SARWOOD酒店集團(tuán)核心課程通過(guò)參與性管理來(lái)激勵(lì)和啟

Exercise:

FinishTheSentence!

練習(xí)：完成這句句子！Thisactivityhasanindividualandagroupcomponent

這個(gè)練習(xí)有個(gè)人和集體的組成Individually,answerthefirstquestion

各自回答第一個(gè)問(wèn)題Introduceyourselftoyourtable

象坐在一桌的成員介紹你自己Brainstormresponsestoyourassignedquestion

集思廣益分配給你們的問(wèn)題Completethebackupquestion

完成后備的問(wèn)題PLG12Introduction

介紹Definition–ParticipationisalocalororganizationalinitiativethatmeetstheintrinsicneedsofAssociateswhilebuildingontheextrinsicfactorsimportanttojobsatisfaction,productivityandeffectivenessforboththeAssociateandStarwood.

定義－參與是一個(gè)個(gè)人的或者組織性的行動(dòng)來(lái)滿足員工在建立對(duì)員工和喜達(dá)屋的工作滿意度、生產(chǎn)力和效率來(lái)說(shuō)很重要的外在因素過(guò)程時(shí)的基本需求。Existingatdifferentlevelsofscope,itletsothersassumetheresponsibilities,risks,andrewardsassociatedwithmakingtheirowndecisions,solvingtheirownproblems,andinfluencinganoveralldirectionandjobdefinition.

存在于不同級(jí)別的范圍，它讓其他人承擔(dān)責(zé)任、風(fēng)險(xiǎn)、以及和做他們自己的決定相關(guān)聯(lián)的獎(jiǎng)賞、解決他們自己的問(wèn)題和影響一個(gè)總體的方向和工作內(nèi)容。PLG23NineMythsOfParticipativeManagement

關(guān)于參與性管理的九個(gè)誤解IfIignorePM,itwillgoaway

如果我忽略參與性管理，它就會(huì)自行消失PMmeansIgiveupcontrol參與性管理意味著我放棄控制PMalwaysimprovesinnovationandproductivity

參與性管理總是能夠發(fā)展創(chuàng)新和生產(chǎn)力PMalwaysincreasescommitmentandbuy-in

參與性管理提高個(gè)人對(duì)工作的投入和獲得他人的認(rèn)同PMjusthappens

參與性管理是自己偶然就形成的PMisnotaseffectiveasindividualexpertsatsolvingproblems

參與性管理在解決問(wèn)題方面不如專家來(lái)得有效AllstaffmemberspreferPM

所有員工都更喜歡參與性管理Associatescannothandlemakingdecisions

員工不能處理影響到酒店的決策OncewetransitiontoPM,wedon’tneedmanagers

我們一旦過(guò)渡到參與性管理后，我們就不需要經(jīng)理了PLG3-44WhatWillILearn?

我將學(xué)到什么？Reviewthelistedworkshopdesiredoutcomes

回顧列出的本課程期望的結(jié)果Selectthetopfivethataremostimportanttoyou

選擇對(duì)你來(lái)說(shuō)最重要的五點(diǎn)Pleasebepreparedtosharethesewiththelargergroup

準(zhǔn)備和其它學(xué)員交流PLG55Housekeeping

課堂規(guī)則SessionTime:8:30-5:30

培訓(xùn)時(shí)間BreakRoomandRestRooms

休息室和洗手間Lunch

午餐CellPhonesandPagers

手機(jī)和傳呼機(jī)RoomTemperature

教室溫度ClassAgreements教室安排6LM1–TheRole

OfAManager學(xué)習(xí)模塊一－一名經(jīng)理的角色PLG680%DirectingandMaintaining指揮和維護(hù)5%Strategy

策略15%Coaching,Developing,Supporting,Building

教導(dǎo)、開(kāi)發(fā)、支持和建設(shè)20%Strategy

策略60%Coaching,Developing,Supporting,Building教導(dǎo)、開(kāi)發(fā)、支持和建設(shè)20%DirectingandMaintaining指揮和維護(hù)Traditional

傳統(tǒng)21stCentury21世紀(jì)7BelowisjustasampleofsomeofthenecessarycompetenciesofaGreatManager.Whichonesaremostimportantforyou?

以下只是一名卓越的經(jīng)理應(yīng)具備的一些能力要求的舉例。哪些對(duì)你來(lái)說(shuō)是最重要的？Starwood’sLeadershipSuccessProfile

喜達(dá)屋的領(lǐng)導(dǎo)力成功檔案PLG7個(gè)人工作效能為人正直有效溝通彰顯自信合理決策

關(guān)注團(tuán)隊(duì)建立良好的人際關(guān)系廣開(kāi)言路培養(yǎng)團(tuán)隊(duì)精神促進(jìn)團(tuán)隊(duì)多元化建立競(jìng)爭(zhēng)優(yōu)勢(shì)建立戰(zhàn)略聯(lián)盟精明的財(cái)務(wù)頭腦驅(qū)動(dòng)商務(wù)成果關(guān)注客戶

建立創(chuàng)造引領(lǐng)建立注重優(yōu)異表現(xiàn)的文化展示卓越專業(yè)技能高效執(zhí)行力激勵(lì)、鼓舞他人承擔(dān)責(zé)任人才培養(yǎng)吸納、培養(yǎng)并留住人才激發(fā)誠(chéng)信以身作則支持組織內(nèi)學(xué)習(xí)領(lǐng)導(dǎo)變革和創(chuàng)新支持改變不斷進(jìn)步，追求卓越運(yùn)用高新技術(shù)分享最佳事例8Exercise:WhatHasBeenYourExperience?

