主管核心才能发展1~4

按一下以編輯母片標題樣式,按一下以編輯母片,第二層,第三層,第四層,第五層,*,主管核心才能發展,品保部,講師：趙蘇平,追求績效的人才管理,1,課程架構,以人為本的管理,(,Achieving through people,),好主管的角色與責任,如何成為高績效的主管,反思與應用,2,課程架構,領導變革,(,Chan,g,e leadership),協助變革,領導變革,3,課程架構,目標,/,方向設定,(,Setting direction,),目標設定的原則/策略/實習,4,課程架構,績效計劃的溝通,個案研討和角色扮演,行動計劃,5,課程架構,賦能授權,授權的主要概念與技巧,創造授權的環境,(,Empowerment / enabling),6,課程架構,溝通輔導,(,Coaching and Communication),輔導的主要概念與技巧,有效溝通輔導的流程,7,課程架構,賞罰分明,薪酬管理的概念/原則,8,課程架構,績效不佳者之管理,部屬個案探討,行動計劃,9,Module 1,Achieving Through People,單元一：以人為本的管理,People Management Effectiveness,追求績效的人才管理,10,第一課以人為本的管理,11,COMPETING FROM INSIDE從內而外的竟爭力,Employee,Satisfaction,And Loyalty,員工滿意與忠誠,Customer,Satisfaction,And Loyalty,客戶滿意與忠誠,Shareholder,Satisfaction,And Loyalty,股東滿意與忠誠,Our Challenges,我們的挑戰：,High employee turnover,人才流失率高,Perceived “unfairmess”,賞罰不明,Sense of achievement,缺乏成就感,Unhealthy culture,公務員心態,Poor execution power,執行力差,12,Key Management Initiatives關鍵管理主動出擊行動,Execution Power,執行力,KPI setting,review,Feedback,coach,Improvement,設定,KPI,檢討,回鐀,輔導,改進,Performance-Based,HR Systems,績效導向的人資系統,Incentive,獎金,Promotion,晉升,Separation,解雇,Merit increase,調薪,Performance,Review & Development,績效考核與發展,Quality of,Management,管理能力,Healthy,Culture,具竟爭力文化,+,Productivity/,Result,生產力/結果,Employee,Satisfaction,Loyalty,員工滿意,/,忠誠,Customer,Satisfaction/loyalty,客戶滿意,/,忠誠,13,Overall Workshop Objectives,整體課程目標,THINK,. .,思考,-,Inward,:,What kind of manager I,am,？,What,are my strengths and weaknesses a manager,？,內省：我是哪一種主管？我有哪些強處和弱點？,-,forward,：,What can I do to be more successful in the future,？,PRACTICE,. .,練習,- New tools and skills in people management,人才管理的新工具和技巧,PLAN,. .,計劃,- How to apply back in work setting,？,如何將所學應用到工作場合？,Heve fun,. .,14,Learning Process,學習流程,Key concepts/tools and,felt need for development,主要/概念工具及覺得有發展的需要,AWARENESS,察覺,TOOL/PROCESS 工具/流程,PRACTICE,練習,APPLICATION,應用,Simple tool/process to enhance,Management effectiveness,簡單的工具,/,流程以加強有效管理,Practice how to use lf the,Tool/process effectively,練習如何有效利用工具/流程,Learn about survey result,And develop action items,了解問卷結果發展行動方案,15,Overall Workshop Plan,整體訓練計劃,Mldule 1 ： 單元一,Achieving through,People,以人為本的管理,Change leadership,變革領導,Mldule 2 ： 單元三,Empowerment/Enabling,賦能授權,Communication &,coaching溝通輔導,Mldule 3 ： 單元二,Setting direction,目標,/,方向,Mldule 4 ： 單元四,Consequence,management,賞罰分明,16,Module 1 Objectives,：,Achieving Through People,單元一 目標：以人為本的管理,Understand the importance of people management skills in achieving business results,了解要達到企業經營成果人才管理的重要性,Understand the roles and skills of change leadership,了解變革領導的角色和技巧,Personal reflection on your required people management competencies,對自己人才管理能力的反思,17,Module 1 Schedule,：,Achieving Through People,單元一 時程：以人為本的管理,第一課,以人為本的管理,(,Achieving through people),好主管的角色與責任,如何成為高績效的主管,反思與應用,第二課,領導變革,(Chan,ge leadership),協助變革,領導變革,18,Learn From My Best Boss,從最佳老闆學習,If you look back to many bosses you worked with throughout the years )work and nonwork setting),who is your best boss,？