督导大全培训手册模板.doc

督导大全培训手册

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EVERYTHING YOU ALWAYS WANTED TO KNOW

ABOUT YOUR SUPERVISION

”督导技能大全”培训手册

INTRODUCTIONS
Whether you are training new supervisors or refreshing the skills of current staff, EVERYTHING YOU’VE ALWAYS WANTED TO KNOW ABOUT SUPERVISION can help them become more effective, productive, and results oriented. By developing supervisors’ sills, it not only helps them meet organizational and personal goals, but also shows them how to create a climate of motivation for those reporting to them.

PLANNING YOUR SESSION
As you know, the most effective training sessions begin with a well-prepared leader. Your knowledge of the topic and familiarity with the video will make the training session more meaningful for the participants and more enjoyable for you.

SESSION CHECKLIST
Take a few minutes before your session to make sure you’ve assembled the things you need to run it smoothly.

Location

Room reserved

Room enough to break into small groups

Satisfactory ventilation

Enough seats

Enough writing surfaces

Good acoustics

Relaxed environment

Good view of the screen

Lit so participants can take notes during video

Equipment
If recorder:
Right format for tape ____ VHS ______ Beta _______ 3/4 inch
Connected to monitor or television
In working order
Pre-tested in viewing room

If projector:
Projector bulb and exciter lamp work
Fan in working order
Empty take-up reel
Setting at correct angle for video to be on screen
Extension cord handy and taped down safely
Sound system warmed up
Pre-tested in viewing room
Materials
Training leader’s guide
Video or video
Paper and pens/pencils
Session outline
Photocopies of necessary materials made and in proper order

POSSIBLE SESSION OUTLINE

1. Discuss your session objectives
2. Introduce the video
3. Show the video
4. Go through the discussion questions
5. Do selected exercise
6. Hand out desk reminder cards
7. Briefly review main points of video
8. Close session
OR
1. Discuss your session objectives
2. Introduce the video
3. Show the video in its entirety
4. Rewind video as you explain that you’ll be reviewing each section of the video separately.
5. Show video through the section on organization (Stop video when Diane says, ”It is, but by planning what I have to do each day, I can do the work of three people.”)
6. Do discussion questions 2
7. Do exercise 1
8. Show video through the section on delegation (stop video when Diane says, ”You were right about learning how to delegate. I know now my problems are over.”)
9. Do discussion questions 3 and 4.
10. Do exercise 3
11. Show video through the section on discipline (stop the video when ”The Voice” says, ”You handled that very well.” And Diane replies, ”Thanks.”)
12. Do discussion question 6.
13. Do exercise 4.
14. Show video through the section on motivation (stop video when Diane says, ”That I can arrange.”)
15. Do exercise 5.
16. Do exercise 6.
17. Hand out desk reminder cards.
18. Close session.

Everything You’ve Always Wanted To Know About Supervision 督导技能大全

MAIN POINTS 课程重点

ORGANIZE: Plan your work and work your plan
组织 计划你的工作以及工作你的计划
1. Write down the six most important things you have to do 记下六件你必须做的重要事情
2. Put in priority order 按工作先后顺序排列
3. Coordinate with your calendar 同你的计划和工作日历融合协调好

DELEGATE:
分配任务
1. Tell why the job is important 陈诉该工作的重要性
2. Define results wanted 阐明期望的结果
3. Define authority 规定权限
4. Agree on deadline 共同商定完成期限
5. Ask for feedback 询问意见和反馈
6. Set up controls 建立好控制机制

COMMUNICATION: List points to cover – plan ahead – rehearse
沟通 列出要覆盖的要点-提前计划-彩排
1. Ask open-ended questions 问一些特殊疑问句
2. Listen 聆听
3. Set goals 设定目标
4. Ask for feedback 询问意见和反馈

DISCIPLINE:
纪律
1. Give facts and figures 提供事实和数据
2. Get agreement that there is a problem 对问题的客观存在达成共识
3. Explain consequences 解释后果
4. Help employees find their own solutions 帮助员工找到她们问题的解决办法

MOTIVATION: Motivation = the need for
激励 激励=对下列的需要
1. Accomplishment 成就感
2. Responsibility 责任感
3. Some say in how the job is done 描述完成该工作的方式
4. Learning and growth 学习和提高

