1、Managing PeopleFor HR Staff管理人员(HR职员)Jan Feb 20052005年1月2月Instructor : Laiki Chan / Li Ling / Steven Cheng / Linda Hu 讲师: Laiki Chan / Li Ling / Steven Cheng / Linda Hu,Managing People / Pulse,1,Agenda Day 1,11:00 11:1511:15 12:1512:15 13:0013:00 13:3013:30 15:0015:00 15:1515:15 17:30,Kick Off - Ire
2、ne 开场白-IreneLeadership & Team Building Linda领导力与团队的建设- LindaLunch中餐Game Li Ling & Linda游戏- Li Ling & LindaLeadership & Team Building Linda领导与团队的建立 LindaBreak休息Conflict Resolving Li Ling冲突的解决- Li Ling,Managing People / Pulse,2,Agenda Day 2,11:00 12:1512:15 13:0013:00 13:3013:30 14:4514:45 15:0015:00
3、17:1517:15 17:30,Communication Laiki 沟通- LaikiLunch中餐Team discussion Steven & Laiki分组讨论 Steven & LaikiCommunication - Laiki沟通- LaikiBreak休息Motivation (Including a *game) Steven激励(包括一个游戏) StevenConclusion & Evaluation - Irene总结与评估- Irene,Leadership and Team Building领导力与团队的建设,“ Its impossible to lead
4、people who dont trust you.”“不可能领导对你不信任的人.”“No matter what a leader does, if followers dont respond, then the leader fails.”“不管领导如何做,只要跟随者不予回应,那么,这个领导就是失败的.- Stephen Robbins,Managing People / Pulse,4,Leadership is the art of 领导力是一种艺术,即:Getting more from people than they think they are capable of.获取更多
5、超越人们认识自己能力之外的东西.Influencing people to strive willingly to achieve a common goal.影响人们自愿地努力达成共同的目标.Inspiring loyalty, trust, commitment and respect.鼓励忠诚,信任,承诺与尊重.Getting things done with expected results.达到预期的结果.,Managing People / Pulse,5,Manager versus Leader经理与领袖Management is seen as a process conce
6、rned with achieving goals, whereas leadership is more about inspiring people to achieve the goals.管理是伴随达成目标的一种过程,而领导力则更多地是激发人们去达成目标.,Manager focus :经理的重点Planning and budgeting计划与预算Organizing 组织Staffing人员配置Controlling and problem solving 控制与解决问题,Leader focus:领导的重点:Establishing vision, providing direc
7、tion.建立远景,提供方向Influencing and aligning people to that direction.影响与确保人们沿着所定方向行事Motivating and inspiring them.激励,Managing People / Pulse,6,Manager versus Leader经理与领导,Managers经理Do the things right把事情做对Give orders 下达指令Implement plans实施计划Organize work组织工作Managing Individuals 管理个人,Leaders:领导Do the right
8、right做对的事Generate ideas激发意见Empower people授权Coach teams训练团队Develop People人员开发,Managing People / Pulse,7,Leadership Qualities领导的素质,Vision 远景Competence能力Persistence 毅力Communicating and active listening沟通与积极地倾听Self-confidence自信,Charisma个人魅力Integrity诚实Strive for excellence追求卓越Maintain team spirit; concer
9、n for others维持团队精神;关心他人Continuous learning and developing oneself持续学习与提升自我,Managing People / Pulse,8,Types of leadership by Nadler and Tushman领导力的类型 摘自Nadler and Tushman,Charismatic Leader魅力型领袖Project a powerful, confident and dynamic presence.表现得强有力,自信,充满活力.Possess a special quality that enable him
10、 to mobilize activities.拥有很强的煽动力.Articulate with a compelling vision.对事物具有深刻的洞察力.Demonstrate personal excitement体现自身激情Express personal support and empathy during a change process.当事物出现变化时,表现出支持与同情.,Managing People / Pulse,9,Instrumental Leader实施型领导Focus on building competent teams致力于建立有竞争力的团队Clarify
11、 required behaviors采取必要的行动Put in performance measurement纳入行为的度量标准Administer rewards and punishments to motivate desired behavior.通过奖励与惩罚激励好的行为.Are you a charismatic or instrumental leader?你是魅力型的领导还是实施型的领导呢?,Types of leadership by Nadler and Tushman领导力的类型 摘自Nadler and Tushman,Managing People / Pulse,
12、10,Team Building团队建立,Definition定义Team is a group of people who perceives themselves to be mutually dependent and accountable in achieving a common goal.团队指的是相互依赖,相互负责,为共同目标努力的一组人.Building teams is like putting together a puzzle.团队建设就像是搭积木.,Managing People / Pulse,11,We Are a Part of Many Teams我们是众多团