,如果回顧你過去曾經合作過的主管,(,工作或非工作場 合,),，誰是你最好的老闆？,What has s/he done that makes you think s/he is the best boss,？,他,/,她做了什麼，讓你覺得他,/,她好的老闆？,What are the effects lf his /her management behaviors to you and to the whole team,？,他,/,她的管理行為對你和整個團隊造什麼樣的影響？,19,Become an Effective Manager：,Starting from Where We Are成為一位更有效主管：就以現在為起點,Managers develop different management styles and behaviors due to personality,values,and early life experience (childhood,school,early career,functional background),由於個性，價值觀，和早期生活經驗,(,童年，學校，早期工作，職能背景,),，管理者發展出不同的管理風格和行為,Step 1: Be aware of current styles and behaviors and their consequences,步驟一：察覺目前的風格和行為以及產生的後果,Step 2: Identify 2-3 areas of improvement,步驟二：指出,2-3,個可以改進的地方,Step 3: Develop concrete actions to upgrade oneself,步驟三：發展提升自己的具體行為,Self Discovery Journey,自我探索之旅,20,Different Profiles for Improvement需要改善的不同情景,Change,Leadership,變革領導,Setting,Direction,目標/方向設定,Consequence,Management,賞罰分明,Communication,& Coaching,溝通輔導,Empowerment,& Enabling,賦能授權,21,Croup,Discussion,In your group,discuss the following questions based on the assigned profile:,根據批定的情景，在你們這一組討論以下的問題：,Q1: Have you seen this kind of manager?As a subordinate ,how would you feel working with this kind of manager,問題一：你有見過這樣的主管嗎？身為部屬，和這樣的主管工作，你覺得如何？,Q2: what are the consequences of his/her management behavior to the team and company ?,問題二：這樣的管理 行為對團隊和公司有哪些後果？,Q3*: If you were his/hwr best friend ,what is your advice to this manager?,問題三：如果你是他,/,她最要好的朋友，你對這主管的勸告是什麼？,Please record discussion summary of Q2 and Q3 in flipchart.,請把問題二和三的討論摘要寫在簡報架上,22,Improvement Profile#1: Setting Direction需要改善的情景(1)：目標/方向設定,Change,Leadership,Setting,Direction,Consequence,Management,Communication,& Coaching,Empowerment,& Enabling,Common Behaviors,常見行為,Dont waste time in planning and analysis. Just do it.,不要時間做規劃和分析，做就是了。,Play safe by betting on many different projects,保險起見，同時做很多不同的,projects ,分散風險。,Change directions too fast or frequently.Many projects or initiatives not follow through,太快或太常改變方向，很多專訪案沒有貫徹到底。,Provide vague direction.Seldom clearly defines performance expectations with mutually agreed goals,提供模糊的大方向。很少清楚界定雙方同意的績效目標,Avoid making importance decisions promptly,逃避很快作重大決定,?,23,Improvement Profile#2: Setting Direction需要改善的情景(2)：賦能授權,Change,Leadership,Setting,Direction,Consequence,Management,Communication,& Coaching,Empowerment,& Enabling,Common Behaviors,常見行為,Not trust or respect employee competencies,不信任或尊重員工的專業能力,Not satisfied with technical skill and performance standard of subordinates. Often jump directly into the project to get work done.,不滿意部屬的技術能力和表現水准，經常直接自己跳下去把工作完成,Ddlegate more than one person/team to do the same job/project so in case another one fails,指派一個以上的人或小組做相同工作,/,專業，以防其中一個失敗。