練習(xí)：你有過(guò)什么樣的經(jīng)歷？Individually,reflectontwomanagementexperiencesthatyouhavehad,onepositiveandonenegative

學(xué)員各自回想你曾經(jīng)有過(guò)的經(jīng)歷，一個(gè)積極的，一個(gè)消極的Foreachexperience,respondtothefourquestions根據(jù)每個(gè)狀況回答四個(gè)問(wèn)題Then,answerthebottomthreequestionsbaseduponbothexperiences

然后，根據(jù)兩次經(jīng)歷回答最下面的三個(gè)問(wèn)題Note:Onlyyouwillseethisworksheet

注意：只有你能夠看到結(jié)果PLG89Thisself-assessmentwillhelpyoudeterminehowmuchthisworkshopcanhelpyouenhanceyourskillsandabilitiesinthiscompetency

該測(cè)評(píng)將幫助你確定本教程將在多大程度上提升你在這個(gè)能力中的技巧和能力

Therearenorightorwronganswers沒(méi)有對(duì)或錯(cuò)的答案Pleasebehonest,onlyyouwillseetheresults請(qǐng)如實(shí)回答，只有你自己能看到測(cè)評(píng)結(jié)果。Youhavefiveminutes

你有五分鐘時(shí)間Self-Assessment

自我測(cè)評(píng)PLG9-1010Self-Assessment自我測(cè)評(píng)50-7475-100101-12511LM2––WhatIsPM?學(xué)習(xí)模塊2－什么是參參與性管理理？Owntheirworkprocesses擁有他們的的工作流程程Owntheirunitgoalsandobjectives擁有他們的的部門目標(biāo)標(biāo)和目的Owntheprocessofdiscoveringmorecreative,improved,andinnovativewaysofdoingwork擁有發(fā)現(xiàn)更更創(chuàng)新、提提高和獨(dú)創(chuàng)創(chuàng)的方式來(lái)來(lái)完成工作作的過(guò)程Itreleasesindividualcreativityandmotivationbyencouragingperformersatalllevelsto:它釋放了每每個(gè)人的獨(dú)獨(dú)創(chuàng)力和動(dòng)動(dòng)力通過(guò)鼓鼓勵(lì)所有級(jí)級(jí)別的員工工來(lái)：PLG1112WhyPracticePM?為什么進(jìn)行行參與性管管理？Increasesproductivitybydecreasingtheamountoftasksdonebyamanager通過(guò)減少由由經(jīng)理來(lái)做做的任務(wù)的的數(shù)量，增增加生產(chǎn)力力。Buildsmutualconfidenceandestablishestrust建立相互的的信心和建建立信任。。DevelopsAssociatesmentallyandemotionally在精精神神上上和和情情緒緒上上發(fā)發(fā)展展員員工工。。IncreasescommitmenttoStarwood提高高對(duì)對(duì)部部門門的的自自豪豪感感和和主主人人翁翁態(tài)態(tài)度度。。PLG1113WhatAreThe5LevelsOfParticipation?參與與的的5個(gè)級(jí)級(jí)別別是是什什么么？？Level1––Traditional(minimal)傳統(tǒng)統(tǒng)的的Level2––Delegation授權(quán)權(quán)Level3––Involvement包含含Level4––Participation參與與Level5––Self-Directed自我我指指導(dǎo)導(dǎo)PLG1214WhatHappensAtEachLevel?每個(gè)個(gè)級(jí)級(jí)別別的的典典型型事事務(wù)務(wù)是是什什么么？？Workareaoperations部門門任任務(wù)務(wù)Safetyandmaintenance安全全和和維維護(hù)護(hù)Quality/processimprovement質(zhì)量量/過(guò)程程改改進(jìn)進(jìn)TrainingandDevelopment發(fā)展展和和培培訓(xùn)訓(xùn)Businessplanning經(jīng)營(yíng)營(yíng)計(jì)計(jì)劃劃PLG13-1415HowIsManagementShared?管理理是是如如何何進(jìn)進(jìn)行行分分享享的的？？%TeamResponsible團(tuán)隊(duì)負(fù)責(zé)%Shared分享%Manager/Supervisor經(jīng)理/主管Howismanagementsharedinatypicallevelfivesituation?在一個(gè)典型的的級(jí)別五的狀狀況下管理是是如何進(jìn)行分分享的？PLG1516Don’twithholdimportantinformationfromperformers不可向員工保保留重要的信信息Don’tdirectperformerstodosomethingwithoutestablishingclearexpectations不可在未給予予明確期望前前指示員工做做某事Don’twithholddelegatingprojectstoyourperformers不可向員工保保留指派的計(jì)計(jì)劃任務(wù)Don’tallowpeopletofailbecauseofthingsyouforgottoinformthemof不可讓員工因因?yàn)槟愕氖韬龊龆?jīng)歷失敗敗Don’tcreateunhealthycompetitionamongperformers不可在員工中中引起不健康康的競(jìng)爭(zhēng)Don’tdriveyourperformerstoshowtheirmaximumperformance.Letthemdoitontheirown不可驅(qū)使你的的員工到他們們的表現(xiàn)極限限。讓他們自自己去開(kāi)展、、表現(xiàn)。WhatAreTheSix“Don’ts”O(jiān)fPM?關(guān)于參與性管管理的六個(gè)““不可”是什什么？PLG1517Exercise:HowDoesPMCompare?練習(xí)：參與性性管理如何進(jìn)進(jìn)行比較？Inyourtablegroup,brainstormresponsestoeachopensquare在你一桌的小小組，對(duì)每個(gè)個(gè)空白的方框框做集思廣益益的討論。Usetheinformationprovidedtocreateyourresponse運(yùn)用到目前提提供的信息來(lái)來(lái)建立你的答答案。Pleasebepreparedtoshareyourresponseswiththelargergroup準(zhǔn)備和和其他他成員員做交交流PLG1618WhyDoesPMWork?為什么么參與與性管管理有有效？？Fulfillsintrinsicneedsfor:滿足基基本需需求Safety/Security保安/安全Belonging歸屬感感Significance價(jià)值感感Support支持PLG1719Exercise:WhichBenefitsOfPMDoYouWant?練習(xí)：你想要要關(guān)于參與性性管理的哪種種好處?Pleasereviewthelistedbenefitsofapplyingthiscompetency閱讀下面的運(yùn)運(yùn)用該能力的的好處Identifythefive(5)mostimportanttoyouineachcategory在每個(gè)種類里里確認(rèn)你認(rèn)為最重要要的五點(diǎn)Pleasebepreparedtoshareyourresponseswiththelargergroup準(zhǔn)備和其他的的學(xué)員交流PLG1820CaseStudy:

SaraisLearning案例分析：薩薩拉在學(xué)習(xí)Individually,readthecasestudy各自閱讀給予予的場(chǎng)景Whendone,answereachquestionasatablegroup結(jié)束后，在一一桌的小組，，回答每個(gè)問(wèn)問(wèn)題Pleasebepreparedtoshareyourresponsewiththelargergroup準(zhǔn)備和其他學(xué)學(xué)員交流你的的答案PLG1921LM3–HowDoesStyleRelatetoPM?學(xué)習(xí)模塊3–風(fēng)格是怎樣和和參與性管理理聯(lián)系起來(lái)的的？Definition:Therearefourgeneralmanagementstylesusedtomanagepeopleperformancedependingonthepreferenceofthemanager,thepreferenceoftheAssociate,andthesituation.定義：總的來(lái)說(shuō)一共共有四種管理理風(fēng)格可以根根據(jù)經(jīng)理的選選擇、員工的的趨向和具體體的情況被運(yùn)運(yùn)用來(lái)管理員員工的表現(xiàn)。。Ourabilitytorecognizewhichstyletousewhen,andtoadjustourpreferredstyleaccordinglygoesalongwayindeterminingoursuccessasamanager.我們對(duì)使用哪哪種風(fēng)格和什什么時(shí)候使用用的認(rèn)識(shí)能力力，和調(diào)整我我們偏好的風(fēng)風(fēng)格能夠決定定我們作為經(jīng)經(jīng)理最終是否否成功。PLG2022The4ManagementStyles4種管理風(fēng)格有有：StyleI:Affecting影響-LowK/S,LowDesire低知識(shí)/技能，低期望望StyleII:Inspiring啟發(fā)-HighK/S,LowDesire高知識(shí)/技能，低期望望StyleIII:Directing指導(dǎo)導(dǎo)-LowK/S,HighDesire低知知識(shí)識(shí)/技能能，，高高期期望望StyleIV:Clarifying澄清清-HighK/S,HighDesire高知知識(shí)識(shí)/技能能，，高高期期望望The4ManagementStyles4種管理理風(fēng)風(fēng)格格PLG20-2223The4ManagementStyles4種管理理風(fēng)風(fēng)格格PLG20-22StyleIII:Directing指導(dǎo)導(dǎo)Performerneeds:員工工需需求求HighStructure;LowSupport高結(jié)構(gòu)；；低支持持Knowledge/Skill知識(shí)/技能Desire愿望低Low低High高High高StyleIV:Clarifying澄清Performerneeds:員工需求求LowStructure;LowSupport低結(jié)構(gòu)；；低支持持StyleI:Affecting影響Performerneeds:員工需需求HighStructure;HighSupport高結(jié)構(gòu)；高高支持StyleII:Inspiring啟發(fā)Performerneeds:員工需求LowStructure;HighSupport低結(jié)構(gòu)；高高支持24AnAssociatewhohasalowlevelofknowledgeand/orskillofthetask一個(gè)對(duì)于任任務(wù)具有低低水平的知知識(shí)和/或技能的員員工AnAssociatewhohasahighlevelofknowledgeand/orskillofthetask一個(gè)對(duì)于任任務(wù)具有高高水平的知知識(shí)和/或技能的員員工AnAssociatewhohaslowlevelofdesiretowardsthetask一個(gè)對(duì)于任務(wù)務(wù)具有低水平平的期望的員員工AnAssociatewhohashighlevelofdesiretowardsthetask一個(gè)對(duì)于任務(wù)務(wù)具有高水平平的期望的員員工WhichStyleshouldIUse?我應(yīng)該使用哪哪種風(fēng)格？PLG2325Exercise:WhichStyleWorksBest?練習(xí)：哪種風(fēng)風(fēng)格最有效？？Forminto4groups組成四個(gè)小組組Inyourgroups,brainstormalistofbehavioralexamplesforanassignedstylepreference采用集思廣益益的方式討論論該風(fēng)格的行行為案例ListtheAssociateneedsbestservedbythisstyle列出最適合該該風(fēng)格的員工工需求Pleasebepreparedtoshareyourexampleswiththelargergroup準(zhǔn)備和其他小小組交流你們們的行為案例例PLG2426LM4–WhatIsTheChangeCopingCurve?學(xué)習(xí)模塊4–變化處理曲線線是什么？Definition:Changeandimprovementareindispensabletothefunction,growth,andsurvivalofStarwood.定義：變化和和發(fā)展是對(duì)于于喜達(dá)屋的功功能、生長(zhǎng)和和生存是不可可缺少的一部部分。InorderforyourAssociates’toacceptchangeandimprovement,theyneedtoseetheirmanagers’’acceptingitandprovidingthemwithsupport.Managersneedtopersonallyadjusttoanunplannedchange,evenifitisunwelcome,forthegoodofStarwood.為了使你的員員工來(lái)接受變變化和發(fā)展，，他們需要看看到他們的經(jīng)經(jīng)理接受這些些變化并提供供他們支持。。為了酒店的的利益，經(jīng)理理需要自身對(duì)對(duì)一個(gè)沒(méi)有計(jì)計(jì)劃的變化進(jìn)進(jìn)行調(diào)整，甚甚至那是不受受歡迎的變化化。PLG2527Changeisarealityineverythingthatexists變化對(duì)所有存存在的事物來(lái)來(lái)說(shuō)都是一個(gè)個(gè)事實(shí)Changeisanaturalpartoflife變化是生活的的自然部分Thepaceofchangeisincreasing象喜達(dá)屋這樣樣的經(jīng)營(yíng)機(jī)構(gòu)構(gòu)，變化的步步伐在不斷提提高Nochangewillbefreeofitsproblems沒(méi)有變化會(huì)是是一點(diǎn)問(wèn)題都都沒(méi)有的Changecannotbeignored變化是不可以以置之不理的的Weallrespondthesame,yetdifferentlytochange我們都一樣的的有反應(yīng)，然然而又都不同同SixGuarantees/DynamicsofChange變化的6個(gè)保證/特性PLG2528ChangethreatenstheirsenseofSafety變化威脅他們們的安全感ChangethreatenstheirsenseofBelonging變化威脅他們們的歸屬感ChangethreatenstheirsenseofSignificance變化威脅他們們的價(jià)值感Otherreasons其它原因ZonesofFear害怕區(qū)域WhyDoAssociates