13、队中的一部分Formal Teams正式的团队 Departments and other defined groups部门与其他所定义的组Informal Teams非正式团队Working with someone on a project与某人致力于一个项目Participating on a short-term task force短期参加一项任务Collaborating across department lines跨部门的合作Working with customers and vendors与客户及供应商一起工作We may move in and out of many d
14、ifferent “teams” on any given workday.我们每天都在许多不同的“团队”中进进出出.,Team Building团队建设,Managing People / Pulse,12,Benefits of teams to an organization团队对于组织的好处,Team output usually exceeds individual output : create positive synergy.团队的成果往往超出个人的成果:产生积极的协同作用.Team members can have different expertise to solve p
15、roblems more effectively.团队成员中有不同的专家会更加有效地处理问题.Creative ideas can be stimulated and generated.创造性的思想可以得到激发与产生.Team promote organizational learning in a work setting.团队可以在工作中促进组织学习.Team members can be “ambassadors” for organizational change.团队成员可以在组织发生变化时充当“大使”的作用.,Managing People / Pulse,13,Team Mem
16、bers Roles团队成员的角色,1. Encourager : Friendly, diplomatic and responsive to others in the group.鼓励者:对组内的人要友好,进行交际,并做出响应.2. Clarifier : Restates problems and solutions, summarizes point after discussion.澄清事实者:重申问题与解决方案,讨论后做出总结.3. Harmonizer : Agrees with the rest of the group and brings opposite views t
17、ogether.协调者:认同组内其他人员,将不同观点统一起来.4. Idea Generator : Spontaneous and creative; unconventional thinker.激发思想者:自发而有创造性;打破传统.5. Ignition key: Practical organizer; Plays a leadership role in group action.驱动者:切实的组织者;在组织的行动中担当领导的角色.,Managing People / Pulse,14,6. Standard setter: Uncompromising in upholding t
18、he groups values and goals.标准的维护者:坚持组织的价值与目标时永不妥协.7. Detail specialist: Considers the facts and implication of a problem even minor issues.细节专家:考虑事实与问题,哪怕是很小的一些事情的影响.Questions:问题:Which role is your preferred team role(s)? 你所欣赏的团队的职责是什么?Consider the members of your work-team, which are their preferre
19、d team role? Please note, some people may adopt more than one role, or several people may take on the same role.想一想你工作团队中的成员是哪一种角色?注意,有些人可能充当不止一种角色,也有可能好几个人充当同样的角色.,Team Members Roles团队成员的角色,Managing People / Pulse,15,Team Leaders Leadership Style领袖的领导类型,Directive Style : leaders make the decision a
20、nd other members follow no question or opposing points of views.指令型:领导做出决定,其他成员不管有无问题或反对意见,都得遵从.Participative Style : leader present problems and set methods of decision making; final decision based on the input team members.参与型:领导提出问题,设定做决定的方法;最后的决定建立在团队成员的意见的基础上.Free-rein Style : Leaders and membe
21、rs together define the problems and make final decision.开放型:领导与成员一起界定问题并做出最后决定.,Managing People / Pulse,16,Skills needed for an effective team有效团队必需的技能,Technical Expertise.技术上的专家Problem solving and decision making skills.解决问题与做决定的技能.Interpersonal Skills.沟通技巧.,Managing People / Pulse,17,Characteristi
22、cs of an effective team :有效团队的特征:,Clear goals清晰的目标Unified Commitment一致的承诺Mutual Trust and Openness 相互信任与坦诚.Appropriate Leadership适当的领导力Relevant skills相关的技能.Good Communication良好的沟通.Internal and External Support内部与外部的支持.,Managing People / Pulse,18,Stages in Developing Teams :团队发展的阶段:,1. Forming : Uncl
23、ear objectives; Building relationship; Developing alliances.形成期:目标尚不清晰;建立关系;发展同盟.2. Storming : Maintain objectives; team members express concerns and frustration; handling conflicts within the team.激荡期:目标的维护;团队成员表述忧虑与挫折感;处理团队中的冲突.3. Norming : Objectives established; Ways for resolving conflict, maki
24、ng decisions, and completing assignments develop; a sense of group cohesion develops. 规范期:目标建立;找到解决冲突,做决定及完成任务的方法;组内的凝聚力形成.4. Performing : a cohesive unit, focus on achieving team objectives, solving problems and completing tasks; members are supportive to each other.行动期:一个凝聚力很强的单位,致力于团队的目标,解决问题与完成任
