督導(dǎo)技能大全培訓(xùn)手冊(cè)

EVERYTHING YOU ALWAYS WANTED TO KNOWABOUT YOUR SUPERVISION“督導(dǎo)技能大全”培訓(xùn)手冊(cè)INTRODUCTIONSWhether you are training new supervisors or refreshing the skills of current staff, EVERYTHING YOUVE 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 SESSIONAs 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 CHECKLISTTake a few minutes before your session to make sure youve assembled the things you need to run it smoothly.LocationRoom reservedRoom enough to break into small groupsSatisfactory ventilationEnough seatsEnough writing surfacesGood acousticsRelaxed environmentGood view of the screenLit so participants can take notes during videoEquipmentIf recorder:Right format for tape _ VHS _ Beta _ 3/4 inchConnected to monitor or televisionIn working orderPre-tested in viewing roomIf projector:Projector bulb and exciter lamp workFan in working orderEmpty take-up reelSetting at correct angle for video to be on screenExtension cord handy and taped down safelySound system warmed upPre-tested in viewing roomMaterialsTraining leaders guide Video or videoPaper and pens/pencilsSession outlinePhotocopies of necessary materials made and in proper orderPOSSIBLE SESSION OUTLINE1. Discuss your session objectives2. Introduce the video3. Show the video4. Go through the discussion questions5. Do selected exercise6. Hand out desk reminder cards7. Briefly review main points of video8. Close sessionOR1. Discuss your session objectives2. Introduce the video3. Show the video in its entirety4. Rewind video as you explain that youll 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 27. Do exercise 18. 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 311. 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 Youve Always Wanted To Know About Supervision 督導(dǎo)技能大全MAIN POINTS 課程重點(diǎn)ORGANIZE:Plan your work and work your plan組織計(jì)劃你的工作以及工作你的計(jì)劃1. Write down the six most important things you have to do 記下六件你必須做的重要事情2. Put in priority order 按工作先后順序排列3. Coordinate with your calendar 同你的計(jì)劃和工作日歷融合協(xié)調(diào)好DELEGATE:分配任務(wù)1. Tell why the job is important 陳訴該工作的重要性2. Define results wanted 闡明期望的結(jié)果3. Define authority 規(guī)定權(quán)限4. Agree on deadline 共同商定完成期限5. Ask for feedback 詢問意見和反饋6. Set up controls 建立好控制機(jī)制COMMUNICATION: List points to cover plan ahead rehearse溝通列出要覆蓋的要點(diǎn)-提前計(jì)劃-彩排1. Ask open-ended questions 問一些特殊疑問句2. Listen 聆聽3. Set goals 設(shè)定目標(biāo)4. Ask for feedback 詢問意見和反饋DISCIPLINE:紀(jì)律1. Give facts and figures 提供事實(shí)和數(shù)據(jù)2. Get agreement that there is a problem 對(duì)問題的客觀存在達(dá)成共識(shí)3. Explain consequences 解釋后果4. Help employees find their own solutions 幫助員工找到他們問題的解決辦法MOTIVATION: Motivation = the need for激勵(lì)激勵(lì)=對(duì)下列的需要1. Accomplishment 成就感2. Responsibility 責(zé)任感3. Some say in how the job is done 描述完成該工作的方式4. Learning and growth 學(xué)習(xí)和提高OVERALL MOTIVATOR = THE NEED TO FEEL IMPORTANT整體的激勵(lì) = 自我價(jià)值體現(xiàn)和自我重要性體現(xiàn)的需要DISCUSSION QUESTIONS 討論問題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? 在錄像里的五個(gè)督導(dǎo)技能里面，哪一個(gè)你覺得最重要？哪一個(gè)最容易？為什么？哪一個(gè)最難？為什么？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? 我們絕大多數(shù)都知道安排組織我們工作的基本知識(shí)，但卻很少人能持之一恒。到底是什么阻止你“計(jì)劃好工作并讓計(jì)劃運(yùn)作的呢？”又有什么能協(xié)助你克服這些障礙呢？3. Whats the most successful example of delegation youve had? What made it work so well? Has that good experience encouraged you to delegate other responsibilities? Why or why not? With what results? 舉例你最成功的一次分配工作的實(shí)例？并分析是什么使它能產(chǎn)生良好的效果的呢？