ReactToChange?為什么員工對(duì)對(duì)變化有很大大的反應(yīng)？PLG2629Socialchange社會(huì)變化Improvedefficiency提高的效率DesiredGrowthandExpansion期望的成長(zhǎng)和和擴(kuò)展CompetitionandSurvival競(jìng)爭(zhēng)和生存Costeffectiveness成本效力GovernmentRegulations政府政策ForcesThat

DriveChange推動(dòng)變化的力力量PLG2730Perceivedthreatstopower感到對(duì)對(duì)權(quán)力力的威威脅Routinesandhabits常規(guī)和和習(xí)慣慣Preferencefortradition對(duì)傳傳統(tǒng)統(tǒng)的的偏偏好好Changesinskillrequirement對(duì)技能要求求的變化Reluctancetotakerisks(fear)不愿冒險(xiǎn)（（害怕）ForcesThatResistChange拒絕變化的的力量PLG2831TheChange

CopingCurve變化處理曲曲線PLG2932Shock–TheFlightorFightResponse震動(dòng)–逃避或戰(zhàn)斗斗的反應(yīng)Milddisorientationorconfusion輕微的迷失失或混淆Physicalaggressiveness物理攻擊性性Killthemessengersyndrome殺死傳信人人綜合癥Denial否定Problemdenial問(wèn)題否定Agitatingothers煽動(dòng)他人Foot-dragging拖延The7PhasesOfChange變化的七個(gè)個(gè)階段PLG30-3133Frustration&Anger挫?。嵟璚ithholdinginformation/notcommunicatingproblems扣留信息/不溝通問(wèn)題題Over-complicatingthenewway使新的方式式過(guò)于復(fù)雜雜化Complaining投訴Frequentarguing頻繁的爭(zhēng)論論The7PhasesOfChange變化的七個(gè)個(gè)階段PLG3134Acceptance接受Morephysicalenergy更多多物物理理能能量量Lessnegativeself-talk較少少的的消消極極內(nèi)內(nèi)心心活活動(dòng)動(dòng)Morefocusonthefuturethanthepast更多著著眼于于將來(lái)來(lái)而不不是過(guò)過(guò)去Agreaterappreciationforothers對(duì)他人人的更更多感感謝Hopelessness絕望Negativeself-talk消極的的內(nèi)心心活動(dòng)動(dòng)Socialwithdrawal,Poorcommunication社交退退隱和和不不良溝溝通Poorfocusandlowenergy無(wú)法集中中和能量量很低The7PhasesOfChange變化的七七個(gè)階段段PLG3235Hope&Excitement希望＆激激動(dòng)Highenergy高度的能能量Verypositivevisualandverbaldisplays非常積極極的視覺(jué)覺(jué)和口頭頭表現(xiàn)Veryopencommunication很開(kāi)放的的溝通Thinkingandtalkingaboutpossibilities考慮和交交談關(guān)于于可能性性Readjustment(NewState)重新調(diào)整整（新的的狀態(tài)））Excitement激動(dòng)Calm安靜Fullyengaged完全投入入The7PhasesOfChange變化的七七個(gè)階段段PLG3336Playdead裝死Flight逃跑Fight斗爭(zhēng)Accept接受Thrive生長(zhǎng)HighHighLowLowEffortEffectivenessFlight(run)PlayDeadThriveStressAcceptFightWhatChoicesDoYou/TheyHave?你們/他們有什什么選擇擇呢？PLG3437Communicatetruthfullyandappropriately真實(shí)和適適當(dāng)?shù)臏蠝贤℉aveapositiveattitudeaboutthechange對(duì)變化有有一個(gè)積積極的態(tài)態(tài)度。Recognizeperformerswhoperformwell認(rèn)可工作作表現(xiàn)好好的員工工。Behonest,anddon’’texaggerate誠(chéng)實(shí)，而而且不夸夸大其詞詞Followthroughonwhatyousayandbeconsistent實(shí)你所說(shuō)說(shuō)的，而而且做到到一貫ChangeActionGridp.35變化行動(dòng)動(dòng)表格HowDoICreateAndSustainChange?我怎樣來(lái)來(lái)建立和和維持變變化？PLG3538SectionKnowledgeCheck階段知識(shí)識(shí)檢查Inyourtablegroup,gothroughtheworkshopmaterialandcompletethefollowingquestions在你的小小組內(nèi)，，復(fù)習(xí)教教材內(nèi)容容并完成成下面的的問(wèn)題Pleasemakesurethateveryoneatyourtableknowsandiscomfortablewitheachanswer請(qǐng)確保和和你坐在在一桌的的小組成成員指導(dǎo)導(dǎo)而且對(duì)對(duì)每個(gè)答答案都認(rèn)認(rèn)同PLG36-3739Exercise:DebriefandActionPlanning練習(xí)：小小結(jié)和行行動(dòng)計(jì)劃劃Reflectonthecontentofthissection回顧這個(gè)個(gè)章節(jié)的的內(nèi)容Writedownwhatyoufoundtobethemostsignificantlearning’s寫下你覺(jué)覺(jué)得最重重要的學(xué)學(xué)習(xí)要點(diǎn)點(diǎn)Shareyourthoughtswithyourtablegroup和你一桌桌的小組組成員交交流你的的想法Pleasebepreparedtosharewiththegroup請(qǐng)準(zhǔn)備好好和其它它小組交交流PLG3840EA1:評(píng)評(píng)估部門門的準(zhǔn)備備情況EA2:致致力于參參與性管管理EA3:計(jì)計(jì)劃變化化EA4:通通過(guò)幫助助他人完完成起初初的變化化EA5:通通過(guò)授權(quán)權(quán)使他人人參與EA6:提提供一貫貫的支持持EA7:評(píng)評(píng)估你的的進(jìn)展和和調(diào)整HowDoI…MotivateAndInspireThroughParticipativeManagement?如何來(lái)激激勵(lì)和啟啟發(fā)...通過(guò)參與與性管理理PLG3941Therearethreecriticalthingstounderstandaboutthecurrent““readiness”oftheunitandhoteltomovetowardsparticipation.Abriefassessmentofthesethreepreventsmanysurprisesandproblemsatthestartofandduringthedevelopmentofgreaterparticipation.