超市處長入職培訓(xùn)Hewi

處長培訓(xùn)手冊DevisionHeadSeminarManual培訓(xùn)目標(biāo)

TrainingObjectives了解如何管理我的團(tuán)隊(duì)

Toknowhowtomanagemyteam了解如何管理時(shí)間

Toknowhowtomanagemytime了解如何制定行動(dòng)計(jì)劃

ToknowhowtomakeanactionplanKnowyouremployeesthecommunicationcycleaskingquestionsAssigningTasksActiveListeningTaskassignmentmatrixTaskassignmentworksheetCommunicatingExpectationsSettingObjectives了解員工溝通環(huán)提問題委派任務(wù)積極傾聽任務(wù)委派矩陣任務(wù)委派工作單表明期望設(shè)立目標(biāo)TEAMMANAGEMENT團(tuán)隊(duì)管理培養(yǎng)關(guān)系

BuildingRelationship信任＝Trust=公正

Fairness坦誠

Honesty開放

Openness平易近人

Accessibility管理交流

ManagerialCommunication經(jīng)理Manager上司

HigherAuthorities下屬

Subordinates客戶

Customers同級管理者Peers團(tuán)隊(duì)溝通

TeamCommunication信息即能量

InformationisEnergy能量可以是積極的[正極],也可以是消極的[負(fù)極]

Energycanbe[+]or[-]能量的"極"取決于溝通意愿與態(tài)度

EnergyPolarityDependsuponINTENTION積極溝通為協(xié)同工作創(chuàng)造了機(jī)遇

FlowingPositiveEnergyCreatestheOPPORTUNITYforTeamworkGettingtoKnowYourEmployeesand

theCommunicationCycle了解員工及溝通環(huán)Thought想法Words&non-words言語和非言語Transmission傳送Reception接收Decoding理解Feedback反饋Sender發(fā)出者Receiver接收者SomeFactsAboutListening

傾聽中存在的實(shí)際問題OnAverage,TypicalEmployee'sListeningEffectivenessinOnly25%通常，員工平均的傾聽效率只有25%3/4ofwhatemployeeshearisdistortedinonewayoranother

員工所聽到的信息中，3/4都在某種程度上受到曲解theaveragelistenerunderstandsandretains50%ofaconversation

通常，傾聽者只能聽懂和理解50%的談話內(nèi)容Dropsto25%forty-eighthourslater

48小時(shí)后，由50%下降到25%Poorlisteningskillscancreatemisunderstandingandabreakdownoftrustbetweenmanagersandsubordinates

不良的傾聽技能容易引起誤解，并對經(jīng)理與下屬之間相互信任的關(guān)系帶來負(fù)面影響OvercomingtheCommunicationBarriers

克服溝通障礙AskingQuestions

提問題ActiveListening

積極傾聽Directing

引導(dǎo)交流程序技能

CommunicationProcessSkills如何提問?

HowtoAsk?三種不同同類型的的問題ThreeTypesOfQuestions交流程序序技能一一：提問問題CPSkills#1:AskingQuestions漏斗模式

FunnelModel開放式問題

OpenQuestion探究式問題ProbingQuestions封閉式問題

ClosedQuestionsExercises:HowWellDoYouKnowYourSubordinates?AskingQuestions練練習(xí)：你你對員工工了解多多少？提提問HowLongHasHe/SheBeenMarried?他他/她她是否已已婚？IfNot,DoesHe/SheHaveaFiance?

如果果未婚，，他/她她是否有有對象？？WhatFoodDoesHe/SheLikeBest?他他/她最最喜歡吃吃什么？？WhatHobbiesDoesHe/SheHave?他他/她她有何愛愛好？WhatisHis/HerEducationBackground?

他/她學(xué)歷歷如何？？WhatistheMostImportantChallengeinHis/HerWork?他他/她工工作中最最大的挑挑戰(zhàn)是什什么？不良的非非語言傾傾聽習(xí)慣慣IneffectiveNonverbalListeningHabits回避眼神神交流AvoidingEyeContact神情茫然然StaringBlankly眉頭緊蹙蹙FrowningDeeply不時(shí)地抬抬腕看表表OftenLookingatYourWatch心不在焉焉[不停停地四處處張望]BeingEasilyDistracted[LookingAround]坐立不安安[擺弄弄鋼筆]Fidgeting[PlayingwithaPen]不良的傾傾聽習(xí)慣慣[一]IneffectiveListeningHabits#1打斷別人人的話InterruptingtheSpeaker經(jīng)常轉(zhuǎn)變變話題OftenChangingtheSubject發(fā)脾氣LosingTemper評論講話話人,而而非對對方的信信息JudgingtheSpeakerRatherthantheMessage貶低講話話者DiscreditingtheSpeaker使用情緒緒化的言言詞UsingEmotionalWords不良的傾傾聽習(xí)慣慣[二]

IneffectiveListeningHabits#2在頭腦中中預(yù)先完完成說話話人的語語句MentallyFinishingtheSpeaker'sSentence只聽信息息，卻不不注意說說話人的的情感ListeningOnlyforFactandNotforFeeling當(dāng)對方還還在說話話時(shí)，就就想著自自己該如如何回答答ThinkingaboutYourResponseWhiletheOtherPersonisStillSpeaking急于下結(jié)結(jié)論JumpingtoConclusions不良的傾傾聽習(xí)慣慣[三]