25、务;组员之间互相支持.,Managing People / Pulse,19,Resolving Conflicts解决冲突,Three types of conflicts :冲突的三种类型Task conflict : relates to content and goals of the work.任务冲突:与工作的内容与目标有关系Relationship conflict : focus on interpersonal relationships.关系冲突:集中于人与人之间的关系.Process conflict : relates to how work done.过程冲突:与如何
26、工作有关.Conflict is destructive. Why?冲突具有破坏性.为什么?Is conflict always destructive? GM Case冲突总是有破坏性吗?GM案例.,Managing People / Pulse,20,Conflict is constructive when it冲突具有建设性的情况:Improves the quality of decisions.改善决定的质量.Stimulates creativity and innovation.激发创造与革新.Encourages interest and curiosity among te
27、am members.鼓励团队成员的兴趣与好奇心.Provides the medium through which problems can be aired and tensions released.提供问题得以宣导,压力得以释放的中间通道.Fosters an environment of self-evaluation and change.培育自我评估与改变的环境.,Resolving Conflicts解决冲突(续),Managing People / Pulse,21,Managing Conflict冲突管理,Keeping conflict at optimum level
28、.将冲突保持在理想的水平上.Stimulate conflict when work team becomes stagnant.当工作团队变得迟钝时,利用冲突来刺激.Manage the conflict if conflict level becomes too high当冲突的程度变得太高时,要管理冲突.Encourage double-loop thinking.鼓励换位思考.,Managing People / Pulse,22,Process in resolving conflict解决冲突的程序,1. Identify the problem确定问题.2. Analyzing
29、the causes and consequences of the problem分析问题的原因及后果.3.Discuss alternative solutions 对可行的解决方案进行讨论.4.Decide the best solutions决定最好的解决方案.5.Implement the chosen solutions实施所选择的解决方案.6.Evaluate the result评估结果.,Managing People / Pulse,23,Five styles of conflict management管理冲突的5种类型,Avoiding : Withdrawing f
30、rom or postponing the conflict. 回避:无视或拖延冲突.Forcing : Satisfying ones own needs at the expense of the other party.强迫:用牺牲一方的代价来满足另一方.Accommodating : maintain harmonious relationships by placing anothers needs and concerns above your own.顺从:将另一方的需要与关心置于自己的利益之上来维持关系的协调.Compromising : Requires each party
31、 to give up something of value.折衷:要求双方放弃某些价值.Collaborating : All parties concerned seek to satisfy all their needs.协作:所有关联方共同寻求,满足所有的需要.,Managing People / Pulse,24,Degree of Assertiveness,Low,Low,High,High,AccommodatingSeeking harmonyAt all costs,CollaboratingSeeking solutionsFor mutual benefit,Avoi
32、dingDenying conflictexists,ForcingWinning throughintimation,CompromisingBargaining to minimizelosses,Styles Of Managing Conflict,Degree of Cooperativeness,合作性,Managing People / Pulse,25,Degree of Cooperativeness,Degree of Assertiveness,Low,Low,High,High,Lose - Win,Win - Win,Lose - Lose,Win - Lose,Ha
33、lf Win Half Lose,Results of Handling Conflict,Managing People / Pulse,26,Communication & Active Listening沟通与积极地倾听“One often hears the remark, He talks too much, but when did anyone last hear the criticism, He listens too much?”- Norman Augustine经常听到这样的说法,“他说得太多了”,但很少有人听到这样的批评“他听得太少了?”- Norman August
34、ine,Managing People / Pulse,27,Communication - is the giving and receiving of information.沟通-就是信息的给出与接收,Effective Communication有效的沟通 Both sender and receiver have the same understanding and interpretation of the message being transmitted.发出者与接收者都对被传递的信息有同样的理解与解释.,Managing People / Pulse,28,Communica
35、tion Process,Sender(encodes),Message,Channel,Message,Receiver(decodes),(Noise),(Noise),(Noise),Feedback,Intended meaning,Perceived meaning,Note : The entire communication process is susceptible to noise.,Managing People / Pulse,29,Importance of communication in an organization组织中沟通的重要性,Gain higher c
36、ommitment to organizations goals.获得达成组织目标更高的承诺.Enhance understanding and sourcing opinions.加强理解与寻求意见.Build better relationship & trust between employer and employees.在雇主与雇员之间建立更好的关系与相互信任.Get things done smoothly and reduce unnecessary mistakes.让事情顺利完成,且减少不必要的错误.Getting and giving feedback.获得与给出反馈.,M