對(duì)于部門門和酒店店向參與與這個(gè)目目標(biāo)進(jìn)展展的目前前“準(zhǔn)備備程度””，有三三件非常常重要的的事情我我們必須須理解的的。對(duì)于這三三個(gè)要素素的一個(gè)個(gè)簡(jiǎn)單評(píng)評(píng)估將防防止很多多向更好好的參與與過(guò)渡的的開(kāi)始前前和進(jìn)行行中的驚驚奇和問(wèn)問(wèn)題。Scopeofthechangeevent變化的范范圍UnitCultureandreadiness部門文化化和準(zhǔn)備備程度Hotelreadiness酒店的準(zhǔn)備備程度EA1:AssessTheUnit’’sReadiness關(guān)鍵行動(dòng)1–評(píng)估部門的的準(zhǔn)備情況況Introduction介紹PLG4042Createsarealisticperspective建立一個(gè)現(xiàn)現(xiàn)實(shí)的看法法Minimizessurprises將驚奇降低低到最小Providesinformationtomakedecisionsandcreateplans為做決定和和建立計(jì)劃劃提供信息息WhyShouldIDoIt?我為什么要要這么做？？PLG4043TopLevelCommitment最高級(jí)別的的投入Willingnesstochange希望變化的的意愿Willingnesstoshareinformation分享信息的的意愿Enoughtimeandresources足夠的時(shí)間間和資源Commitmenttotraining對(duì)培訓(xùn)的投投入OperationsconduciveofPM運(yùn)作有益于于參與性管管理AccesstoHelp能夠獲得幫幫助AppropriateChangeStructures(ifapplicable)適當(dāng)?shù)淖兓Y(jié)構(gòu)（工工作系統(tǒng)））WhatDoINeedToKnow?我需要知道道什么？PLG4144Understandthechangeevent理解解這這個(gè)個(gè)變變化化Assessthereadinessofyourunit評(píng)估估你你部部門門的的準(zhǔn)準(zhǔn)備備情情況況Assessorganizationalreadiness評(píng)估估酒酒店店的的準(zhǔn)準(zhǔn)備備程程度度Evaluateunitmembers評(píng)估估部部門門成成員員Assessexistingresources評(píng)估估現(xiàn)現(xiàn)有有的的團(tuán)團(tuán)隊(duì)隊(duì)資資源源Evaluatetheinternalsupportstaff評(píng)估內(nèi)部部的支持持員工Identifyyourconcerns確定你的顧慮慮HowDoIDoIt?我怎么做？45Goodwaytostartprocess很好的過(guò)程的的開(kāi)始Tellsyounotonlywhatspecificquestionstoask,butwheretogoforinformation告訴你不僅需需要問(wèn)哪些具具體的問(wèn)題，，同時(shí)還有去去哪里找更多多的信息QuestioningWorksheetp.42第42頁(yè)的提問(wèn)工作作表a. Understandthechangeevent理解這個(gè)變化化EA1:AssessTheUnit’’sReadiness關(guān)鍵行動(dòng)1–評(píng)估部門的的準(zhǔn)備情況況PLG4246Conductingsurveys進(jìn)行調(diào)查Structuredinterviewsofemployees對(duì)員工的有有組織的面面試Conductingfocusgroups進(jìn)行聚焦小小組Examininghoteldatathatisusedtomeasuresuchthingsasproductivity,salesorguestsatisfaction檢查組織性性的數(shù)據(jù)，，用來(lái)衡量量比如生產(chǎn)產(chǎn)力、銷售售或者客人人滿意度b.Assessthereadinessofyourunit評(píng)估你部門門的準(zhǔn)備情情況Moreformalmethodsofassessingculturewouldinclude:更多正式的的對(duì)酒店的文文化進(jìn)行評(píng)評(píng)估的方式式包括：EA1:AssessTheUnit’’sReadiness關(guān)鍵行動(dòng)1–評(píng)估部門的的準(zhǔn)備情況況PLG4347Exercise:WhatisYourUnit’sReadinessforChange?練習(xí)：你部部門對(duì)變化化的準(zhǔn)備程程度如何？？Individually,answerthequestionsashonestlyandaccuratelyasyoucan各自如實(shí)和準(zhǔn)確確的回答以以下的問(wèn)題題Useyourunitasabasistoanswereachquestion使用你的部部門作為一一個(gè)基礎(chǔ)來(lái)來(lái)回答每個(gè)個(gè)問(wèn)題。Pleasebepreparedtosharethesewiththelargergroup準(zhǔn)備和其它它學(xué)員溝通通PLG4448Toplevelcommitment最高級(jí)別的的投入Willingnesstochange希望變化的的意愿Willingnesstoshareinformation分享信息的的意愿Enoughtimeandresources足夠的時(shí)間間和資源Commitmenttotraining對(duì)培培訓(xùn)訓(xùn)的的投投入入Operationsconducivetoworkteams運(yùn)作作有有益益于于參參與與性性管管理理Accesstohelp能夠夠獲獲得得幫幫助助Appropriatesupportstructures適當(dāng)當(dāng)?shù)牡闹еС殖纸Y(jié)結(jié)構(gòu)構(gòu)c.Assessorganizationalreadiness評(píng)估估酒酒店店的的準(zhǔn)準(zhǔn)備備程程度度EA1:AssessTheUnit’’sReadiness關(guān)鍵鍵行行動(dòng)動(dòng)1––評(píng)估估部部門門的的準(zhǔn)準(zhǔn)備備情情況況PLG45-4649d.Evaluateunitmembers評(píng)估估部部門門成成員員Reviewtheunit’’smission回顧顧團(tuán)團(tuán)隊(duì)隊(duì)使使命命Evaluatethesizeoftheunit評(píng)估估部部門門的的大大小小Definetheknowledge,skill,andcompetencyrequirements明確對(duì)知識(shí)、、技能和能力力水平的要求求Recordknownmemberexpectations記錄已知的對(duì)對(duì)成員的期望望EA1:AssessTheUnit’’sReadiness關(guān)鍵行動(dòng)1–評(píng)估部門的準(zhǔn)準(zhǔn)備情況PLG4750e. Assessexistingresources評(píng