IneffectiveListeningHabits#3你總是/從不...Youalways/never...無所不知知的態(tài)度度

Know-it-allattitudes說話時(shí)總總叨支煙煙

Individualswhosmokecigaretteswhiletalkingtoyou"閉嘴"

"Shutup!"心胸狹窄窄的人Bigots"你從來來都不聽聽""Youneverlisten"給他人施施加壓力力

Pushyindividuals"你應(yīng)該該做的是是...""Whatyoushoulddois..."ListeningActively積積極傾傾聽VerbalSignals言語信號(hào)號(hào)適當(dāng)使用用認(rèn)同性性詞語，，如："啊..."、、"呃..."等MakingSoundsLike:"Ah...","Mmm...",etc.說："接接著說"，"請請?jiān)僭敿?xì)細(xì)談?wù)?等Saying:"Goon","Tellmemore",etc.重復(fù)關(guān)鍵鍵詞語RepeatingKeyPointsonWords進(jìn)行復(fù)述述、意譯譯和引導(dǎo)導(dǎo)Paraphrasing,Reflecting&Directing積極傾聽聽[一一]ActiveListening#1要傾聽對對方話語語中可能能包含的的四種含含義FourPossibleMessagesinOne通過總結(jié)結(jié)和意譯譯來建立立相互之之間的理理解Summarize&ParaphrasetoEstablishUNDERSTANDING總結(jié)和和意譯譯并不不是簡簡單重重復(fù)ThisisNotRepeatingtheMessage也并不不一定定意味味著贊贊同NorDoesItIndicateAgreement積極傾傾聽常常用語語PhrasestoDemonstrateActiveListening聽起來來您的的意思思好象象是說說...ItSoundsLikeWhatYouAreSayingIs...聽起來來您認(rèn)認(rèn)為最最重要要的是是...ItSoundsLikeWhatIsMostImportanttoYouIs...您的意意思是是說...SoWhatYouMeanIs...這么說說，您您最感感興趣趣的是是...SoWhatYouAreMostInterestedinIs...您認(rèn)為貴公公司業(yè)務(wù)員員需要...

YouFeelYouOperationsPeopleWillWant...我的理解是是...WhatIamHearingIs...積極傾聽[二]ActiveListening#2表明你的參參與

Bepresent:表明自己的的理解Communicatingyourunderstanding正確的體態(tài)態(tài)語言-"全身心心"地傾聽聽

Correctbodylanguage-a"wholebody"listener促進(jìn)/保持持能量流通通和心靈的的溝通Promotes/MaintainsEnergyFlow&MindLink控制自己情情感的"熱熱線按扭"

Controlyouremotional"Hotbuttons"緩和一場爭爭執(zhí)或一個(gè)個(gè)緊張的局局面CalmsaConflictoranIntensiveSituation有助于控制制自己的情情緒，建立立良好的關(guān)關(guān)系HelpsYouControlEmotionsandBuildaConstructiveRelationship鼓勵(lì)對方提提供信息EncouragesOtherPeopletoShareInformation積極傾聽[三]ActiveListening#3加強(qiáng)對方對對自己的信信任感IncreasestheOtherPerson'sTrustinYou給對方一個(gè)個(gè)澄清或解解釋的機(jī)會(huì)會(huì)

GivesOthersaChancetoClarifyorExplain幫助對方澄澄清觀點(diǎn)HelpsOtherPeopleClarifyTheirOwnThinking強(qiáng)調(diào)要點(diǎn)EmphasizesImportantPoints積極傾聽[四]ActiveListening#4有效溝通-努力力理解對方方理解與思考考[4耳]靜下心來[減少感情情因素]探究[了解解更多的信信息]再思考[反反饋你的理理解]評估問題，不是是這個(gè)人他的感受是是什么看重他人的的價(jià)值事實(shí)，意見見EffectiveCommunication-AimingforUnderstandingUnderstand&Reflect[use4Ears]Pacify[toreduceemotionalintensity]Probe[Question:toseekmoreinformation]Reinterpret[presentthemessageyouheardinanewlight]EvaluateProblem:notthepersonHowisthepersonfeeling?ValuetheotherpersonWhat'sFact?What'sopinion?練習(xí)：練習(xí)習(xí)提問和積積極傾聽Exercise:PracticeQuestioningandActiveListening三人一組GroupsofThree輪流提問和和傾聽TakeTurnstoQuestionandListen圍繞三個(gè)開開放式問題題尋找答案案

StartwithThreeOpenQuestions'ProbearoundtheAnswers你在團(tuán)隊(duì)中中的職責(zé)是是什么？Whatisyourroleontheteam?您在完成團(tuán)團(tuán)隊(duì)目標(biāo)中中起什么作作用？Howdoesyourrolesupporttheteam'sgoals?您在勝大超超市最滿意意的一次工工作經(jīng)歷是是什么？TellmeaboutahighlightinyourtimeatCarrefour?委派任務(wù)AssigningTasksPeopleandTaskConsiderations

