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2010年10月25日

(2010-10-25 08:10:19)
标签:

教育

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 帮助员工找到他们问题的解决办法

 

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他得责任呢?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-员工是否感到他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/他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?他/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他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. 让他们列出六件他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. 让他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,让他们同大家分享分享他们的排序方式及原理。以及他们的排序是如何满足酒店或部门的目标的?问其他人是否会排序不同,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。让他们知道他们可以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。他们应记住‘督导’是老板,他们可以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并且当练习结束时,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,但碰巧他厌恶文件归档。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,但是白天的时间不够,所以你想决定布置部分工作给Mike/Michelle Callahan。他/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/他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的经历可以帮你找到你的需要,但你还是有点担心他做过了,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,你就可以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。你相信他/她会出色完成任务,为此需要让他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他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。让他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可以处理得更好的情况,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. 现在他们知道了正确步骤,问一问他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,让他们用几分钟思考一下他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. 同学员讨论他们处理案例的方法。肯定和巩固他们从录像中所学到的内容并强调他们忽略的步骤。

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,他的表现有所滑坡。本月他错过了三个最后期限并且他的工作质量也非常地臃肿。他的最近的一个报告有四个计算错误,并缺了你要求的总结。两周前当你同他谈他的工作表现时,他做出了一个真诚的保证。不幸的是承诺并未兑现,今天他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 reporting to them and seems lack motivation. Keeping that person in mind and without sharing the name or situation, ask them to write the answers to the following questions. While this is only the beginning of finding appropriate motivators for all the staff, this exercise can help participants become aware of how to build a climate of motivation. 让学员想一个他自己手下的而又缺乏动力的员工。记住该员工,但不要说出他的名字或具体状况,让他们把下列问题的答案写下来。这仅仅是找到所有员工自我激励的方法的开始,该练习能帮助所有学员清楚如何去建立一个激励士气的环境。

a.       What do you know about the personal/professional goals of this unmotivated employee? 你对这些没有动力的员工的个人/职业目标所知多少?

b.      What does this person enjoy most about his/her job? 这个人最喜欢他工作的哪些部分?

c.       What does this person enjoy lease about his/her job? 该员工最不喜欢他工作的那部分?

d.      What three things does this person seem excited about when talking about his/her personal time? 当他谈到他的个人时间时有哪三件事让他最激动?

e.       What kinds of tasks have this person volunteered to do? With what results? What can this tell you about him/her? 有哪些任务是该员工主动要做的?结果将是怎么样?这能给你什么提示呢?

Participants may find they have trouble answering these questions. Often not knowing enough about employees is the reason supervisors have difficulty setting a climate that motivates. Encourage them to spend time with the people reporting to them; to ask open-ended questions to learn more about them and what encourages them to do the best job they can. 学员会发现有困难回答这些问题。大部分原因是因为督导有困难创造一种自我激励的氛围。激励他们和自己的下属多些接触和相处,以及问一些特殊疑问句来多谢了解他们并发现什么工作最能激励他们。

3.      With the answers to the above questions in mind, in what ways have you built or helped to tear down this employee’s motivation? 在上述问题记在心中,你曾如何建立和摧毁员工的士气和动力的?

4.      Either write on the board or on an overhead the four motivators mentioned in the film: 在白板上或投影片上写下录像中的四个激励因数

Accomplishment 成就感

Responsibility 责任感

Discretion 判断力

Learning and growth 学习和提高

Ask participants, keeping this list and their answers to questions two and three in mind, to write down three things to do that can increase the motivational climate of that employee. Allow adequate time for them finish, perhaps 5 to 10 minutes. 让学员保持住该单,记住问题2和3的答案,写下三件能建立激励员工的氛围的事情。给他们5至10分钟完成。

5.      Ask them to write the action steps they’ll take to bring this about and plan the dates on which they will take them. 让他们建立激励氛围的行动计划并且行动时间。

6.      Suggest to the participants that they set aside time regularly to think through this information on all of their employees. While it may seem to absorb a lot of time, motivated employees are worth their investment. 建议学员定期花一些时间去思考一下所有下属员工,并过一遍上述问题,尽管花时间不少,但提升员工士气将是十分值得的。

 

 

EXERCISE 练习6

Objective: to help participants learn what motivated them. While they shouldn’t assume that what motivates them will motivates others, it’s helpful to become aware of the influence of what can seem to be neutral factors.