)估現(xiàn)有的團(tuán)團(tuán)隊(duì)資源Identifyneedsforbeforeandaftermeetingtime確定你對(duì)額外外員工的時(shí)間間的期望時(shí)間間需求Identifymeetingspacerequirementsandoptions闡明會(huì)議場(chǎng)地地和選擇Identifyequipmentneeds闡明設(shè)備需求求Identifyanycapitalneeds闡明任何需要要的資金EA1:AssessTheUnit’’sReadiness關(guān)鍵行動(dòng)1–評(píng)估部門的準(zhǔn)準(zhǔn)備情況PLG4851f. Evaluatetheinternalsupportstaff評(píng)估內(nèi)部的的支持員工工InitiativeCoordinator活動(dòng)協(xié)調(diào)員員Facilitator推進(jìn)者UnitTrainers團(tuán)隊(duì)培訓(xùn)官官ProcessAdvisors進(jìn)程顧問(wèn)EA1:AssessTheUnit’’sReadiness關(guān)鍵行動(dòng)1–評(píng)估部門的的準(zhǔn)備情況況PLG49-5052g. Identifyyourconcerns確定你的顧顧慮Captureyourconcerns列出你的顧顧慮Ratetheimpactoftheconcern給顧慮的的影響打打分Ratetheprobabilityoftheconcern給顧慮的的概率打打分Showstopper?(16plus)顯示停止止？IdentifyActionstotake確定可采采取的行行動(dòng)EA1:AssessTheUnit’sReadiness關(guān)鍵行動(dòng)動(dòng)1–評(píng)估部門門的準(zhǔn)備備情況PLG50-5153Tips&Traps建議＆誤誤區(qū)Tips建議Useaformalsurvey使用一個(gè)個(gè)正式的的調(diào)查Bedirect直接了當(dāng)當(dāng)Getdifferentperspectives獲得不同同的看法法Filteringthefacts過(guò)濾事實(shí)實(shí)Traps誤區(qū)PLG5154Committingtothisprocessiscriticalforittobesuccessful,butitisnoteasy.對(duì)這個(gè)過(guò)過(guò)程的投投入對(duì)它它的成功功是關(guān)鍵鍵，但是是它不是是很容易易的。Asamanager,youmustmakeconsciouschoicesaboutyouractionsthatreinforcetheparticipativeenvironment,andshowthatyouractionsequalyourwords.作為經(jīng)理理，你必必須對(duì)你你的行為為作出慎慎重的選選擇來(lái)加加強(qiáng)概念念和向參參與性的的環(huán)境發(fā)發(fā)展，同同時(shí)顯示示你的言言出必行行。Introduction介紹EA2:CommitToParticipativeManagement關(guān)鍵行動(dòng)動(dòng)2–致力于參參與性管管理PLG5255Increaseyourcredibility提高你的的信用度度Increaseyouractual““spanofcontrol”提高你實(shí)實(shí)際的““控制范范圍”Increaseyoursatisfaction提高你的的滿意度度WhyShouldIDoIt?我為什么么要這么么做？PLG5256Evaluatehowthechangewillaffectyou評(píng)估變化化將如何何來(lái)影響響到你Clarifyyourdesiredoutcome(s)澄清你個(gè)個(gè)人期望望的結(jié)果果Handleyourstress處理你的的壓力Displayapositiveattitude展現(xiàn)積極極的態(tài)度度Maintainyourhighstandards保持你的的高標(biāo)準(zhǔn)準(zhǔn)Selectanapproach選擇一種種對(duì)應(yīng)方方式Evaluatewhatyouwillneedtododifferently評(píng)估你需需要做的的有哪些些不同的的，作為為變化的的結(jié)果HowDoIDoIt?我怎么做做？57Evaluatehowthischangewillaffectyourpersonalandworklife評(píng)估變化化將如何何影響到到你的個(gè)個(gè)人生活活和工作作Answerthequestions回答問(wèn)題題a.Evaluatehowthechangewillaffectyou評(píng)估變化化將如何何來(lái)影響響到你EA2:CommitToParticipativeManagement關(guān)鍵行動(dòng)動(dòng)2–致力于參參與性管管理PLG5358b.Clarifyyourdesiredoutcome(s)澄清你個(gè)個(gè)人期望望的結(jié)果果Identifyyourdesiredoutcomes明確你期期望的結(jié)結(jié)果Answerthequestions回答問(wèn)題題EA2:CommitToParticipativeManagement關(guān)鍵行動(dòng)動(dòng)2–致力于參參與性管管理PLG5459c.Handleyourstress處理你的的壓力Exploreyourfeelings研究你的的感覺(jué)Usepositiveselftalk使用積極極的自我我談話Talktosomeoneuninvolvedintheevent和不涉入入變化的的某人交交談Managestressinthemoment在當(dāng)時(shí)就就管理壓壓力EA2:CommitToParticipativeManagement關(guān)鍵行動(dòng)動(dòng)2–致力于參參與性管管理PLG55-5660d.Displayapositiveattitude展現(xiàn)積極極的態(tài)度度Talkwithandcomplimentyourpeers和你的同同伴交談?wù)劜?wèn)候候?qū)Ψ終eepasenseofhumor保持幽默默感Beflexible保持靈活活EA2:CommitToParticipativeManagement關(guān)鍵行動(dòng)動(dòng)2–致力于參參與性管管理PLG5661e.Maintainyourhighstandards保持你的的高標(biāo)準(zhǔn)準(zhǔn)Defineyourcurrentstandards說(shuō)明你目目前的標(biāo)標(biāo)準(zhǔn)Createanactionplan建立一個(gè)個(gè)行動(dòng)計(jì)計(jì)劃EA2:CommitToParticipativeManagement關(guān)鍵鍵行行動(dòng)動(dòng)2––致力力于于參參與與性性管管理理PLG5762Exercise:YourExperience練習(xí)習(xí)：：你你的的經(jīng)經(jīng)驗(yàn)驗(yàn)Individually,consideryourtypicalapproachtoworkhabits.FillinColumnb.各自自考考慮慮你你的的工工作作習(xí)習(xí)慣慣。。完完成成表表格格的的b方框框。。Considerapastorrecentmajorchangeexperienceinthehotel.