以人人和任務(wù)為為導(dǎo)向Cross-training交交叉培訓(xùn)BuildingBack-up備份AssigningTask委委派任務(wù)Taskassignmentworksheet任務(wù)委派清清單技能儲(chǔ)備SkillInventory1=CanPerformWell2=CanPerform3=NeedstoLearn1=可以做好好2=可以做3=需需要學(xué)習(xí)習(xí)委派時(shí)需考考慮的兩個(gè)個(gè)因素TwoFactorstoConsiderwhenDelegating任務(wù)Task人員People分析任務(wù)AnalyzetheTask分析人員AnalyzethePeople考慮任務(wù)的的總體/具具體目標(biāo)ConsiderYourTaskGoalsandObjectives考慮員工發(fā)發(fā)展的總體體/具體目目標(biāo)ConsiderYourEmployeeDevelop-mentGoalsandObjectives找到合適的的'平衡點(diǎn)點(diǎn)'FindtheAppropriate'BalancePoint'+任務(wù)分析和和人員分析析

TaskAnalysisandPeopleAnalysis重要性和緊緊迫性(安排輕重重緩急)?Importance&Urgency(Prioritizing)?所需的技能能與知識(shí)SkillsandKnowledgeRequired所需的經(jīng)驗(yàn)驗(yàn)水平LevelofExperienceRequired所需的證書書

CertificationRequired例行公事?Routine?任務(wù)分析TaskAnalysis:了解任務(wù)UnderstandtheTask人員分析PeopleAnalysis:了解員工UnderstandYourEmployees目前所持有有的證書CertificateHeld能力水平(技能與知知識(shí))?LevelofCompetency(SkillandKnowledge)質(zhì)量與速度度

QualityandSpeed經(jīng)驗(yàn)水平LevelofExperience發(fā)展目標(biāo)DevelopmentGoalsCommunicatingExpectations

表明明期望Manager-EmployeePerceptionsAboutWhatisImportant經(jīng)經(jīng)理/員員工認(rèn)為重重要的內(nèi)容容Superior-SubordinateExpectationMisunderstanding

上、下下級期望差差異CommunicatingExpectationsWorksheet表表明期望望工作單UsingActiveListeningtoCommunicateExpectations

通過過積極傾聽聽來表明期期望經(jīng)理和員工工對重要要要求的觀點(diǎn)點(diǎn)和看法Manager-EmployeePerceptionsAboutImportantRequirementsManagerPerception經(jīng)理的觀點(diǎn)點(diǎn)EmployeePerception員工的觀點(diǎn)點(diǎn)重要的Important不重要的NotImportant重要的Important(＋)(＋＋)同意Agree(＋)(－－)誤解Misunderstanding不重要的NotImportant(－)(＋＋)誤解Misunderstanding(－)(－－)同意Agree員工對工作的看法JobasEmployeeSeesIt25%75%一致致75％Match25%經(jīng)理對工作的看法JobasBossSeesIt圖例Key:員工認(rèn)為是是重要的，，而經(jīng)理卻卻不以為然然的Whattheemployeeispayingattentiontothatthebossdoesnotperceivetobeimportant經(jīng)理理期期望望員員工工注注意意而而員員工工卻卻不不以以為為然然的的Whatthebossexpectstheemployeetopayattentionto,buttheemployeedoesnotperceiveitasimportant經(jīng)理理與與員員工工的的共共識(shí)識(shí)Areasofagreementbetweenbossandsubordinate上下下級級之之間間對對工工作作期期望望認(rèn)認(rèn)識(shí)識(shí)的的差差異異Superior-SubordinateExpectationMisunderstanding指導(dǎo)導(dǎo)與與反反饋饋Coaching&Feedback反饋饋：：何何為為反反饋饋？？如如何何有有效效地地進(jìn)進(jìn)行行反反饋饋？？Feedback:whatitisanddoingiteffectively征求求反反饋饋意意見見Askingforfeedback接受受反反饋饋意意見見Receivingfeedback指導(dǎo)導(dǎo)：：何何為為指指導(dǎo)導(dǎo)及及有有效效地地進(jìn)進(jìn)行行指指導(dǎo)導(dǎo)？？Coaching：：whatitisanddoingiteffectively安排排時(shí)時(shí)間間Makingthetime定義義反反饋饋與與指指導(dǎo)導(dǎo)DefiningFeedbackandCoaching反饋饋Feedback在了了解解到到員員工工的的工工作作情情況況后后，，馬馬上上讓讓他他/她她知知道道自自己己做做得得如如何何Lettingpeopleknowwhatandhowtheyaredoingassoonasyouknow指導(dǎo)導(dǎo)Coaching是一一種種雙雙向向式式討討論論，，旨旨在在提提高高工工作作業(yè)業(yè)績績Atwo-waydiscussionthataimstoimproveperformance指導(dǎo)導(dǎo)與與反反饋饋CoachingandFeedback回想在自己生生命中的某個(gè)個(gè)人：老師師、父母、朋朋友-誰給過過您好的指導(dǎo)導(dǎo)與反饋意見見

Thinkofsomeoneinyourlife-ateacher,parents,afriend-whowasagoodcoachormentor這個(gè)人好在哪哪里？