,Micro-manage to ensure success,管理很細，以確保成功,Ask subordinates to do trivial supportive work rather than one whole piece of work,要求部屬做些瑣碎的支援性工作，而不是一個完整的工作。,. .,?,24,Improvement Profile#3: Setting Direction需要改善的情景(3)：溝通輔導,Change,Leadership,Setting,Direction,Consequence,Management,Communication,& Coaching,Empowerment,& Enabling,Common Behaviors,常見行為,Busy in attendig meeting with senior management.,忙於和高階主管開會，沒有定期召開自己部門會議,Make important decisions promptly without soliciting subordinates input.,沒有征求部屬任何意見，很快便做出重要決定,Always call key persons to give instructions indivedually.,總是打電話給,key persons,個別下指令,Relies on megative corrective feedback to emphasize,What is being done wrong and whar must be corre,用負面的糾正回饋，強調什麼做錯了，而什麼必須改正,Ppoor communication: did not spesk much. Little say or influence in high-level meeting,溝通不良：很少說話，高階會議時話很少，沒什麼影響力。,. .,?,25,Improvement Profile#4: Setting Direction需要改善的情景(4)：賞罰分明,Change,Leadership,Setting,Direction,Consequence,Management,Communication,& Coaching,Empowerment,& Enabling,Common Behaviors,常見行為,. .,Performance evaluation based on subjective judgment and unclear performance criteria,根據主觀判斷和不清楚的績效標准 績效評估,Promotion opportunities and reward decisions based on degree of trustworthiness/loyalty, not fact-based performance,根據/信任 的程度，而不是以事實為依據的績效，給予升適機會和獎勵決定,Protect subordinates in spite of unsatisfactory performance,即使績效不甚滿意，仍護部屬,Lack of edge to make tough personnel decisions,especially those who work together for a long time.,缺乏勇氣做出棘手的人事決定，特別是那些一起工作很久的,?,26,Improvement Profile#5: Setting Direction需要改善的情景(5)：變革領導,Change,Leadership,Setting,Direction,Consequence,Management,Communication,& Coaching,Empowerment,& Enabling,Common Behaviors,常見行為,. .,Not open-minded to changes:We tried it before,we know it already,it is not allowed here,it wont work,.,對改變無法敞開心胸：我們以前試過了，我們己經知道，在這裡是不可以的，行不通的。,Not listening to employee suggestions. Over-confident due to past experiences, expertise, or track record,不聽員工的建議，由於過去經驗，專業或成功而太過於自信。,Good memory of past glory.We were world class 10 years ago.Our Practices have been working for many years,這份緬懷過去的榮耀，,10,年前我們可是世界級的， 這些作法我們早己行之有年了。,?,If it is working,kont fix it .if it is not working ,it is because of someone else problems,如果可以用，就不用改；如果不能用，那是因為別人的問題。,27,Plot Your Current Profile 畫上你目前的剖面圖,Change,Leadership,變革領導,Setting,Direction,目標/方向設定,Consequence,Management,賞罰分明,Communication,& Coaching,溝通輔導,Empowerment,& Enabling,賦能授權,28,Personal Reflection:Becoming a Better Manager個人反思：成為更好的主管,Which areas do you think you do well? Which areas not so well?,你覺得哪些自己做得不錯？哪些地方不是那麼好？