Day 2,第二天和第三天半,Performance Management,绩效管理,Giving Feedback,提供反馈,Coaching,指导,Ensuring Accountability,确保责任感,Providing Recognition,给予认可,Action Plan,行动计划,Wrap-up and Close,总结,第三天半和第四天,试讲并点评,A-B,公司培训,&,发展部门,4,Housekeeping,定置管理,Starting and Ending Times,开始和结束时间,Breaks,休息时间,Lunch,午餐时间,Phones,电话,Restrooms,卫生间,Class Materials,课程资料,A-B,公司培训,&,发展部门,5,Introductions,导言,Name,名字,Position,职位,1 Characteristic of an effective manager,高效管理人员的一个特征,Your expectations of this class,对本课程的期望,A-B,公司培训,&,发展部门,6,Expectations of Managers,管理人员的期望,A-B,公司培训,&,发展部门,7,Skills Critical to Success,获得成功的关键技能,Group 1:,第一组：,Describe behaviors or attributes of your BEST boss,描述你认为最好的上司的行为表现或特质,Group 2:,第二组：,Describe behaviors or attributes of your WORST boss,描述你认为最差的上司的行为表现或特质,A-B,公司培训,&,发展部门,8,Message from Senior Management,高管层的信息,Words from:,以下高级管理层的寄语：,Doug,Muhleman,Group VP,BOT,BOT,资深副总裁,Doug,Muhleman,John Serbia,VP of Brewing,酿造部副总裁,John Serbia,Peter Kramer,VP of OPERATIONS,包装部副总裁,Peter Kramer,A-B,公司培训,&,发展部门,9,Understanding Expectations,理解期望,Your Job as a Supervisor,主管的工作内容,Build effective relationships,建立有效的人际关系,Establish credibility,建立可靠性,Demonstrate character,展示品格,Demonstrate competence,展现能力,Demonstrate influence,发挥影响力,Create a climate of commitment,创造一个敬业的工作氛围,Harness the collective power of the team,凝聚团队的力量,A-B,公司培训,&,发展部门,10,Behaviors for Success,成功的行为,A-B,公司培训,&,发展部门,Individual Contributors,个人贡献者,Managers,管理者,Competent in area of expertise,在专业领域技能高超,In-depth knowledge of area,对本领域的知识丰富,Works independently,独立工作,Broader knowledge of business,更广泛的业务知识,Knowable about many areas,了解众多的领域,Coordinates and leverages others expertise,协调和平衡其他人的专业技能,Lets good work speak for itself,让良好的工作表现说话,Seen as go-to-person,被看作是某一领域方面的专家,Focused on own work to get results,集中精力于自己的工作以获得满意的结果,Does whatever it takes,做任何需要做的事情,Sells ideas,使人接受自己的想法,Knows how to work organizational systems,知道如何在组织系统内运作,Gets results through others,通过他人获得想要的结果,Plans ahead to coordinate efforts of others,提前制定计划以协调他人的努力,Builds relationships with others in field,与同领域的同事建立关系,Respected by others in same field,为同领域的同事所尊敬,Communicates own capabilities and needs,表达自己的能力和需求,Builds broad relationships with key stakeholders across organization,与组织范围内的关键利益相关人建立广泛的关系,Respected by others across organization,为组织范围内的他人所尊敬,Communicates capabilities and needs of group,沟通团队的能力和需求,11,When Managers Dont Make the Shift,当经理们没有实现角色转变时,How do they act?,他们如何行动？,What is the impact on people?,对其他人有什么影响？,What is the impact on results?,对结果有什么影响？