Whatwasgoodaboutthatperson?他們是如何做做的？

Whatdidtheydo?您的感覺如何何？

Howdidyoufeel?您的反應(yīng)如何何？

Howdidyourespond?反饋

Feedback反饋類型？Whatarethedifferenttypesoffeedback?積極的

Positive消極的

Negative改進(jìn)的

Corrective無反饋

None什么是建設(shè)型型反饋意見？？為什么？？

Whichareconstructive?Why?為什么反饋和和“啤酒”相相關(guān)聯(lián)？WhydoFeedbackandBEERgotogether?因?yàn)橛行У姆捶答仯?/p>

BecauseeffectiveFeedback:描述了具體行行為

describesthespecificBehavior包括所列行為為的一個(gè)例子子

includesanExampleofthatbehavior描述該行為如如何超出、達(dá)達(dá)到或無法達(dá)達(dá)到您的期望望和要求describeshowthebehaviorhasexceeded,metorfailedtomeetyourExpectations描述這些行為為所導(dǎo)致的結(jié)結(jié)果

describestheResultsofthebehavior主動(dòng)反饋OwnershipofFeedback讓員工知道這這些行為對您您的影響Letthepersonknowhowthebehaviorhashadanimpactonyou這使得我的工工作更容易了了。謝謝Thishasmademyworkaloteasier.Thanks.因?yàn)槲乙蕾囉谟谶@些數(shù)據(jù)的的精確性，這這種狀況讓我我很擔(dān)心ThissituationconcernsmebecauseIrelyontheaccuracyofthosefigures.請員工和你一一起考慮下一一步驟

Invitethepersontoownthenextstep.您如何看待這這種狀況？Howdoyouseethesituation?您認(rèn)為接下去去要怎么做？？

Whatdoyouthinkneedstobedone?積極型反饋實(shí)實(shí)例

PositiveFeedback:Example你把貨物從儲(chǔ)儲(chǔ)存區(qū)搬運(yùn)到到了貨架上，，做得非常好好(行動(dòng))。。

Youhavebeendoingagreatjobmovingthemerchandisefromthestorageareatotheshelves(Action).上周你們店中中基本沒有出出現(xiàn)庫存積壓壓，并且商品品流通情況完完好(具體例子)Lastweektherewasverylittlestorageinyourdepartmentandthemerchandiseflowedverywell(SpecificExample).商店經(jīng)理對此此(結(jié)果)感感到非常高興興。謝謝！TheStoreDirectorwasveryhappytoseethat(Result).Thanks.行為

Action具體例子SpecificExample結(jié)果

Result改進(jìn)型反饋意意見-例例子

CorrectiveFeedback-Example要及時(shí)完成每每周報(bào)表，你你似乎有點(diǎn)困困難(行為)Youseemtobehavingdifficultygettingtheweeklyreportsfinishedontime(Action).比如說，上周周五，我沒沒能在五點(diǎn)之之前收到報(bào)表表，這已經(jīng)經(jīng)是在四周之之內(nèi)第三次延延誤了(具體例子)LastFriday,forexample,Ididn'tgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(SpecificExample).所以，周一一之前我無法法向管理層遞遞交報(bào)告(結(jié)果)SoIdidn'tgetmyreporttomanagementuntilMonday(Result).行為

Action具體的例子

SpecificExample結(jié)果

Result練習(xí)：錯(cuò)過過的提供反饋饋的機(jī)會(huì)Exercise:MissedFeedbackOpportunity你何時(shí)錯(cuò)過了了提供反饋的的機(jī)會(huì)

Whendidyoumissachancetogivefeedback?回想前三天Thinkaboutthelastthreedays回顧快速反饋饋技巧

Reviewthequickfeedbacktips想象一下，當(dāng)當(dāng)時(shí)你應(yīng)該說說什么

Jotdownwhatyoumighthavesaid場景

situation行動(dòng)

actiontaken結(jié)果

result重要性之所在在

whyitwasimportant2-3分分鐘Minutes指導(dǎo)討論的五五個(gè)步驟[一]FiveStepFrameworkforCoachingDiscussions#1奠定討論的基基礎(chǔ)

SettheStage明確討論目的的

Clarifypurposeofdiscussion創(chuàng)建相互支持持的氣氛Establishsupportiveclimate對現(xiàn)狀達(dá)成共共識(shí)

AgreeontheSituation情況/任務(wù)Situation/Task預(yù)期結(jié)果Desiredresults探求可能性ExplorePossibilities可以采取的新新行動(dòng)/行為為

Possiblenewactions/behaviors指導(dǎo)討論的五五個(gè)步驟[二]FiveStepFrameworkforCoachingDiscussions#2行動(dòng)計(jì)劃ActionPlan行動(dòng)步驟Actionsteps衡量結(jié)果...如何？？

Measureresults...How?需要什么支持持？

Whatsupportisneeded?安排跟蹤和時(shí)時(shí)間

Schedulefollow-up跟蹤

FollowUp最重要的指導(dǎo)導(dǎo)技能是"傾傾聽"