,Based on earlier discussion, what are some useful suggestions for your personal improvement?,根據之前的討論，有哪些建議對你個人改善有幫助？,29,Survey Feedback for Personal Reflection問卷回饋以供個人反思,Basic assumption: We all have strengths and weaknesses,基本假設：我們都有強處和弱點。,Self awareness is the first step for improvement (Awareness Intention Improvement Achievement),自我察覺是改善的第一步(察覺 意願改進成效),Feedback is a gift from others,l,回饋是別人給的禮物,Feedback is all good news,回饋都是好的消息,Need to balance your emotional reactions .Dont over-react or under-react .Take it as useful data for improvement,需要平衡你的情緒反應，不要反應過度或太麻木，把它當作是對改進相當有用的資料,The numbers do not reflect absolute truth ,but usually provide useful messages,數字不一定反映絕對真理，但通常提供有用的訊息。,You are the,ULTIMATE JUDGE,whether to take any action and which areas to focus on (No absolute prscription),你是最終裁判，決定要不要采取行動，要改善哪些地方,(,沒有絕對的處方,),30,Interpreting Your Feedback Report:People Management Competencies個人報告的詮釋：人才管理的能力,Step 1: Identify your strengths,找出你的強處,Highest scores by subordinates,部屬評的最高分,Step 2: Identify your weaknesses,找出你的弱點,Lowest scores by subordinates,部屬評的最低分,Step 3: Largest inconsistency between self and subordinate assessment,自己和部屬評分最大的差距,Step 4: What do you want to improve based answers in Steps 2 and 3 ?,根據步驟2和3上面的答案，你要改進哪些地方？,Rule of thumb:4.0 Areas of strength,衡量法則：4.0強處,31,Competencies of Effective Managers,有效主管的核心能力,Change,Leadership,變革領導,Consequence,Management,賞罰分明,Setting,Direction,目標,/,方向設定,Communication,& Coaching,溝通輔導,Empowerment,& Enabling,賦能授權,32,Organizational Capacity for Change,組織變革能力,Slow慢,Fast 快,Environmental,Turbulence,經營環境的變動還度,12345,12345,12345,Strategic,Decisiveness,重要決定的果斷性,Organizational,Responsiveness,整體組織的反應速度,33,Step 1:Understand Employee Concerns步驟一：了解員工關心什麼,Why change? (We are basically okay),為什麼要變？（我們基本上很好啊！）,Whats in it for me (WIIFM)? (short term/long term,tangible/intangible),對我而言，改變有什麼好處？（短期的/長期的，有形的/無形的）,Will I succeed? (competence, confidence),我會成功嗎？（能力，信心）,What may I lose /miss? (current relationship, expertise power, comfort zone, position power, financial loss),我可能失掉什麼？（目前的關係，專業能力，舒適范圍，職位權力，財務損失）,How much time and efforts do I need to invest? (to implement change, rebuild relationships, learn new skills),我需要投入多少時間和努力？（執行變革，重建關第，學習新技能）,How will I feel ?(Uncertainty, unfamiliarity, not in control, stress),心理上，我會覺得如何？（不確定，不熟悉，不在掌控中，壓力）,What may I face? (Confusion and chaos in work, process,),工作上，我可能要面對什麼困難？（工作，流程上，等等困惑和混亂）,COSTS (OBVIOUS) GAINS(MAY BE) NO!,代價（顯而易見的） 好處（可能有的）不!,34,第一課結束,休息！,35,第二課,領導變革,36,Major Concerns in Face of Change面對變革的主要考量,Inertia: Why change?,慣性：為什麼改變？,Perceived gain?,預見的好處？