,A-B,公司培训,&,发展部门,12,Our Goal,我们的目标,Expectation,期望,Behavior,行为,Build effective relationships,建立有效的人际关系,Have relationships with key stakeholders across organization,与组织内的关键人员建立广泛的人际关系,Respected by others across organization,受到组织里其他人的尊重,Communicates capabilities and needs of group,沟通团队成员的能力与需求,Establish credibility,建立可靠性,Demonstrate character,展示品格,Demonstrate competence,展现能力,Demonstrate influence,发挥影响力,Knowable about many areas,知识面广,Coordinates and leverages others expertise,协调和平衡其他人各自不同的专业知识,Knows how to work organizational systems,知道如何在组织体系中工作,Gets results through others,根据他人工作表现得出结果,Plans ahead to coordinate efforts of others,预先制定计划，充分调动协调他人能力,Create climate of commitment,创造一个敬业的工作氛围,HOW?,如何做到,?,Harness collective power of the team,凝聚团队的力量,HOW?,如何办到,?,A-B,公司培训,&,发展部门,13,Communication Skills,沟通技巧,A-B,公司培训,&,发展部门,14,Testing Your Communication Skills,沟通技巧测试,How many can you remember:,你可以记住多少,:,Bed,床,Snooze,打盹,Rest,休息,Nap,午睡,Awake,苏醒,Relax,放松,Night,夜晚,Sound,声音,Dream,梦,Slumber,深睡,Eat,吃,Snore,鼾声,A-B,公司培训,&,发展部门,15,Communication Skills,沟通技巧,Listening to Understand,为了理解而倾听,Questioning Techniques,提问技巧,Delivering Effective Messages,传递有效信息,A-B,公司培训,&,发展部门,16,Listening Skills,倾听技巧,Why is it so important to be a good listener?,为什么成为一名优秀的倾听者如此重要？,What gets in the way?,会遇到哪些困难？,A-B,公司培训,&,发展部门,17,Listening to Understand,通过倾听来理解,Step 1:Prepare yourself to listen and be committed,第一步：做好倾听准备，并做到专注,Remove distractions,排除干扰,Be aware of your assumptions,注意自己的假设,A-B,公司培训,&,发展部门,18,Listening to Understand,通过倾听来理解,Step 2:Listen to the whole message,第二步：听取所有的信息,Give eye contact,进行眼神交流,Stop“speaking”,停止“说话”,Dont give advise or question,不要插话或中间提问,A-B,公司培训,&,发展部门,19,Listening to Understand,通过倾听来理解,Step 3:Question for clarity and paraphrase,第三步：提问以澄清事实和复述,Ask for clarification if needed,必要时，请求对方进一步说明,Restate what you think you heard,重述你认为你听到的内容,Ask if you got it right,询问对方你的理解是否正确,A-B,公司培训,&,发展部门,20,Listening to Understand,通过倾听来理解,Step 4:Show recognition,第四步：表示认同,Use non-verbal cues to show youre interested,采用非言语的方式表明自己对话题感兴趣（比如，点头等）,Acknowledge feelings or emotions,认可说话人的感觉和情感情绪,A-B,公司培训,&,发展部门,21,Practice Your Listening Skills,练习倾听技巧,Have a discussion on assigned topic,就指定的话题进行讨论,Make notes of ideas(5 minutes),记录观点想法（,5,分钟）,Instructor will start,讲师开始,To offer your comment you must first:,要想说话，你首先需要：,Ask a question to clarify,提问来澄清,Paraphrase previous comment,or,复述他人的观点，或,Acknowledge emotion,认可情感,Rules:,规则：,Everyone participates,所有人都要参加,Cant talk until previous speaker is satisfied you understood them,只有当前一位发言者认为你完全理解了他的意思时,你才能接着说,A-B,公司培训,&,发展部门,22,The Value of Questions,提问的价值,Why is it important to be able to ask effective questions?,提出有效的问题为什么重要？,How do good questions help you,as a manager?,良好的提问对经理人有何帮助？,How can using good questions,help your team?,如何通过良好的提问来帮助团队？,A-B,公司培训,&,发展部门,23,Asking the Right Questions,正确提出问题,Open-ended,开放式的问题,No one answer,没有一个固定答案,Starts with“how”,“why”,“what”,“tell me about”,以“如何”、“为什么”、“什么”、“告诉我有关,”,开头,A-B,公司培训,&,发展部门,24,Asking the Right Questions,正确提出问题,Forced-choice and Closed,限定选择与封闭式的问题,Yes,no,or specific answer,是、不是、或具体的答案,Starts with“which”,“would”,“could”,“do you”,以“哪个”、“会不会”、“能不能”、“你是否”开头,A-B,公司培训,&,发展部门,25,Asking the Right Questions,提出正确的问题,Confirmation,确认,Closed question to ensure understanding,提出封闭式的问题以确保理解,“Did I capture what you meant?”,“Did that answer your question?”,“,你说的是这个意思吗？”