這種成功的經(jīng)驗(yàn)是否進(jìn)一步促使你分配其他得責(zé)任呢？為什么是或?yàn)槭裁床皇?？結(jié)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 theyre forced to do the work their supervisor doesnt want to do? How can these problems be avoided? 你認(rèn)為上司分配工作最大誤區(qū)是什么？分配時(shí)是否規(guī)定了期望的結(jié)果？是不是沒有最后期限？又或者是否同任務(wù)本身有關(guān)-員工是否感到他們被安排做一些上司不愿意做的工作？這些問題應(yīng)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? 在你部門是否有溝通的困難段？錄像中溝通的那一部分（計(jì)劃，提特殊疑問句，聆聽，詢問反饋和意見）受到了忽視？在看過錄像后，你會(huì)有什么不同的做法以便糾正該問題？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 theres a problem, explain consequences, help employee find his/her own solution?) In what ways did you learn from that example? 回想一下你做督導(dǎo)之前，你的上司是如何處理你的紀(jì)律問題的？她/他做了什么來幫助你改變行為模式，而又不讓你感覺受到挫傷和變得生氣？他/她是否使用了錄像中的步驟（提供事實(shí)和數(shù)據(jù)，對(duì)問題的客觀存在達(dá)成共識(shí)，闡明后果，帶領(lǐng)員工自己找到問題的解決方案？ ）從這個(gè)例子中，你學(xué)到了哪些方面的知識(shí)？7. As a supervisor, when did you first realize that you cant motivate your staff? What did you try and with what results? 作為督導(dǎo)，你什么時(shí)候首次意識(shí)到你不能激勵(lì)你的員工？你做了哪些努力，結(jié)果如何？8. Its 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? 有人曾說唯一的讓員工自我激勵(lì)的辦法是創(chuàng)造一種“激勵(lì)的氛圍”，既在工作中為員工的成長(zhǎng)和成就提供機(jī)會(huì)？你的單位/或部門有什么樣的機(jī)會(huì)和活動(dòng)來達(dá)到此目的的？你有沒有其它一些辦法來在你的部門創(chuàng)造這種“激勵(lì)的氛圍”？EXERCISE 練習(xí)1Objective: to help participants begin the habit of task organization and to help them learn prioritizing from one another. 目標(biāo)：幫助學(xué)員養(yǎng)成組織安排工作的習(xí)慣并幫助他們學(xué)會(huì)按工作的輕重緩急來安排完成的先后順序。Instructions指導(dǎo):1. Read appendix A, “The $25,000 List” to participants. 給學(xué)員閱讀附錄A“25,000英鎊的清單”。2. Hand out paper and pens. 發(fā)放紙和筆。3. Ask them to list the six most important things they have to accomplish today. 讓他們列出六件他們今天必須完成的任務(wù)。4. Have them rank those six in priority order and assign each a deadline date or time, whichever is appropriate. 讓他們按先后順序排列工作，并給每一項(xiàng)任務(wù)規(guī)定最后完成期限或所需完成時(shí)間（具體視宜而定）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. 提問兩到三個(gè)自愿者，讓他們同大家分享分享他們的排序方式及原理。以及他們的排序是如何滿足酒店或部門的目標(biāo)的？問其他人是否會(huì)排序不同，以及為什么？EXERCISE 練習(xí)2Objective: to help participants apply the delegation steps theyve learned from the video.目標(biāo)：幫助學(xué)員學(xué)以致用錄像中的分配工作技巧Instructions指導(dǎo):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. 讓學(xué)員三人一組。在這個(gè)角色扮演練習(xí)中，一個(gè)學(xué)員做督導(dǎo)，一個(gè)做員工，第三個(gè)做觀察員。給每一組一份附錄B的復(fù)印件，第12頁，并分配下列的每一個(gè)案例。鼓勵(lì)她們開心-這是一個(gè)輕松、享受的分享知識(shí)和學(xué)習(xí)時(shí)間。2. If you havent 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. 分發(fā)課程要點(diǎn)的handout。讓督導(dǎo)花十分鐘準(zhǔn)備分配下列職責(zé)。讓他們知道他們可以編造任何需要的細(xì)節(jié)，如最后期限、權(quán)限，期望的結(jié)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. 讓員工按員工的身份相應(yīng)回應(yīng)督導(dǎo)的對(duì)答。他們應(yīng)記住督導(dǎo)是老板，他們可以視實(shí)際情況提出任何反對(duì)意見。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. 讓扮“觀察員”的學(xué)員仔細(xì)觀察錄像中的步驟是如何得到實(shí)施的并且當(dāng)練習(xí)結(jié)束時(shí)，負(fù)責(zé)向整個(gè)班解釋該角色扮演的進(jìn)展情況。Situation 情景AYouve 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 youd like to give it to someone else, you know that Chris experience and work style will get the job done quickly.你剛巧搬遷文件室到對(duì)面大廳時(shí)，63年度到68年度的稅收記錄都混在了一起。你需要一個(gè)人重新歸檔這些文件。你感覺最合適做這項(xiàng)工作的人是Chris Imbertson，但碰巧他厭惡文件歸檔。你正在猶豫是否給別人時(shí)，你知道Chris的經(jīng)驗(yàn)和工作方式會(huì)使該工作迅速得到解決。Situation 情景BYouve been put in charge of assembling a training manual for your division. Although you enjoy this kind of work, there arent enough hours in the day to do it, so youve 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.