考慮慮過(guò)過(guò)去去或或近近期期主主要要的的酒酒店店內(nèi)內(nèi)的的經(jīng)經(jīng)驗(yàn)驗(yàn)。。。。Answerthefour(4)questions.回答答四四個(gè)個(gè)問(wèn)問(wèn)題題。。PLG5763Playdead裝死死Flight逃跑跑Fight斗爭(zhēng)爭(zhēng)Accept接受受Thrive發(fā)展展f.Selectanapproach選擇擇一一種種對(duì)對(duì)應(yīng)應(yīng)方方式式EA2:CommitToParticipativeManagement關(guān)鍵鍵行行動(dòng)動(dòng)2––致力力于于參參與與性性管管理理PLG5864WhatmustIdodifferently?我必必須須做做到到什什么么不不同同的的？？HowdoIfeelaboutthis?我對(duì)此此感覺(jué)覺(jué)如何何？HowwillIremembertodothis?我如何何記得得來(lái)做做這個(gè)個(gè)？Howwillthishelpmetobemoreeffectiveorsuccessful?這將如如何來(lái)來(lái)幫助助我變變得更更加有有效或或成功功？g.Evaluatewhatyouwillneedtododifferently評(píng)估你你需要要做的的有哪哪些不不同的的，作作為變變化的的結(jié)果果EA2:CommitToParticipativeManagement關(guān)鍵行行動(dòng)2––致力于于參與與性管管理PLG5965Tips&Traps建議＆＆誤區(qū)區(qū)PLG60Tips建議Staycalm保持平靜靜Gainknowledge獲得知識(shí)識(shí)Feel感覺(jué)Don’’tgiveawayyourpower不要放棄棄你的權(quán)權(quán)力Traps誤區(qū)Withdrawing抽出Notparticipatinginthechangeprocess不參與到變化化的過(guò)程Resistinganddreadingthechange抗拒和擔(dān)心變變化Reducingyourworkoutput降低你的工作作質(zhì)量Negativity表達(dá)口頭的消消極性66Planningisacriticalprocessindeployingmeaningful,long-termchange.Itinvolvesconsideringwhatneedstobedone,whenitneedstobedone,howitneedstobedoneandbywhom,allinaseriesofconnectedstages.計(jì)劃是一個(gè)在在發(fā)展長(zhǎng)期有有意義的變化化中的關(guān)鍵過(guò)過(guò)程。它包括括考慮需要做做什么、什么么時(shí)候做、怎怎么做以及由由誰(shuí)來(lái)做，這這些都是一系系列相互聯(lián)系系的階段。Properplanningcreatesadocumentthatprovidesthosearoundyouwithasenseofdirection,avisiontoachieve,andclarityoftheunknown.Itisoneofthemostpotentwaystominimizefear,anxietyandfrustration.適當(dāng)?shù)挠?jì)劃建建立一個(gè)文件件向你周圍的的人提供關(guān)于于方向、宗旨旨和未知因素素的信息。這這是最有效的的將害怕、緊緊張和挫敗降降低到最低的的方式之一。。EA3:PlanForTheChangeEvent關(guān)鍵行行動(dòng)3––計(jì)劃變變化PLG61Introduction介紹67Improvesoutcomes改善結(jié)結(jié)果Reducesfearanduncertainty減少害害怕和和不確確定Providesafirmfoundationforforwardprogress為后面面的進(jìn)進(jìn)展提提供一一個(gè)堅(jiān)堅(jiān)實(shí)的的基礎(chǔ)礎(chǔ)WhyShouldIDoIt?我為什什么要要這么么做？？PLG6168Adesiredoutcome.Or,Whatistheaimorpurposeforthechange?(Vision)期望的的結(jié)果果或終終點(diǎn)，，完成成的一一些東東西。?；蛘哒邔?duì)計(jì)劃的的目標(biāo)標(biāo)或目目的是什么么？（（宗旨旨）Whatwillthechangeproduce?(Outcomes,deliverables)變化會(huì)會(huì)產(chǎn)生生什么么？（（結(jié)果果和指指標(biāo)性性的目目標(biāo)））Asetofactionstotaketoachievethevision,outcomes,anddeliverables(Actions)達(dá)到宗宗旨、、結(jié)果果和指指標(biāo)的的一整整套行行動(dòng)。。（行行動(dòng)））Awaytomeasuresuccessbeforeandafterthechange(Feedback-measurement)在變化化的前前后衡衡量成成功的的方式式（反反饋－－衡量量）Cleartimeconstraints,notopenended(Duedates)明確確的的時(shí)時(shí)間間限限制制，，不不是是沒(méi)沒(méi)有有期期限限的的（（完完成成日日期期））Clearaccountabilitythroughtaskownership(Taskowner)明確的任務(wù)務(wù)擁有者的的職責(zé)（任任務(wù)所有者者）Aclearcommitmentofresources(Inputs)對(duì)資源的承承諾（投入入）Whatisgoingonaroundusthatwillimpactus?(Assessment)在我們周圍圍發(fā)生的哪哪些會(huì)影響響到我們？？（環(huán)境））WhatDoINeedToKnow?我需要知道道什么？PLG6269Summarizewhatyouknow總結(jié)你所知知道的Learnmore學(xué)習(xí)更多Identifyyourdesiredparticipationlevel明確你期望望的參與級(jí)級(jí)別Clarifyyourdesiredoutcomesanddeliverables明確你期望望的部門產(chǎn)產(chǎn)生的結(jié)果果或指標(biāo)Definehowsuccesswillbemeasured詳細(xì)說(shuō)明成成功的衡量量標(biāo)準(zhǔn)Createamissionorpurposestatement建立使命或或目的陳述述Estimatemembertimecommitment估計(jì)成員的的時(shí)間投入入Makeaplan做計(jì)劃Createaclear,compellingvisionofthefuture為將來(lái)建立立一個(gè)明確確的、令人人信服的宗宗旨HowDoIDoIt?我怎么做？？