,Confidence about success (Personal,company),對成功的信心（個人的，公司的）,Perceived loss,看得到的損失,Psychological unfamiliarity and uncertainty,心理上的不熟悉感和不確定感,Extra work, efforts , and chaos,額外的工作，努力和混亂,37,Step,2:Diagnose Change Dynamics 步驟二：診斷變革的動力分析,Helping,助力,Hindering,阻力,As is,Current Pain,現況的痛楚,Future Gain,未來的好處,Chance of Success,成功的機會,Perceived loss,看得到的損失,D,E,S,I,R,E,D,S,T,A,T,E,Psychological stress/,Uncertainty,心理壓力/不確定,Extra work/ time/,Chaos/confusion,額外工作/時間/混亂/疑惑,Option 1: Increase the strength of helping factors 選擇一：增加助力的強度,Option 2: Decreases the strength of hindering factors 選擇二：減少阻力的強度,Option 3: Do both 選擇三：雙管齊下,38,Strategy #1: Increase Pain 策略1：增加現況的痛苦,Help employees think more about the opportunities of future gains,幫助員工多想想未來獲益的機會,Encourage them to take this as a good developmental experience,鼓勵他們把這當做是一個很好的發展經驗,Emphasize the overall interest of the team or company,強調團隊或公司整體利益,Strategy #3: Increase confidence 策略3：增加信心,Recall previous successful change experience to increase confidence,回想以前成功的變革經驗以增加信心,Strategies and Tools to Facilitate Change協助變革的策略和工具,Share information/data to help subordinates understand the rationale and necessity for change,分享資訊/資料以幫助部屬了解變革的原因和必要性,Help employees understand the consequences of not changing,幫助員工了解不改變的後果,Strategy #2: Increase Gain 策略2：增加好處,39,Strategy #4: Ruduce loss 策略4：減少損失,Help them accept change as reality that cannot be changed,幫助他們接受變革是不能改變的現實,Encourage subordinates to openly share their feelings & concerms,鼓勵部屬開放分享他們的感覺和關心的事,Strategy #5: Ruduce psychological uncertainty 策略5：降低心理上的不確定感,Involve employees in developing action plan that is within your control,和你部屬一起發展在你們掌控范圍內的行動計劃,Connect with others who face similar challenges,與其他面對類似挑戰的人聯繫或分享經驗,Leverage extra or outside resources,借用額外或外面的資源,Strategy #6: Reduce chaos and extra work 策略6：減少混亂和額外的 工作,Clarify ”who is supposed to do what by what process”,澄清“應該用什麼流程做什麼事”,Frequently share information with employees,經常和員工分享資訊,Provide training or coaching support to employees to perform new jobs,提供訓練或工作教導，以協助員工執行新工作,40,Step 3:Develop Intervention Strategies:Application Exercise步驟三：選用適用方法：應用練習,By going through the 3-step process, develop some strategies that you can use to facilitate your staff to accept the current organizational changes (e.g., split between DMS and ABO)？,籍著這三個步驟流程，發展出一些你可以用來敦促你部門同仁接受目前組織變革的方法,Step 1 : What kind of change you want to facilitate in your unit?,我可能失掉什麼？（目前的關係，專業能力，舒適范圍，職位權力，財務損失）,Step 2 : What are the strengths of helping and hindering factors ?,(use forced field analysis),步驟二：各助力和阻力因素的強度？(利用力場分析),Step 3 : What are useful intervention strategies for my team?,步驟三：什麼是協助我團隊改變的方法？,41,Personal Action Plan Form個人行動計劃,What are the key learning from this session?,這個課堂，主要的學習是什麼？,How will I apply to the job?,我將如何應用到工作上？