目标:帮助员工学会能提升他们士气的因素。同时意识到并非所有能激励他们的因素都可以激励别人,但显然一些中性的因素的影响确是不言而喻的。

 

Instructions指导:

1.       Hand out copies of Appendix E. 发出附录E。

2.      Ask participants to select eight items for the list below that they feel inspire them to do their best jobs. Have them put a check mark on the line to the left of those statements. 让学员选择八个最能激励他做好工作的项目。让他们在这些句子的左边画下一个符号。

3.      Of the eight they’ve chosen, have participants rank them in order of importance (most important is “1”, etc.) in the boxes to the right of the statement. 在八个选择的项目中,让学员在右面的框内根据重要性排列它们的顺序(最重要的为1)。

4.      Discuss the last question on the participants’ worksheet (reprinted below). Caution them again against assuming what motivate them will motivate others. Stress instead that there are often motivating factors of which we are completely unaware. 讨论学员Worksheet的最后一个问题。再次提醒不要以为能激励自己的因素就一定能激励别人。强调有一些激励的因素可能尚未知晓。

5.      Hand out copies of Appendix F, a list of things to keep in mind when analyzing the motivation climate of their departments. 发出附录F,一边记住这些内容一边分析他们部门的激励氛围。

 

 

 


APPENDIX 附录A

ORGANIZATION: The $25,000 List

组织能力:25000英镑的单子

 

In the 1930’s, a management consultant called on Charles Schwab, the president of a then relatively small steel company. The consultant told Mr. Schwab he had some techniques to share that could increase Schwab’s employees’ effectiveness significantly. Although in a hurry, Schwab said he’d listen to some of the techniques and, if they did increase the effectiveness of his organization, he would pay anything within reason. 在30年代,一个管理顾问主动找到Charles Schwab,一个当时较小的钢铁公司的总裁。顾问告诉Schwab先生他有一些可以大幅度提高Schwab雇员的效率的技巧可以同他分享。尽管很匆忙,Schwab说他会听一些,如果有效,他会在合理范围支付一个好价钱。

The consultant said, “Mr. Schwab, take out a piece of paper and write down the six most important things you have to get done today.” After the six were written, he said, “Now, put those six items in priority order: number one is the highest priority. Then, assign numbers two, three, four, and five, on down to number six, which is of lowest priority. Begin working on number one, and keep in mind that you are working on the most important thing to achieve the objectives of your organization. Don’t worry about the others until number one is completely finished. Take this idea, use it, and send me a check for whatever you think it’s worth.” 顾问说,“Schwab先生拿出一张纸并写下六个最重要的今天必须完成的任务。”六项写完后,他说,“现在,把这六个项目按先后顺序排序,1为最急。开始从一号开始具体落实,并记住你是在做最重要的工作来到达你公司的目标。不要考虑其它直到你完成了第一项。使用该主意,然后寄给我合理价钱的支票。

 

Mr. Schwab took the consultant’s advice and tried the idea. He found it extremely effective – he was accomplishing more than he ever had before. He taught his staff how to do it, and they got more than ever before. Six weeks later, the consultant received a check for $25,000, a huge sum during the depression, and a note: “This is what I think your idea is worth.”