OVERALL MOTIVATOR = THE NEED TO FEEL IMPORTANT
整体的激励 = 自我价值体现和自我重要性体现的需要
DISCUSSION QUESTIONS 讨论问题

1. Of the five supervisory skills brought out in the film, which do you feel is the most important? Which do you find easiest? Why? Which is most difficult? Why? 在录像里的五个督导技能里面, 哪一个你觉得最重要? 哪一个最容易? 为什么? 哪一个最难? 为什么?
2. Most of us know the basics of organizing our work, yet few do it consistently. What usually stops you from ”planning your work and working your plan?” What would it take to overcome that obstacle? 我们绝大多数都知道安排组织我们工作的基本知识, 但却很少人能持之一恒。到底是什么阻止你”计划好工作并让计划运作的呢? ”又有什么能协助你克服这些障碍呢?
3. What’s the most successful example of delegation you’ve had? What made it work so well? Has that good experience encouraged you to delegate other responsibilities? Why or why not? With what results? 举例你最成功的一次分配工作的实例? 并分析是什么使它能产生良好的效果的呢? 这种成功的经验是否进一步促使你分配其它得责任呢? 为什么是或为什么不是? 结果又是什么呢?
4. What do you feel is the biggest mistake Supervisors make when delegating? Does it lack of definition in results? No deadline? Or does it have to do with the task itself – do employees feel they’re forced to do the work their supervisor doesn’t want to do? How can these problems be avoided? 你认为上司分配工作最大误区是什么? 分配时是否规定了期望的结果? 是不是没有最后期限? 又或者是否同任务本身有关-员工是否感到她们被安排做一些上司不愿意做的工作? 这些问题应如何避免?
5. Have there been communication bottlenecks in your department? Which of the communication aspects in the video (planning, asking open-ended questions, listening, setting goals, asking for feedback) were neglected in that situation? After seeing this video, what would you do differently to correct the problem? 在你部门是否有沟通的困难段? 录像中沟通的那一部分( 计划, 提特殊疑问句, 聆听, 询问反馈和意见) 受到了忽视? 在看过录像后, 你会有什么不同的做法以便纠正该问题?
6. Think back to your pre-supervisory days, can you share a positive example of how a boss coached you for a disciplinary problem? What did he or she do to help you change your behavior without making you feel defeated or angry? Did he/she include the steps in the video (give facts and figures, get agreement there’s a problem, explain consequences, help employee find his/her own solution?) In what ways did you learn from that example? 回想一下你做督导之前, 你的上司是如何处理你的纪律问题的? 她/她做了什么来帮助你改变行为模式, 而又不让你感觉受到挫伤和变得生气? 她/她是否使用了录像中的步骤( 提供事实和数据, 对问题的客观存在达成共识, 阐明后果, 带领员工自己找到问题的解决方案? ) 从这个例子中, 你学到了哪些方面的知识?
7. As a supervisor, when did you first realize that you can’t motivate your staff? What did you try and with what results? 作为督导, 你什么时候首次意识到你不能激励你的员工? 你做了哪些努力, 结果如何?
8. It’s been said that the only way to get employees to motivate themselves is to create a ”climate for motivation,” to provide chance for growth and achievement in the work environment. What programs or opportunities are provided in our company/your department that could do that? What are some ways you could set that motivational climate in your department? 有人曾说唯一的让员工自我激励的办法是创造一种”激励的氛围”, 既在工作中为员工的成长和成就提供机会? 你的单位/或部门有什么样的机会和活动来达到此目的的? 你有没有其它一些办法来在你的部门创造这种”激励的氛围”?

EXERCISE 练习1
Objective: to help participants begin the habit of task organization and to help them learn prioritizing from one another.
目标: 帮助学员养成组织安排工作的习惯并帮助她们学会按工作的轻重缓急来安排完成的先后顺序。

Instructions指导:
1. Read appendix A, ”The $25,000 List” to participants. 给学员阅读附录A”25,000英镑的清单”。
2. Hand out paper and pens. 发放纸和笔。
3. Ask them to list the six most important things they have to accomplish today. 让她们列出六件她们今天必须完成的任务。
4. Have them rank those six in priority order and assign each a deadline date or time, whichever is appropriate. 让她们按先后顺序排列工作, 并给每一项任务规定最后完成期限或所需完成时间( 具体视宜而定)
5. Ask for two or three volunteers who are willing to share their ranking with the group. Have each read his or her list and explain the order they assigned the tasks. How did they choose to put them in the order they did? How do the ranking meet organizational or departmental goals? Ask the group if they would have ordered the tasks any differently. 提问两到三个自愿者, 让她们同大家分享分享她们的排序方式及原理。以及她们的排序是如何满足酒店或部门的目标的? 问其它人是否会排序不同, 以及为什么?