,The immediate actions:,立即行動是：,42,Achieving Through People以人為本的管理,“How are you doing as a leader? The answer is how are the people you lead doing? Do they learn? Do they visit customers? Do they manage conflicts? Do they initiate change? Are they growing and getting promoted? When confused as to how youre doing as a leader, find out how the people you lead are doing. You will know the answer.”,“身為領導者你做得如何？答案在於你帶的人做得如何？他們有學習嗎？他們有拜訪顧客嗎？他們有處理沖突嗎？他們有主動改變嗎？他們有在成長和得到升遷機會嗎？當你對自己作為領導者做得如何感到困惑時，看看你帶的人做得如何。你就會知道答案。”,Larry Bossidy, ex-CEO, Allied Signal,Larry Bossidy, ex-CEO, Allied Signal,“At the end of the day you bet on people, not strategies.”,歸根到底，你下賭注在人才身上，不是策略。,43,第三課目標/方向設定,44,追求績效的人才管理,單元二：目標/方向設定,45,Competencies of Effective Managers,有效主管的核心能力,Change,Leadership,變革領導,Consequence,Management,賞罰分明,Setting,Direction,目標,/,方向設定,Communication,& Coaching,溝通輔導,Empowerment,& Enabling,賦能授權,46,單元二目標：目標/方向設定,了解如何設定“SMART”的目標和對績效清楚的期望,了解如何溝通績效計劃，並得到達成目標的承諾,經由個案研討，學習連結多層目標的正確方法和技巧,47,單元二課程順序：目標/方向設定,目標,/,方向設定,目標設定的原則,/,策略,/,實習,績效計劃的,個案研討和角色扮演,行動計劃,48,績效突破的人才管理,企業/策略目標,（KPI）,個人目標,工作職掌,生涯發展流程,系統,訓練,發展計劃,績效不佳管理,績效導向的,獎酬系統,輔導/監督,職能授權,FEEDBACK/,REVIEW,評核,正式,/,非正式,PRD Process,(Formal),*,升遷,*,潛在能力評定,*,生涯咨商/規則,*,知識,*,技能,*,態度/價值觀,*,輔導/改正,*,文件記錄,*,紀律行動,*,酬賞管理,*,調薪,*,績效獎金,*,留任,49,Performance=?,什麼能使員工達到令人滿意的績效表現？,主管可以如何幫助員工達到令人滿意的績效表現？,Performance,50,績效管理循環,目標設定,期待結果,期待標准,績效計劃,設定績效期望（期初）,績效評估（期末）,追蹤（期中）,The CORE:,Communication,Feedback Giving,Consensus & Commitment,App. Interview,Reward/Recognition,Improvement Plan,Training & Development,Empowering/Enabling,Coaching,Motivating,Counseling,Correcting,Documentation,51,我的KPI？目標？,我為了什麼在這裡？,52,目標設定,願景，使命（長期目標）,主要期待的成果（年度目標，主要績效指標),一般部門的KPI,跨功能的KPI,雙方同意目標（直屬主管個人）,執行,定期檢討,績效評估,Organization,Department,Individual,53,目標設定的目的,使目標明確,/,清楚,讓員工對他們自己的目標有擁用感和責任感,員工將精力集中在,KPI,上,有評估的標准,/,基礎,54,目標設定的原則,明確的,可測量的,可達到的,相關的,有期限的,S.M.A.R.T.,55,目標設定 一個簡單的公式,+,Starting from a Verb,Major/specific Activity,KPI,e.g.,*,Achieve,*,Increase,*,Reduce,*,Enhance,*,Shorten,*,Develop,Target/Volume,Time(Deadline),Weighting,+,+,+,*,Sales Revenue,*,Customer Satisfaction rate,*,Customer Complaint rate,*,Production quality,*,XXX,handling process,*,New,customers/new skills,*,NT$ 100M,*,4.0 of 5-point scale,*,From current 8% to 4%,*,By the end of 2,nd,Q.,*,By the end of Dec.,(w/o increasing budget/manpower),*,30%,*,20%,*,15%,56,明確的可測量的,數量,Number of,數字,銷售,報表,項目,單位,計劃,建議,百分比增加/減少,57,明確的可測量的,品質,Number of,數字,Percentage of,拒絕件數,抱怨,錯誤,退貨,重大貢獻,58,明確的可測量的,費用,$ of,多少錢,材料費用,營運費用,服務費用,存貨費用,59,明確的可測量的,時間,明確日期,By,多少天以前,How many Days,60,KPI/目標設定回顧,61,OVERALL ASPIRATIONS IN 2002 AND 2004,KPI,S,KPI Targets for 2002,KPI Targets for 2004,Annual revenue growth,Net Profit/EPS,Customer Satisfaction,Deploy,To,Next page,Revenue share of new products,Talent Retention,30%,30%,3% (NP) 3.5 (EPS, prelim),5% (NP) 5% (EPS, prelim),Rating of 4 out of 5*,Rating of 4.6 out of 5* (excellent),10%,30%,Turnover rate 5% of top tier performers (2,nd,half 2002),TBD,62,What it takes to achieve teams KPIs?Who is responsible for what?,WHO?,PERFORMANCETARGET,TEAMS KPIs,CONTRIBUTINGFACTORS,Delivery/Fulfillment,Quality,Pricing,Customer,Satisfaction(4.0),Deploy,To,Next page,為了要達到這個KPI，該做些什麼？