TheMostImportantCoachingSkillisLISTENING需要多少指導(dǎo)導(dǎo)？反饋？HowMuchCoaching?Feedback?反饋及指導(dǎo)需需求基于：FeedbackandCoachingNeedsarebasedon:問題的實(shí)質(zhì)Thenatureofthesituation員工的經(jīng)驗(yàn)Theemployee'sexperience技能水平Skilllevel工作上所花的的時(shí)間；以及及

Timeonthejob;and實(shí)際業(yè)績Demonstratedperformance需要多少指導(dǎo)導(dǎo)

HowMuchCoaching?高技能

Highlyskilled僅提供純信息息性的反饋意意見。員工有有能力評估這這些信息并自自行制定解決決方案Feedbackcontainsonlyinformation.Employeeabletoevaluatetheinformationandgeneratealternativesolutionsonhisorherown.員工即即使可可以自自行理理解或或分析析新信信息，，但但仍需需借助助外界界的幫幫助來來尋求求解決決方案案Caninterpretorevaluatenewinformationonown,yetmayneedhelpfindingalternativesolutions幫助員員工尋尋求解解決方方案Helpemployeeexplorealternatives.SMARTGoals聰聰明目目標(biāo)Specific具具體Measurable可可以衡衡量Achievable可可以實(shí)實(shí)現(xiàn)Relevant相相關(guān)性性Time時(shí)時(shí)間期期限SMARTGoalsGoalswithoutSMARTIncreasemarginMakesureDepartmentHeadtraintheirstaff.GoalswithSMARTInthelastquarterof1998Mysectionwillincreasemarginbyatleast5%overthesameperiodlastyear.ByNovember1stIwillputaplaninplacetoinsurethatallDepartmentHeadstraintheirsubordinatesinalltheCarrefourbasicmodulesoverthenext3months聰明目目標(biāo)非聰明明目標(biāo)標(biāo)增加利利潤確保課課長對對員工工進(jìn)行行培訓(xùn)訓(xùn)聰明目目標(biāo)到1998年最最后一一個(gè)季季度為為止，，我們們處的的同比比利潤潤增長長至少少達(dá)到到5%。我將從從11月1號(hào)開開始實(shí)實(shí)施具具體計(jì)計(jì)劃，，確保保所有有的課課長在在此后后的三三個(gè)月月中，，培訓(xùn)訓(xùn)公司司各基基本部部門中中的員員工SMARTGoals-GoodExamples?聰聰明明目標(biāo)標(biāo)-正正例？？Negotiateanactionplanwithoursuppliertodecreasepurchasingcostsby10%byyear-end與與供供應(yīng)商商協(xié)商商行動(dòng)動(dòng)計(jì)劃劃，爭爭取在在年底底前降降低10%的采采購成成本Becomeabettermanagerformyemployees成成為為一名名更好好的經(jīng)經(jīng)理PreparebySeptember1anactionplantoreducelaborcostsinmySectionbyatleast5%在在9月1日前前，準(zhǔn)準(zhǔn)備一一份行行動(dòng)計(jì)計(jì)劃，，把自自己所所在處處的勞勞動(dòng)成成本降降低5%Prepareanddistributethequarterlyfinancialreportsonatimelybasis及及時(shí)時(shí)準(zhǔn)備備和提提交季季度財(cái)財(cái)政報(bào)報(bào)告Becomebetterattimemanagement更更好好地進(jìn)進(jìn)行時(shí)時(shí)間管管理練習(xí)-哪哪些些是聰聰明目目標(biāo)？？Exercise-WhichAreSMARTGoals?符合預(yù)預(yù)算要要求Meetbudget從1998年底底開始始啟用用新的的報(bào)告告系統(tǒng)統(tǒng)Utilizethenewreportingsystembyyear-end1998使客戶戶滿意意率超超過去去年Improvecustomersatisfactionratingoverlastyear5分鐘鐘5Minutes時(shí)間宣宣言TimeDeclaration當(dāng)今企企業(yè)界界膾炙炙人口口的一一個(gè)口口號(hào)是是：Today,ACatchoftheBusinessWorldIs:蠻干不不如巧巧干?。orkSmarter,NotHarder!時(shí)間就就是金金錢TimeIsMoney時(shí)間緊緊迫的的原因因SourcesofStress時(shí)間觀觀念ConceptofTime缺乏計(jì)計(jì)劃LackofPlanning三個(gè)計(jì)計(jì)劃工工具ThreePlanningTools所有任任務(wù)清清單MasterTaskList日歷Calendar每日工作作清單DailytoDoList所有任務(wù)務(wù)清單MasterTaskList記錄你所所要做的的每一件件事RecordEverythingYouHavetoDo將大而復(fù)復(fù)雜的任任務(wù)劃分分成較小小的部分分

BreakDownLargeorComplexTasksIntoSmallerComponents進(jìn)行任務(wù)務(wù)分類CategorizetheTasks在必要的的項(xiàng)目中中運(yùn)用其其它計(jì)劃劃工具TransferNecessaryItemstoOtherPlanningTools任務(wù)分類類