70Usethechangequestioningworksheet使用變化問(wèn)題工作作表a. Summarizewhatyouknow總結(jié)你所知道道的EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG6371Decidewhatyouneed決定你需要什什么Identifyaresearchsource明確研究調(diào)查查的來(lái)源Writedownyourfindingsandsource寫下你的發(fā)現(xiàn)現(xiàn)和來(lái)源Decidehowyouwillusetheinformation決定你會(huì)如何何來(lái)使用這些些信息Askmorequestions問(wèn)更多的問(wèn)題題ConsiderhowyourAssociateswouldusethesameinformation考慮你的員工工會(huì)如何來(lái)使使用相同的信信息b. Learnmore學(xué)習(xí)更多EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG6472Level2–Delegation級(jí)別2–分配Level3–Involvement級(jí)別3–包含Level4–Participation級(jí)別4–參與Level5–Self-Directed級(jí)別5–自我指導(dǎo)c. Identifyyourdesiredparticipationlevel明確你期望的的參與級(jí)別EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG6573Brainstormapreliminarylistofdeliverablesandoutcomes采用集思廣益益的方式討論論初步的可達(dá)達(dá)到的指標(biāo)d. Clarifyyourdesiredoutcomesanddeliverables明確你期望的的部門產(chǎn)生的的結(jié)果或指標(biāo)標(biāo)EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG6574Brainstormalistofsuccessmeasures采用集思廣益益的方式討論論成功的衡量量方式Identifythetargetorstandard確定目標(biāo)或標(biāo)標(biāo)準(zhǔn)Identifywhoownsthemetric確定誰(shuí)擁有衡衡量方式Operationallydefineeachdeliverable從運(yùn)作上具體體來(lái)明確每個(gè)個(gè)可達(dá)到的指指標(biāo)e. Definehowsuccesswillbemeasured詳細(xì)說(shuō)明成功功的衡量標(biāo)準(zhǔn)準(zhǔn)EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG65-6675Itisastatementordescriptionofwhatisrequiredforsatisfactoryperformance這是在任何正正常的使用狀狀況下對(duì)于滿滿意表現(xiàn)要求的陳述或描述述Itmustcontainameasureortestofthatperformance它必須包含一一個(gè)對(duì)表現(xiàn)的的衡量方式或測(cè)試Itcontainssomecriteriafordecidingifthatperformanceisacceptable它同樣包含一一些決定表現(xiàn)現(xiàn)是否可接受受的標(biāo)準(zhǔn)Itusessimplelanguage它使用簡(jiǎn)單的語(yǔ)言O(shè)perationalDefinitionsHaveFourCriteria運(yùn)作的定義必必須滿足4個(gè)標(biāo)準(zhǔn)PLG6676Belowarefivegoalstatements以下是五個(gè)目目標(biāo)陳述Individually,evaluateeachstatementbasedonthecriteriaforaSMARTgoal各自根據(jù)聰明明目標(biāo)的標(biāo)準(zhǔn)準(zhǔn)來(lái)評(píng)估每個(gè)個(gè)陳述Whencomplete,compareyourthoughtswiththoseofyourtablegroup完成后，和坐坐在一桌的學(xué)學(xué)員比較你的的看法Reachconsensusontheeffectivenessofthestatement對(duì)于每個(gè)陳述述是否達(dá)到每每個(gè)標(biāo)準(zhǔn)達(dá)成成共識(shí)Exercise:AreTheyOrAren’’tThey?練習(xí)習(xí)：：它它們們是是或或不不是是？？PLG6677Reviewallexistinginformationrelatedtothemission回顧顧目目前前所所有有的的關(guān)關(guān)系系到到使使命命的的信信息息Brainstormcomponentsofthemission采用用集集思思廣廣益益的的方方式式討討論論使使命命的的組組成成Writethestatement寫下下這這個(gè)個(gè)陳陳述述f.Createamissionorpurposestatement建立立使使命命或或目目的的陳陳述述EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)動(dòng)3–計(jì)劃變化化PLG687816-24hrs/wk小時(shí)/每周12-16hrs/wk小時(shí)/每周8-12hrs/wk小時(shí)/每周4-8hrs/wk小時(shí)/每周4orlesshrs/wk小時(shí)/每周g.Estimatemembertimecommitment估計(jì)成員員的時(shí)間間投入EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)動(dòng)3–計(jì)劃變化化PLG6979Identifythecriticalissues明確關(guān)鍵鍵的事項(xiàng)項(xiàng)Completetheunitparticipationplan完成部門門的參與與計(jì)劃h.Makeaplan做計(jì)劃EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG69-7080IsIdealistic是理想主義義的Ourview/imageofwhattheidealfuturewilllooklikeataspecifictime我們對(duì)理想想在將來(lái)的的一個(gè)特定定時(shí)間應(yīng)當(dāng)當(dāng)看上去怎怎樣的觀點(diǎn)點(diǎn)/想象Dreamlikequalities夢(mèng)一般的質(zhì)質(zhì)量Energizing,positiveandinspiringstatement活躍的、積積極的、和和鼓舞人心心的描述Createsa“sensoryrich,emotionallyladen”imageoftheidealfutureatyearX建立一個(gè)在在理想的將將來(lái)某一年年的“有有聲有色””的圖像像i. Createaclear,compellingvisionofthefuture為將來(lái)建立立一個(gè)明確確的、令人人信服的宗宗旨EA3:PlanFor

TheChangeEvent關(guān)鍵行動(dòng)3–計(jì)劃變化PLG7181Individually,thinkaboutwhatyouwanttoachieveaspartofthisPMeffort各自考慮酒店或或部門在執(zhí)執(zhí)行變化后后的某一特特定時(shí)刻Asatablegroup,selectanddevelopapressreleaseorelevatorspeech坐在一桌的的小組，選選擇和建立立一段媒體