37、anaging People / Pulse,30,Barriers to Effective Communication有效沟通的障碍,Individual Difference Perception, Value, Experience个人差异-概念,价值观,经验.Personal Judgment / Bias个人的判断/偏见Filtering信息过滤Selective Listening选择性的倾听Language语言Information overload信息过量Distrust不信任Conflicting messages信息冲突.,Managing People / Pulse,
38、31,Overcoming the Barriers克服障碍,Be patient & prepared耐心与准备Give and ask for feedback给出反馈与要求反馈Use simple language使用简单的语言Structure materials logically按逻辑组织材料Watch out nonverbal cues注意非语言提示Listen attentively用心倾听Value individual difference尊重个体差异,Managing People / Pulse,32,Non-verbal Communication (Body La
39、nguage)非语言沟通(身体语言),Managing People / Pulse,33,Non-verbal Communication (Body Language)非语言沟通(身体语言),Managing People / Pulse,34,Active Listening Skills积极倾听的技巧,Why Be a Good Listener ?为什么要做个好听众?Gather Information收集信息Build Trust建立信任Lower Resistance降低抵触Respect尊重,Managing People / Pulse,35,Effective Active
40、 Listening Skills 行之有效的积极的倾听技巧,Maintain eye contact.保持眼睛的接触Exhibit affirmative head nods and appropriate facial expressions.用点头及适当的面部表情表示肯定Avoid distracting actions or gestures.避免转移注意力的行为或举止Ask questions.提出问题Paraphrase.解释Avoid interrupting the speaker.避免打断演讲者Dont over-talk.不要说得太多,Managing People / P
41、ulse,36,Questioning Techniques提问题的技巧,Why using questions为什么要提问To probe (fact / feeling finding).探测(事实/感受结果)To obtain higher level of participation.更高程度地参与To check understanding.对理解的进行核实To bring attention back to the subject.将注意力转回到主题上.,Managing People / Pulse,37,Open-ended Question,To explore and ga
42、ther more information about peoples view and opinionEncourage people to talk, use 5W, 1H“What improvements you might think of the current incentive program?”“Tell me more about your concerns.”“Who will actually be making the decision on this?”“How can you do that?”,Managing People / Pulse,38,Close-e
43、nded Question,Require other party to answer “yes” or “no” to the question; Choose from alternativesConfirmation of specific information and check mutual understanding“When do you ready for the report? Tue or Thur?”“Do you think it should be changed?”“Is there anything else youre concerned about?”,Ma
44、naging People / Pulse,39,Improving Organization Communication Activities,Manager act as bridge and a role modelCompany NewsletterOpen Door PolicyStaff Opinion SurveyCompany Meetings; Department Meetings; Session Briefing,Managing People / Pulse,40,Improving Organization Communication Activities (con
45、td),Staff FunctionBriefing SessionDialogue with CEO; Letter/E-mail to CEO;Sharing results* High performing managers tend to be more media sensitive than low performing managers*,Managing People / Pulse,41,Communication Channel in some companies,Managing People / Pulse,42,D. Motivation in Organizatio
46、nIf employees arent motivated, the fault is with managers and organizational practices, not the employees!- Stephen Covey,Managing People / Pulse,43,Motivation,is an inner drive that directs employees behavior towards organizational goals.Why employees arent motivated?Possible problem lies in :Selec
47、tionAmbiguous goalsPerformance appraisal systemOrganizations reward systemManagers inability to shape employees perception of the appraisal and reward system.,Managing People / Pulse,44,How Motivation Works?,Managers belief about motivation:Employees inspiration to work can be motivated.Employee wou
48、ld like to do a good job instead of making mistakes. Bill Hewlett of Hewlett-Packard said, “People want to do a good job, and if they are provided with the proper environment, they will do so.”To a large extent, employees would like to have autonomy on his work.,Managing People / Pulse,45,Underlying belief about human characteristics in the workplace:,