Schwab先生采纳了顾问的建议并加以实施。他发现特别有效-他成就了比以前更多的事情。教了他的员工如何去做后,他们的成就也比以前更多了。六周以后,顾问收到了一份25000英镑的支票,在但是萧条的时期,这相当于一笔巨款,还后附了一张纸条:“这就是我认为你的办法的所值。”

 

 

 

 

 

 

 

 

 

 

 


APPENDIX B: EXERCISE 2

附录2:练习2

 

Objective: to give you a chance to apply the delegation steps from the video.

目标:给你一个机会去实践录像中的‘分配工作’技巧。

 

Instructions指导:

1.       Form groups of three. During this role-playing exercise, one participant will act as supervisor, one as employee, and the third, as observer. Your training leader will assign you one of the following situations. Have fun with this exercise – it’s a time for relaxed enjoyable sharing and learning. 三人一组组队。在这个角色扮演练习中,一个学员扮督导,一个扮员工,第三个扮观察者。你的培训导师将分配你下列案例。尽量从练习中得到快乐-因为这是学习、交流和分享的过程。

2.      “Supervisors”: spend ten minutes preparing to delegate the responsibilities in the situation you’ve been assigned. Feel free to make up whatever information you need to, i.e., deadlines, authority lines, results, etc. “督导”:花十分钟时间准备分派下列案例情况的责任。任意编造任何所需的细节,如,最后期限,汇报工作线,结果等等。

3.      “Employees”: respond to the delegations as you feel the employees described in your vignette would. Keep in mind that the “supervisor” is the boss, but you are free to raise any objections you think would likely come up. “员工”:按员工身份相应对答,记住‘督导’是你的上司,但你仍要提出任何你认为可能出现的反对意见。

4.      “Observers”: watch how the steps from the video are implemented during the role play and, when the exercise is over, report to the whole group how it went. “观察者”:观察录像中的步骤是如何在该角色扮演练习中得到体现的,练习做完后,向整个集体汇报他运行的方法。

 

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,但碰巧他厌恶文件归档。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,但是白天的时间不够,所以你想决定布置部分工作给Mike/Michelle Callahan。他/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/他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的经历可以帮你找到你的需要,但你还是有点担心他做过了,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,你就可以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。你相信他/她会出色完成任务,为此需要让他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。


 

 

 

 

APPENDIX C: EXERCISE 4

 

Apply the video’s teaching points on discipline to the following example. After you’ve read through it, we’ll discuss how you’d approach the problem. 把录像中的有关纪律的教学要点联系到下列例子中。在你读过后,我们再讨论你是如何解决该问题的。

 

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,他的表现有所滑坡。本月他错过了三个最后期限并且他的工作质量也非常地臃肿。他的最近的一个报告有四个计算错误,并缺了你要求的总结。两周前当你同他谈他的工作表现时,他做出了一个真诚的保证。不幸的是承诺并未兑现,今天他又错过了另一个最后期限。

 

 

 

 

APPENDIX D:    How can I set a climate for motivation?

附录D            我应如何创造一种激励士气的氛围?

 

EXERCISE 练习5

1.       When trying to identify ways to help employees motivate themselves, ask yourself these questions当尽力去找到能激励员工的方法时,也问你自己同样的问题:

2.      With the answers to the above questions in mind, in what ways have you built or helped to tear down this employee’s motivation? 在脑海中有了上述问题的答案后,列下自己曾怎样挫伤过或帮助过员工提升士气?

3.      Think about the four motivators mentioned in the video想一想录像中的四个激励因素:

Accomplishment 成就感

Responsibilities 责任感

Discretion 判断力

Learning and growth 学习和成长

Keeping this list and your answers to questions two and three in mind, write down the things to do that you feel could increase the motivational climate of that employee. 有了这些激励因素以及问题2和3的答案后,写下你认为可以创造提升员工士气氛围的几件事。

4.      Write down 3 action steps you’ll take to bring this about and the dates on which you will take them. 写下3个行动计划,并注明行动时间。