,“,这个回答了你的问题吗？”,A-B,公司培训,&,发展部门,26,Asking the Right Questions,正确提出问题,Practice your questioning skills,练习提问技巧,Use worksheet in your manual,使用学员手册里的表格,A-B,公司培训,&,发展部门,27,Delivering Effective Messages,传达有效信息,Types of messages you deliver,你所传达的信息类型,Instruction for work duties,工作职责中的相关指令,Information about process changes,流程变化的信息,Feedback about performance(good and corrective),工作表现反馈（良好与有待改正）,A-B,公司培训,&,发展部门,28,Prepare the Message,准备信息,What do you want to say?,你准备说什么？,Main point and objective,关键要点和目的,Action you want listeners to take,你希望听众所采取的行动,Level of detail needed,细节的展开程度,Who is the receiver?,信息受众是谁？,Reactions or emotions they might have,受众可能出现的反应或情绪,Why should they listen?,他们为什么要听？,Benefits to them,对他们的好处,Next steps,后续步骤,How will you engage them?,如何吸引他们的注意力？,Get them involved,让他们充分参与,Be sure they understand,确定他们都理解,A-B,公司培训,&,发展部门,29,Use the Right Words,采用正确的措辞,Be careful using jargon or acronyms,使用专业术语或缩写词时要谨慎,Watch using slang words,使用俚语时要注意,Use positive words,采用积极用语,“We”shows partnership,用“我们”表现出伙伴关系,“Will”reflects positive attitude,“,将要,/,会”反映出积极的态度,Use appropriate tone,采用适当语调,“Sometimes”or“frequently”instead of“always”or“never”,用,“,有时”或,“,经常”代替,“,总是”或,“,从不”的说法,“I suggest”or“I recommend”instead of“you should”or“you need to”,用,“,我建议”或,“,我提议”代替,“,你们应该”或,“,你们要”的说法,A-B,公司培训,&,发展部门,30,Make the Message Clear,传达的信息要清晰,Keep it simple,concise and to the point,简洁明了，言简意骇,Be specific no ambiguous words,要具体，不使用引起歧义的用语,Define new terms people may not ask,主动解释新的术语,人们或许不会问,Provide examples,举例说明,Repeat or summarize,重述或总结,A-B,公司培训,&,发展部门,31,Make and Follow the Plan,制定并遵循计划,Open and State Purpose,1.,开始并陈述目的,2.Clarify,and,Plan,2.,澄清及计划,3.Agree,and Summarize,3.,同意并总结,Build rapport,State purpose,构建和谐关系,陈述目的,Share information,Questions to engage,Confirm understanding,陈述信息,自由提问,确定已理解,Specify details,Create plan,Gain agreement,说明细节,制定计划,征求同意,A-B,公司培训,&,发展部门,32,Performance Management,绩效管理,A-B,公司培训,&,发展部门,33,Creating a Productive Work Climate,建立高效的工作环境,What is“Work Climate”?,“工作环境”是什么？,Why is it important?,为什么重要？,A-B,公司培训,&,发展部门,34,Employee Engagement,员工敬业度,Towers Perrin Global Engagement Study,韬睿咨询公司（,Towers Perrin,）全球敬业度研究,Disengaged,不敬业,Engaged,敬业,Disenchanted,漫不经心,Enrolled,按部就班,A-B,公司培训,&,发展部门,35,Productive Climate:Components,高效工作环境：组成部分,OBJECTIVE,TIMELY and ACCURATE FEEDBACK,客观、及时准确的反馈信息,RECOGNITION,REWARD and ACCOUNTABILITY,认可、奖励和责任,EMPLOYEE INVOLVEMENT,员工参与度,COMMUNICATIONS WITH TEAM and OTHERS,与团队及其他人沟通,TECHNICAL and OPERATIONAL SUPPORT,技术和组织支持,CUSTOMER FOCUS and SUPPORT,以顾客为中心和支持度,EXPECTATIONS,STANDARDS and GOALS,预期、标准和目标,MANAGEMENT STYLE and SKILLS,管理风格和技能,WORK UNIT ENVIRONMENT,工作环境,MONITORING