CategorizetheTasks打電話ToCall后續(xù)聯(lián)絡(luò)絡(luò)〖曾經(jīng)經(jīng)聯(lián)系過過的，十十分重要要的〗〗Follow-up[AlreadyContacted,Important]跟蹤電話話〖仍在在爭取確確定同對對方會(huì)面面〗CallBack[StillTryingtoMakeAppointment]所有電話話單〖未未來的電電話聯(lián)絡(luò)絡(luò)〗MasterCallList[FutureCalls]寫ToWrite信/傳真真 Letters/Faxes報(bào)告Reports人員評估估 PeopleEvaluations其它Others會(huì)見〖時(shí)時(shí)間待定定〗ToMeet[tobeScheduled]做〖其它它〗ToDo[Others]會(huì)務(wù)日歷歷

AppointmentCalendar會(huì)議和事事務(wù)Meetings&Events主要項(xiàng)目目〖整段段時(shí)間的的分配〗〗

MajorProjects[AllocationofTimeBlock]每周電話話單WeeklyCallList每日電話話單DailyCallList每日工作作清單DailyToDoList來源Sources緊迫任務(wù)務(wù)

ImmediateTasks所有任務(wù)務(wù)清單MasterTasksList日歷項(xiàng)目目

CalendarItems依據(jù)各人人生活、、工作目目標(biāo)的重重要性程程序BasedonDegreeofImportanceinRelationtoOne'sLife/BusinessGoals每日工作作清單DailyToDoList按輕重緩緩急順序序進(jìn)行排排列Prioritized(A,B,C,)對每項(xiàng)工工作內(nèi)容容進(jìn)行有有序的排排列Sequenced(A1,A2,A3,)掌握當(dāng)天天的時(shí)間間ControlTimefortheDay放在顯著著位置VisuallyProminent完成一項(xiàng)項(xiàng)任務(wù)后后將其從從清單中中刪除〖〖同時(shí)將將其從所所有任務(wù)務(wù)清單中中刪除〗〗

CrossThroughasCompleteTasks[alsoCrossThroughonMasterTaskList]檢查當(dāng)天天任務(wù)的的完成情情況ReviewProgressatEndofDay制定第二二天的計(jì)計(jì)劃MakePlanforNextDay!如何處理理干擾HowToDealWithInterruptions處理干擾擾的策略略

DealingwithInterruptions-Strategies電話訪談?wù)?/p>

PhoneCalls來訪者和和不定期期的會(huì)議議

Dropper-innersandUnscheduledMeetings危機(jī)Crisises文稿和雜雜亂的辦辦公桌PaperandMessyDesks把任務(wù)清清單放在在比較顯顯眼的位位置KeepYourTaskListProminent輕重緩急急Prioritizing1324緊急Urgent不緊急NotUrgent重要Important不重要NotImportant時(shí)間運(yùn)用用分析TimeAnalysis用時(shí)Time收效Results20%80%80%20%帕特雷80/20原理理(或八八/二分分成法)Pareto'sEighty-TwentyPrinciple會(huì)議管理理

MeetingManagement召開會(huì)議議時(shí)，經(jīng)經(jīng)常會(huì)遇遇到些什什么問題題？Whatproblemsdoyouusuallyhavewhenyouhavemeetings?如何準(zhǔn)備備會(huì)議？？