EXERCISE 练习2
Objective: to help participants apply the delegation steps they’ve learned from the video.
目标: 帮助学员学以致用录像中的分配工作技巧

Instructions指导:
1. Ask the participants to form groups of three. During this role-playing exercise, one participant will act as supervisor, one as employee, and the third, as observer. Give each group a copy of Appendix B, page 12, and assign each one of the following situations. Encourage them to have fun – this is a time for relaxed, enjoyable sharing and learning. 让学员三人一组。在这个角色扮演练习中, 一个学员做督导, 一个做员工, 第三个做观察员。给每一组一份附录B的复印件, 第12页, 并分配下列的每一个案例。鼓励她们开心-这是一个轻松、 享受的分享知识和学习时间。
2. If you haven’t already, hand out copies of the desk reminder cards. Ask the ”supervisors” to spend ten minutes preparing to delegate the following responsibilities. Let them know they are free to make up whatever information they need to, i.e., deadlines, authority lines, results, etc. 分发课程要点的handout。让‘督导’花十分钟准备分配下列职责。让她们知道她们能够编造任何需要的细节, 如最后期限、 权限, 期望的结果, 等等。
3. Ask the ”employees” to respond to the delegation as they feel the employees in each vignette would. While they should keep in mind the ”supervisor” is the boss, they are free to raise any objections they think would likely come up. 让‘员工’按员工的身份相应回应‘督导’的对答。她们应记住‘督导’是老板, 她们能够视实际情况提出任何反对意见。
4. Ask the participants playing ”observers” to watch how the steps from the video are implemented and, when the exercise is over, to report to the whole group how it went. 让扮”观察员”的学员仔细观察录像中的步骤是如何得到实施的而且当练习结束时, 负责向整个班解释该角色扮演的进展情况。

Situation 情景A
You’ve just moved your file room across the hall and in the process, the tax records for fiscal years ’63 through ’68 have gotten very mixed up. You need someone to completely re-file all the information. The one you feel is most qualified for the job, Chris Imbertson, loathes filing. As much as you’d like to give it to someone else, you know that Chris’ experience and work style will get the job done quickly.
你刚巧搬迁文件室到对面大厅时, 63年度到68年度的税收记录都混在了一起。你需要一个人重新归档这些文件。你感觉最合适做这项工作的人是Chris Imbertson, 但碰巧她厌恶文件归档。你正在犹豫是否给别人时, 你知道Chris的经验和工作方式会使该工作迅速得到解决。

Situation 情景B
You’ve been put in charge of assembling a training manual for your division. Although you enjoy this kind of work, there aren’t enough hours in the day to do it, so you’ve decided to delegate part of the task to Mike/Michelle Callahan. His/her skills in writing and organization will be invaluable, but there is a small problem. Mike/Michelle tends to be overly aggressive, often pushy, when deadlines get close and you know his/her work relationships have suffered in the past because of this abruptness.
你被委派负责做你们部门的培训手册。尽管你喜欢这种工作, 可是白天的时间不够, 因此你想决定布置部分工作给Mike/Michelle Callahan。她/她的写作和组织能力十分宝贵, 但有一个小问题。Mike/Michelle太过激进, 常常犯急, 当期限接近时, 你知道她/她的工作关系会由于急躁和言语的失当而变得很紧张。