5.      Consider setting aside time regularly to think through this information on your employees. While it may seem to absorb a lot of time, motivated employees are worth the investment. 留出时间把你的员工全部考虑一遍。尽管可能花时间,但提升员工士气值得如此。

APPENDIX E:    Exercise 6

附录E            练习6

 

Instructions指导:

Select eight items from the list below that you feel inspire you to do your best jobs. Put a check mark on the line to the left of those eight statements. 选择清单中八个你认为最能激励你自己做好工作的项目。在陈诉句的左边做好符号。

 

Of the eight you’ve chosen, rank them in order of importance (most important is “1”, etc.) in the boxes to the right of the statement. 在八个你选择的项目中,在右边的框内按重要性排列先后顺序(最重要的是“1”,以此类推)

 

1.       The chance to do a good job. 有机会去做好一项工作。

2.      Getting along well with co-workers. 同同事友好相处。

3.      Opportunities to do interesting projects. 去接触一些令人感兴趣的工作的机会。

4.      Knowing what is going on in the organization. 知道酒店内所发生的一切。

5.      Feeling my job is important. 感觉我的工作的重要性。

6.      Understanding, in clear detail, the duties of my position. 非常详细地了解自己的工作岗位职责。

7.      Being told by my boss that I’ve done a good job. 得到上司的表扬工作做得好。

8.      Agreeing with the organization’s objectives. 完全同意并拥护公司的目标。

9.      Latitude in how I do my job. 如何完成自己工作的范围。

10.   Opportunity for self-development and improvement. 自我发展和提高的机会。

11.    Working with a boss who leads. 跟一个能领导自己的老板共事。

12.   Meeting my personal needs as I work at my job. 工作时达到我个人的目标。

13.   Feeling that my work contributes to something bigger than myself & my organization. 感觉自己的工作非常有价值,并贡献于对比自己和公司更重大的事情。

14.   Feeling like I belong; that I am welcome; that I am needed. 感觉有归属感;我们是收欢迎的;我是被需要的。

15.   Have a ‘say’ in setting the goals of my department. 在订立部门目标时有自己的发言权。

16.   Seeing that progress is being made toward goals of my department. 看到部门的目标在一步一步地接近和实现者

17.   Working with a boss who knows how to delegate and who does delegate. 同一个知道分配任务并确实分配任务的上司共事。

 

Looking at the ranking you have just finished, do you see any patterns emerge? Do any of them surprise you? (i.e. have you always considered yourself motivated only by results, yet rank items 2, 5 and 14 quite highly?) What can this tell you about motivational factors for your employees?

看一下你刚刚完成的排列顺序,你是否发现任何模式?是否令到你感到惊奇呢?(譬如,你是否感觉你会更多地受结果的激励呢,从而把项目2、5和14列得很高?)就对你的员工有激励作用的因素而言,你又有何高见呢?

 

 

APPENDIX F:

附录F

 

10 Guaranteed Ways to Kill Motivation

10条挫伤积极性的“禁忌”

 

1.       Tell the employee EXACTLY how to do the job. 详细地告诉员工作工作的每一步骤。

 

2.      Stress busyness rather than results. 强调忙而不是强调成果。

 

3.      Manipulate employees rather than treating them as adults. 操纵员工而不是把他们当成人对待。

 

4.      Care only about yourself and your concerns. 自关心自己和自己的问题。

 

5.      Don’t listen to employees’ ideas, concerns, or suggestions. 不停员工的意见,关心和建议。

 

6.      Dwell on weakness and failures. 在弱点和失败上痴缠。

 

7.      Never tell an employee what they’re doing right. 从不肯定员工做得好的地方。

 

8.      Don’t get them involved. 不要员工参与决策。

 

9.      Don’t give any awards. 不给员工任何奖励。

 

10.   Never provide opportunities for growth or challenge. 从不提供给员工成长和挑战的机会

 

11.    Either expecting second best or absolute perfection. 要不就最求第二要不就要绝对完美。


 

 

 

 

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