HowtoPreparetheMeeting?如何召開開會(huì)議？？

HowtoConducttheMeeting?如何參加加會(huì)議？？

HowtoAttendtheMeeting?會(huì)議管理理確定目的的進(jìn)行會(huì)前前分析制定明細(xì)細(xì)日程表表分配角色色記錄會(huì)議議結(jié)果跟蹤搜集/發(fā)發(fā)布信息息計(jì)劃解決問題題決策決定主要要參加者者限定討論論題目數(shù)數(shù)量規(guī)定每個(gè)個(gè)論題的的時(shí)間預(yù)先通知知領(lǐng)導(dǎo)記錄員將決議整整理成文文件確定各活活動(dòng)項(xiàng)目目的責(zé)任任如果可能能的話,分發(fā)有有關(guān)行動(dòng)動(dòng)的備忘忘錄跟蹤MeetingManagementDefinethePurposeConductaPre-MeetingAnalysisPrepareaDetailedAgendaEstablishRolesRecordOutcomeFollowUpCollecting/disseminatinginformationPlanningProblemsolvingDecisionmakingDecidewhoshouldattendLimitnumberoftopicsEstablishatimeframeforeachCirculateinadvanceLeaderScribeDocumentdecisionsreachedDetermineresponsibilityforactionitemsDistributeaction-orientedminutesatmeeting,ifpossibleFollowup!如何召開開會(huì)議活躍氣氛氛回顧上次次會(huì)議記記錄認(rèn)可上次次會(huì)議成成功結(jié)果果同意對這這次會(huì)議議目標(biāo)的的認(rèn)識(shí)引導(dǎo)分層層次討論論注意均衡衡參與注意讓參參加者看看到、聽聽到所議議內(nèi)容總結(jié)會(huì)議議結(jié)果布置會(huì)后后要完成成的任務(wù)務(wù)或制定定行動(dòng)計(jì)計(jì)劃HowtoConducttheMeetingManagedynamicsReviewpreviousmeetingrecordHighlightthegroupprevioussuccessesEnsurethatmembershaveacommonunderstandingoftheobjectivesofthecurrentmeetingFacilitatestep-by-stepdiscussionAchieveequitableparticipationSustaintheflowofthemeetingusinginformationaldisplaysSummarizewhathasbeenaccomplishedReviewassignmentorgenerateactionplan如何參加加會(huì)議HowtoAttendtheMeeting?事先準(zhǔn)備備PrepareinAdvance思考會(huì)議議討論內(nèi)內(nèi)容ThinkovertheTopicstobeDiscussed準(zhǔn)備發(fā)言言內(nèi)容PreparetheContentofYourSpeech準(zhǔn)時(shí)參加加Attendontime積極參與與與積極極傾聽ParticipateandListenActively承擔(dān)責(zé)任任，落實(shí)實(shí)會(huì)議結(jié)結(jié)果TaketheResponsibilityandMaterializetheOutcomesoftheMeeting團(tuán)隊(duì)和團(tuán)團(tuán)隊(duì)協(xié)作作Team&Teamwork"一個(gè)團(tuán)團(tuán)隊(duì)由一一組具有有互補(bǔ)技技能的人人組成，，他們?yōu)闉榱斯餐哪康牡?，投身身與共同同的目標(biāo)標(biāo)和工作作方法，，并且每每個(gè)人都都承擔(dān)一一定的責(zé)責(zé)任。"Ateamisasmallnumberofpeoplewithcomplementaryskillswhoarecommittedtoacommonpurpose,performancegoals,andapproachforwhichtheyholdthemselvespersonallyaccountableKatzenbachandSmith,TheWisdomofTeams/團(tuán)團(tuán)隊(duì)的智智慧"團(tuán)隊(duì)協(xié)協(xié)作是許許多人共共同完成成個(gè)人單獨(dú)獨(dú)所無法法完成的的工作"TeamworkisindividualsworkingtogethertoaccomplishmorethantheycoulddoaloneTEAM的含義WhatDoesTEAMMean共同Together每人Each實(shí)現(xiàn)Achieves更多More團(tuán)隊(duì)成功功的條件件

ConditionsForTeamSuccess目標(biāo)一致致SharedVision理解團(tuán)隊(duì)隊(duì)UnderstandingoftheTeam溝通Communication領(lǐng)導(dǎo)有力力StrongLeadership責(zé)任明確確InvolvetheRightPeopletoEnsureCommitment互相幫助助ExperiencedHelpWhereNecessary理解團(tuán)隊(duì)隊(duì)

UnderstandingTheTeam有耐心BePatient最好地估估價(jià)別人人AssumetheBestaboutthePeople注重解決決實(shí)際問問題，而而不是一一味地責(zé)責(zé)備FocusontheProblem,NottheBlame注重實(shí)際際工作行行為，而而不是態(tài)態(tài)度和人人品FocusonBehaviors,NotAttitudesorPersonalities不要在背背后議論論他人Don'tBackbiteaboutTeamMembers團(tuán)隊(duì)交流流的基礎(chǔ)礎(chǔ)[一一]TeamCommunicationBasics#1合作解決決問題，，實(shí)現(xiàn)團(tuán)團(tuán)隊(duì)目標(biāo)標(biāo)AimingInteractionatSolvingProblemsandAchievingTeamGoals團(tuán)隊(duì)成員相相互信任TeamMembersTrustingEachOther通過交流，，在團(tuán)隊(duì)中中就觀點(diǎn)、、感受、情情況及期望望等事宜達(dá)達(dá)成共識(shí)CommunicatetoHaveaCommonUnderstandingofIdeas,Feelings,Situations,andExpectations團(tuán)隊(duì)交流的的基礎(chǔ)[二]TeamCommunicationBasics#2團(tuán)隊(duì)成員相相互激勵(lì)并并征求他人人意見TeamMemberEncouragingandSolicitingInputfromOthers歡迎并處理異異議，制定有有力的決策InvitingandDealingwithDisagreementtoMakeSoundDecisions分擔(dān)義務(wù)，有有效地與其他他團(tuán)隊(duì)成員進(jìn)進(jìn)行交流SharingResponsibilityforCommunicatingEffectivelywithTeamMembers集體決策時(shí)的的有效指導(dǎo)[一]HelpfulTipsWhen

MakingADecisionByConsensus#1作好討論問題題的準(zhǔn)備BepreparedtoDiscusstheIssues勿偏離主旨StayFocusonthePurpose確保別人能夠夠聽到TakeResponsibilityforBeingHeard給他人提供一一個(gè)"安全空空間"GiveOthersaSafeSpace集體決策時(shí)的的有效指導(dǎo)[二]HelpfulTipsWhen

MakingADecisionByConsensus#2勿草草了事Don'tRush妥善處理沖突突AddressConflict對事不對人ConfrontIdeasNotPeople同意你認(rèn)為正正確的觀點(diǎn)AgreewithDecisionsYouFeelComfortablewith切記，有時(shí)并并非一定要達(dá)達(dá)成共識(shí)KeepinMindtheSituationswhenConsensusIsNotAppropriate解決團(tuán)隊(duì)沖突突