Situation 情景C
You’ve been given the task of picking a new computer system for your sales department. In order to make the best decision, you need information on prices, compatibility, software, hardware, and maintenance agreements, among a host of other variables. You choose to delegate the groundwork to Jay, your department’s resident computer buff. Although you know Jay has the background to find out what you need, you’re a little concerned that he/she will go overboard and collect much more information than you need, wasting time in the process.
你受命为销售部挑选一种新的电脑系统。为了做最佳的决定, 你需要价格、 兼容性、 软件、 硬件、 以及维修保养的合同, 以及其它一切的变数。你准备把基础工作布置给Jay, 尽管你知道Jay的经历能够帮你找到你的需要, 但你还是有点担心她做过了, 浪费了许多时间做一些没必要的工作。

Situation 情景D
You’re way behind schedules on producing the company’s annual report. You know that if you can get the word processing from all the other departments coordinated, you can move ahead with other tasks. You decide to put one of the best procedures in the word processing area, Aaron/Erin, in charge of pulling together all the other departments’ work. While you know he/she will do an excellent job, you also know it will put him/her in authority for a brief time over his/her peers. You are concerned about the problems this might cause. 你在完成公司年度报告时有些滞后。你知道如果你能从相关部门得到文字处理的内容, 你就能够腾出手来做其它的任务。你决定由Aaron/Erin来负责统筹其它部门的工作。你相信她/她会出众完成任务, 为此需要让她们领导其它同事一段时间, 但同时你担心会因此造成一些问题。

EXERCISE 练习3
Objective: to help participants apply the steps of communication they’ve learned from this video.
目标: 帮助学员学以致用录像所教的沟通步骤。

Instructions指导:
1. Ask participants to share up to five of the touchiest work-related communication problems they’ve encountered or with which they’ve heard of others dealing. Ask them remember as much as they can about how the situation were handled. 让学员分享五个最棘手她们遇到的同工作有关的沟通问题或者听见别人在处理的沟通问题。让她们尽力回忆该问题是如何处理的。
2. For those situations that didn’t work out as well as they could have, discuss what steps in the ”communication” section were missed or inappropriately handled. 对于那些没有处理好和能够处理得更好的情况, 讨论”沟通”部分缺损或处理不当的步骤。
3. Now that they know the steps from the video, ask the participants how they would handle the same situation if it happened tomorrow. 现在她们知道了正确步骤, 问一问她们今后会如何处理相同的状况。

EXERCISE 练习4
Objective: to help participants apply the video’s teaching points on discipline.
目标: 帮助学员学以致用录像中有关纪律的要点。

Instructions指导:
1. Handout copies of Appendix C. If you haven’t yet hand out the Desk Reminder Cards. 发附录C。
2. Ask participants to read through the example, keeping in mind the teaching points from the ”discipline” section of the video. 让学生阅读例子, 记住录像中有关‘纪律’的教学要点。
3. After they’ve finished reading, ask them to take a few minutes to think through how they would approach this discipline problem, making any notes they wish on the back of the page. 阅读完后, 让她们用几分钟思考一下她们解决纪律问题的方法, 并在该页纸的背后做好笔记。
4. Discuss with the participants how they’d handle this situation. Reinforce what they’ve learned form the video, and stress any steps they omit. 同学员讨论她们处理案例的方法。肯定和巩固她们从录像中所学到的内容并强调她们忽略的步骤。
5. Robert Kramer has always been one of the best performers in your department. He’s highly results- oriented and yet is a ”team player,” always there when his co-workers need a helping hand. Lately, his performance has slipped. He’s missed his three deadlines this month and the work he has gotten in has been sloppy. His last report had four calculation errors and was missing the executive summary for which you had asked. When you talked to him two weeks ago about the change in his performance, he made an earnest pledge to change. Unfortunately, that’s not happening, and today he missed another deadline. 你部门表现最好的员工之一Robert Kramer是一个追求结果的人, 同时也是一个富有‘团队精神’的人, 在别人需要时总是能提供协助。最近, 她的表现有所滑坡。本月她错过了三个最后期限而且她的工作质量也非常地臃肿。她的最近的一个报告有四个计算错误, 并缺了你要求的总结。两周前当你同她谈她的工作表现时, 她做出了一个真诚的保证。不幸的是承诺并未兑现, 今天她又错过了另一个最后期限。

EXERCISE 练习5
Objective: to help participants identify ways to build a motivational climate for their employees.
目标: 帮助学员发掘为员工创造”激励氛围”的途径。

Instructions指导:
1. Hand out Appendix D. 发放附录D
2. Ask the participant think of one person r