and,MEASURING,PERFORMANCE,监督和衡量绩效表现,TRAINING and,COACHING,培训和辅导,A-B,公司培训,&,发展部门,36,Managing Performance,管理绩效,OBJECTIVE,TIMELY and ACCURATE FEEDBACK,客观、及时准确的反馈信息,RECOGNITION,REWARD and ACCOUNTABILITY,认可、奖励和责任,EXPECTATIONS,STANDARDS and GOALS,预期、标准和目标,WORK UNIT ENVIRONMENT,工作环境,MONITORING and,MEASURING,PERFORMANCE,监督和衡量绩效表现,TRAINING and,COACHING,培训和辅导,A-B,公司培训,&,发展部门,37,Creating the Right Climate,创造合适的氛围,EMPLOYEE INVOLVEMENT,员工参与度,COMMUNICATIONS WITH TEAM and OTHERS,与团队及其他人沟通,MANAGEMENT STYLE and SKILLS,管理风格和技能,WORK UNIT ENVIRONMENT,工作环境,A-B,公司培训,&,发展部门,38,Supporting Needs,支持需求,TECHNICAL and OPERATIONAL SUPPORT,技术和组织支持,CUSTOMER FOCUS and SUPPORT,客户的关注和支持度,WORK UNIT ENVIRONMENT,工作环境,A-B,公司培训,&,发展部门,39,A-B Climate Survey:Leadership Index,A-B,公司工作环境调查：领导能力指数,Leadership Index,领导能力指数,Development,and Career Growth,发展和职业成长,My manager encourages my development.,经理鼓励我的发展。,My manager frequently provides feedback and coaching.,经理经常反馈我的绩效表现并且给予辅导。,Responsibility,and,Ownership,职责和所有权,My manager gives me authority to make decisions about my work.,经理授权我去制定个人工作的决策。,My manager holds direct reports accountable for performance.,经理培养下属承担责任。,My manager removes obstacles that hinder my ability to work effectively.,经理排除阻碍员工有效工作的障碍。,My manager values my opinions and ideas.,经理尊重员工意见和想法。,Recognition and Reward,认可和奖励,I receive timely recognition for a job well done.,工作优质完成时，及时得到认可。,Fairness,公平,My manager effectively manages people who are different from him/her.,经理能够有效地管理员工的差异化。,My manager promotes a climate where differences in personality,viewpoints and work styles are valued.,经理创造一个高效的工作环境，充分重视性格的差异,观点的差异和工作方式的差异。,Adaptability and Risk,适应性和风险,I have the freedom to express opinions that differ from my managers without concern.,我可以充分表达与管理人员不同的看法。,Additional Item,其他,My manager cares about me as a person.,经理真正关心我。,A-B,公司培训,&,发展部门,40,Productive Climate:Components,高效氛围：组成部分,OBJECTIVE,TIMELY and ACCURATE FEEDBACK,客观、及时准确的反馈信息,RECOGNITION,REWARD and ACCOUNTABILITY,认可、奖励和责任,EXPECTATIONS,STANDARDS and GOALS,预期、标准和目标,WORK UNIT ENVIRONMENT,工作环境,MONITORING and,MEASURING,PERFORMANCE,监督绩效测试,A-B,公司培训,&,发展部门,TRAINING and,COACHING,培训与辅导,41,Expectations,Standards and Goals,期望、标准和目标,People can not DO what you want,if they do not KNOW what you want,人们如果不知道你想要的是什么，,就不会去做你想要的,42,Setting Clear Expectations and Goals,设定明确的预期和目标,S.M.A.R.T.,Specific,具体,Measurable,可衡量的,Attainable,可实现,Realistic,切合实际的,Time bound,有时间限制,A-B,公司培训,&,发展部门,43,Setting Clear Expectations,设定明确的预期,What?,什么？,What the end product looks like,最终产品是什么样子,When?,何时？,The specific deadline,具体的时间期限,How?,如何？,Not how to do it,but the quality standard,不是指如何去做，而是指要求的质量标准,Why?,为什么,Purpose,intended use,value(to employee and company),目的、目标用途、价值（对员工和公司而言）,A-B,公司培训,&,发展部门,What?,什么？,What the end product looks like,最终产品是什么样子,When?,何时？,The specific deadline,具体的时间期限,How?,如何？