,63,工作表,A,：達到團隊,KPIs,的促成因素,Customer Satisfaction,Deploy,To,Next,page,64,Worksheet B: KPIs of Manufacturing,Staff Name: Manufacturing,Staff signature:Date:,Supervisor signature:Date:,65,Objective Deployment Matrix & Cross-functions Cooperation (sample),: High responsibility;,: Medium;,: Low,66,Objective Deployment Matrix & Cross-functions Cooperation,: High responsibility;,: Medium;,: Low,67,處理跨功能責任歸屬的流程,如果你,KPI,的達成須依別部門或功能的人的績效而定，可用以下流程：,提高到功能或部門最高主管,確定其他功能或部門意見這共同的,KPI,同意這共同,KPI,的加權數,找相關人員組跨功能團隊，並有一明確的負責人,建立溝通協調的協定,68,Communication of Performance Plan,69,第四課績效計劃的溝通,70,績效計劃的溝通,主管和個人的責任：,主管有義務給予清楚、精准、且正確的資訊,個人有義務盡可能地多澄清資訊,71,溝通焦點與流程,目標:陳述需要達成的目標,理由：解釋為什麼設定這些目標的理由；解釋整個,BUSINESS,的全,貌，以及所有相關背景資料,機會,(,一方面,),：以樂觀的方式，用機會來鼓勵，,&,提供資源,/,支持，如預算,，,人員，幫助, ,障礙,(,另一方面,),：提醒那些會是挑戰，障礙，限制或其他,CONCERNS,等等,評量：清楚溝通測量指標，如：數量、品質、期限、獎勵誘因,72,Communication of Performance PlanThe “GROOM” Model,M,G,R,O,O,73,績效計劃的溝通,主管和員工個人的態度,：,誠實,堅定,直接,尊重,74,角色扮演,個案研討,三人一組角色扮演,_,一個扮演主管，一個扮演員工，另一個扮演觀察員,以,FISH BOWL,的方式角色扮演,_,一組角色扮演，其他組當觀察員,三人一組角色扮演,_,另一個,CASE,75,觀察表格,觀察員觀察並回饋給扮演主管和部屬者主管練習GROOM，部屬問問題澄清以確認了解,清楚嗎？,M,G,R,O,O,證據,可改善處,溝通態度,76,問,卷回饋以供個人反思,基本假設：我們都有強處和弱點,回饋是別人給的禮物,回饋都是好消息,需要平衡你的情緒反應，不要反應過度或太麻木。把它當作是對改進相當有用的資料,數字不一定是反映絕對真理，但通常提供有用的訊息,自我察覺是改善的第一步,(,察覺,意願,改進,成效,),5. 你是最終裁判，決定要不要采取行動，要改善那些地方(澤有絕對的處方),77,問,卷回饋以供個人反思,基本假設：我們都有強處和弱點,回饋是別人給的禮物,回饋都是好消息,需要平衡你的情緒反應，不要反應過度或太麻木。把它當作是對改進相當有用的資料,數字不一定是反映絕對真理，但通常提供有用的訊息,自我察覺是改善的第一步,(,察覺,意願,改進,成效,),5.,你是最終裁判，決定要不要采取行動，要改善哪些地方,(,沒有絕對的處方,),78,找出你的強處部屬評的最高分,個人報告的詮釋：人才管理的能力,找出你的弱點部屬評的最低分,自己和部屬評分最大的差距,根據步驟,2和3,上面的答案，你要改進哪些地方？,衡量法則：3.0必須改善；4.0強處,79,個人行動計劃表,這個課堂，主要的學習是什麼？,我將如何應用到工作上？,立即行動是：,80,總結設定績效期望提醒重點,1）確定公司KPI和個人績效目標連結,2）確定提高個人工作“擁有感”和“責任感”,3）確定有雙向溝通，利用“GROOM”流程,4）熟能生巧！,確定做練習和學以致用,81,績效突破的人才管理,積極學習信條,我聽到，我忘記,我聽到且看到，我記得一點點,我聽到，看到，且問問題或和別人討論，我開始了解,我聽到，看到，問問題，討論和實際去做，我得到知識和技能,我教別人的時候，我便精通熟練了！,82,第五課賦能授權,83,Empowerment,&Enabling/Communication&Coaching,單元三 賦能授權、溝通輔導,Module III Schedule:,Empowerment&Enabling/Communication&Coaching,09:00-10:15,賦能授權(Empowerment/Enabling),授權的主要概念與技巧,創造授權的環境,10:15-10.30 -Break,10:30-12:30 溝通輔導(,輔導的主要概念與技巧,有效溝通輔導的流程,84,Competencies of Effective Managers,Consequence,Management,Change,Leadership,Consequence,Management,Setting Direction,Communication & Coaching,Empowerment &Enabling,85,Empowerment:A Paradigm Shift,授權：一種思維轉,Achieving through Others,藉由他人達成,Achieving by Self,靠自己達成,Management Level,High,Low,Performance,86,Manager=Super Player in Disguise?,主管=超級員工？,Tray:Over-developed technical skills and under-developed mgmt.Skill