ManagingTeamConflict內(nèi)部沖突InternalConflict個(gè)人與團(tuán)隊(duì)的的沖突IndividualConflictwiththeTeam團(tuán)隊(duì)與某個(gè)成成員的沖突TeamConflictwithOneMember團(tuán)隊(duì)成員之間間的沖突ConflictBetweenTeamMembers團(tuán)隊(duì)之間的沖沖突ConflictBetweenTeams團(tuán)隊(duì)與團(tuán)隊(duì)之之外的某個(gè)人人的沖突TeamConflictwithSomeoneOutsidetheTeam解決團(tuán)隊(duì)沖突突的步驟StepstoResolvingTeamConflicts承認(rèn)既存沖突突AcknowledgetheConflict各方達(dá)成共識(shí)識(shí)GainCommonUnderstanding全面了解情況況UnderstandAllAngles探求雙贏方案案FindaWin-WinSolution制定行動(dòng)計(jì)劃劃DevelopanActionplan團(tuán)隊(duì)領(lǐng)導(dǎo)[一]

TeamLeadership#1團(tuán)隊(duì)領(lǐng)導(dǎo)的作作用是：TheRoleoftheleaderIs:充分利用每位位團(tuán)隊(duì)成員的的知識(shí)和創(chuàng)造造力，從而使使整個(gè)團(tuán)隊(duì)從從中受益ToEnsuretheTeamBenefitsFromtheIntellectual andCreativeAbilityofEveryoneintheTeam團(tuán)隊(duì)領(lǐng)導(dǎo)的作作用并非：TheRoleoftheLeaderIsNot:做所有的工作作ToDoAlltheWork主導(dǎo)討論ToDominateDiscussions對其他成員指指手劃腳ToBossPeopleAround團(tuán)隊(duì)領(lǐng)導(dǎo)[二]

Teamleadership#2有成效的團(tuán)隊(duì)隊(duì)領(lǐng)導(dǎo)：TheEffectiveTeamLeader:具有實(shí)現(xiàn)團(tuán)隊(duì)隊(duì)目標(biāo)的熱情情和義務(wù)CreatesEnthusiasmforandCommitmenttotheTeamVision進(jìn)行有效交流流的典范RoleModelsEffectiveInterpersonalCommunication排除限制團(tuán)隊(duì)隊(duì)能力的障礙礙

BreaksDownBarriersthatLimittheAbilityoftheTeam提供必要的資資源、工具和和信息ProvidesNecessaryResources,ToolsandInformation通過提供指導(dǎo)導(dǎo)和支持，發(fā)發(fā)揮每位組員員的潛力HelpsTeamMemberstoDevelopTheirPotentialThroughCoachingandPersonalSupport制定行動(dòng)計(jì)劃劃時(shí)常見的錯(cuò)錯(cuò)誤

CommonActionPlanningErrors沒有分配具體體的職責(zé)(誰誰)

FailuretoAssignResponsibility(Who)沒有詳細(xì)地確確定所有重要要行動(dòng)步驟(什么)FailuretoIdentifyAllSignificantActionStepsinSufficientDetail(What)沒有確定具體體時(shí)間(何時(shí)時(shí))

FailuretoSpecifyTiming(When)沒有給給予充充足的的時(shí)間間FailuretoAllowEnoughTime沒有配配給必必要的的資源源FailuretoAllocateNecessaryResources沒能有有效地地監(jiān)控控進(jìn)展展情況況FailuretoSufficientlyMonitorProgress沒有給給予充充足的的時(shí)間間FailureToAllowEnoughTime默菲定定律Murphy'sLaw樂觀地地估計(jì)計(jì)完成成任務(wù)務(wù)所需需的時(shí)時(shí)間OptimisticEstimatesofTaskDuration沒有考考慮行行動(dòng)步步驟的的關(guān)聯(lián)聯(lián)性FailuretoConsiderActionStepDependencies沒有制制定更更多的的同步步行動(dòng)動(dòng)FailuretoMaximizeParallelActions制定行行動(dòng)計(jì)計(jì)劃：：一個(gè)個(gè)更為為有效效的方方法ActionPlanning:ABetterWay誰、到到何時(shí)時(shí)、做做什么么？WhoWillDoWhatbyWhen?制定監(jiān)監(jiān)控和和匯報(bào)報(bào)進(jìn)展展情況況的計(jì)計(jì)劃APlanforMonitoringandReportingProgress監(jiān)控控和和匯匯報(bào)報(bào)進(jìn)進(jìn)展展情情況況Monitoring&ReportingProgress匯報(bào)報(bào)應(yīng)應(yīng)該該發(fā)發(fā)生生的的事事情情ReportWhatWasSupposedtoHappen匯報(bào)報(bào)實(shí)實(shí)際際發(fā)發(fā)生生的的事事情情ReportWhatActuallyDidHappen匯報(bào)報(bào)已已經(jīng)經(jīng)產(chǎn)產(chǎn)生生的的所所有有問問題題ReportAnyProblemsThatHaveArisen總結(jié)結(jié)修修改改過過的的行行動(dòng)動(dòng)計(jì)計(jì)劃劃SummarizetheRevisedActionPlan9、靜靜夜夜四四無無鄰鄰，，荒荒居居舊舊業(yè)業(yè)貧貧。。。。12月月-2212月月-22