,Not how to do it,but the quality standard,不是指如何去做，而是指要求的质量标准,Why?,为什么？,Purpose,intended use,value(to employee and company),目的、目标用途、价值（对员工和公司而言）,44,Practice Setting Expectations,练习设定预期,Use worksheet in book to plan and deliver an expectation,使用学员手册里的表格，计划并设定预期,A-B,公司培训,&,发展部门,45,Day 2,第二天,A-B,公司培训,&,发展部门,46,Day 2 Agenda,第二天日程,Performance Management,绩效管理,Giving Feedback,提供反馈,Coaching,辅导,Ensuring Accountability,确保责任感,Recognition,认可,Action Plan,行动计划,Wrap-up and Close,总结并结束,A-B,公司培训,&,发展部门,47,Objective,Timely and Accurate Feedback,客观、及时和准确的反馈,People need to know how they are performing,人们需要知道自己的表现,A-B,公司培训,&,发展部门,48,Objective,Timely and Accurate Feedback,客观、及时和准确的反馈,Why do people need feedback?,人们为什么需要反馈,?,Share examples of good feedback,分享良好的反馈范例,What made it good?,它为什么是良好的反馈？,A-B,公司培训,&,发展部门,49,Attributes of Effective Feedback,良好反馈的特征,Timely,及时,Sincere,真诚,Specific,具体,Right tone,合适的语气,A-B,公司培训,&,发展部门,50,Feedback Model,反馈模型,S.A.R.A.,Explain the,S,ituation,说明状况时,“When you were”,当你,的时候”,Describe the,A,ction,描述行动时,“I noticed you did”,“,我注意到你,”,Describe the,R,esult,描述结果时,“which causes”,“,这会引起,”,Provide an,A,lternative,提出备选方案时,“Next time”,”下次,”,A-B,公司培训,&,发展部门,51,Giving Effective Feedback,提供良好反馈,Role Play Activity:,角色扮演活动：,Use the page in your workbook,使用学员手册中的相关页,Use the SARA model to plan for corrective or positive feedback situation,使用,SARA,模型，制定纠正或积极反馈情形计划,Pick a partner and role play,选择一位搭档进行角色扮演,Partners will give you SARA feedback on how well you followed the model,搭档会就应运用,SARA,模型的实际情况,给予你具体的反馈,A-B,公司培训,&,发展部门,52,Coaching,辅导,A-B,公司培训,&,发展部门,53,The,ongoing,day-to-day,dialogue,and guidance between a manager and an individual,intended to help that person develop or improve a,skill,change a,behavior,or improve performance,results,.,为帮助员工掌握,技能,改变,行为,以及提升,绩效,，管理人员与员工个人之间进行的,持续的,日常,交流,和指导,Definition of Coaching,辅导定义,A-B,公司培训,&,发展部门,54,Performance,Reviews,行为表现审查,INFORMAL,非正式,FORMAL,正式,Formal,Corrective,Action,正式,纠正,行动,Informal,“Curbside”,Feedback,非正式,即时,反馈,Formal,Ongoing,正式,持续,Structured or,Special,Informal,结构化的,或特殊,非正式,Formal,Temporary,正式,暂时,Coaching Frequency,辅导频率,Coaching Continuum,辅导连续性,A-B,公司培训,&,发展部门,55,Coaching as a Dialogue,作为对话的辅导,Dialogue versus lecture?,对话与演讲的对比？,Learn to use questions to get them talking,通过提问来引发对方讲话,People are more committed to change if it is their idea,如果人们认为这是他们自已的主意,就会更加主动地改变,A-B,公司培训,&,发展部门,56,Results,结果,Skills,技能,Behaviors,行为,Attitudes,态度,What to Coach,辅助内容,A-B,公司培训,&,发展部门,57,Finding“Coachable”Moments,确定何时“辅导”,Who?,谁？,What or Why?,内容或原因？,When and Where?,何时何地？,How?,方法？,A-B,公司培训,&,发展部门,58,Keys to Effective Coaching,有效辅导的关键要素,Balanced,平衡,Specific,具体,Timely,及时,Appropriate tone,适当的语气,A-B,公司培训,&,发展部门,59,The Coaching Conversation,辅导交谈,State the purpose for the conversation(S),说明交流的目的（,S,）,Give feedback on what you,observed,(AR),就观察到的情况提供反馈（,AR,）,你说,Ask,ope