你被委派負(fù)責(zé)做你們部門的培訓(xùn)手冊(cè)。盡管你喜歡這種工作，但是白天的時(shí)間不夠，所以你想決定布置部分工作給Mike/Michelle Callahan。他/她的寫作和組織能力十分寶貴，但有一個(gè)小問題。Mike/Michelle太過激進(jìn)，常常犯急，當(dāng)期限接近時(shí)，你知道她/他的工作關(guān)系會(huì)由于急躁和言語的失當(dāng)而變得很緊張。Situation 情景CYouve 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 departments resident computer buff. Although you know Jay has the background to find out what you need, youre a little concerned that he/she will go overboard and collect much more information than you need, wasting time in the process. 你受命為銷售部挑選一種新的電腦系統(tǒng)。為了做最佳的決定，你需要價(jià)格、兼容性、軟件、硬件、以及維修保養(yǎng)的合同，以及其它一切的變數(shù)。你準(zhǔn)備把基礎(chǔ)工作布置給Jay，盡管你知道Jay的經(jīng)歷可以幫你找到你的需要，但你還是有點(diǎn)擔(dān)心他做過了，浪費(fèi)了許多時(shí)間做一些沒必要的工作。Situation 情景DYoure way behind schedules on producing the companys 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. 你在完成公司年度報(bào)告時(shí)有些滯后。你知道如果你能從相關(guān)部門得到文字處理的內(nèi)容，你就可以騰出手來做其它的任務(wù)。你決定由Aaron/Erin來負(fù)責(zé)統(tǒng)籌其它部門的工作。你相信他/她會(huì)出色完成任務(wù)，為此需要讓他們領(lǐng)導(dǎo)其它同事一段時(shí)間，但同時(shí)你擔(dān)心會(huì)因此造成一些問題。EXERCISE 練習(xí)3Objective: to help participants apply the steps of communication theyve learned from this video.目標(biāo)：幫助學(xué)員學(xué)以致用錄像所教的溝通步驟。Instructions指導(dǎo): 1. Ask participants to share up to five of the touchiest work-related communication problems theyve encountered or with which theyve heard of others dealing. Ask them remember as much as they can about how the situation were handled. 讓學(xué)員分享五個(gè)最棘手他們遇到的同工作有關(guān)的溝通問題或者聽見別人在處理的溝通問題。讓他們盡力回憶該問題是如何處理的。2. For those situations that didnt work out as well as they could have, discuss what steps in the “communication” section were missed or inappropriately handled. 對(duì)于那些沒有處理好和可以處理得更好的情況，討論“溝通”部分缺損或處理不當(dāng)?shù)牟襟E。3. Now that they know the steps from the video, ask the participants how they would handle the same situation if it happened tomorrow. 現(xiàn)在他們知道了正確步驟，問一問他們今后會(huì)如何處理相同的狀況。EXERCISE 練習(xí)4Objective: to help participants apply the videos teaching points on discipline.目標(biāo)：幫助學(xué)員學(xué)以致用錄像中有關(guān)紀(jì)律的要點(diǎn)。Instructions指導(dǎo):1. Handout copies of Appendix C. If you havent yet hand out the Desk Reminder Cards. 發(fā)附錄C。2. Ask participants to read through the example, keeping in mind the teaching points from the “discipline” section of the video. 讓學(xué)生閱讀例子，記住錄像中有關(guān)紀(jì)律的教學(xué)要點(diǎn)。3. After theyve 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. 閱讀完后，讓他們用幾分鐘思考一下他們解決紀(jì)律問題的方法，并在該頁紙的背后做好筆記。4. Discuss with the participants how theyd handle this situation. Reinforce what theyve learned form the video, and stress any steps they omit. 同學(xué)員討論他們處理案例的方法。肯定和鞏固他們從錄像中所學(xué)到的內(nèi)容并強(qiáng)調(diào)他們忽略的步驟。5. Robert Kramer has always been one of the best performers in your department. Hes highly results- oriented and yet is a “team player,” always there when his co-workers need a helping hand. Lately, his performance has slipped. Hes 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, thats not happening, and today he missed another deadline. 你部門表現(xiàn)最好的員工之一Robert Kramer是一個(gè)追求結(jié)果的人，同時(shí)也是一個(gè)富有團(tuán)隊(duì)精神的人，在別人需要時(shí)總是能提供協(xié)助。最近，他的表現(xiàn)有所滑坡。本月他錯(cuò)過了三個(gè)最后期限并且他的工作質(zhì)量也非常地臃腫。他的最近的一個(gè)報(bào)告有四個(gè)計(jì)算錯(cuò)誤，并缺了你要求的總結(jié)。兩周前當(dāng)你同他談他的工作表現(xiàn)時(shí)，他做出了一個(gè)真誠的保證。不幸的是承諾并未兌現(xiàn)，今天他又錯(cuò)過了另一個(gè)最后期限。EXERCISE 練習(xí)5Objective: to help participants identify ways to build a motivational climate for their employees.目標(biāo)：幫助學(xué)員發(fā)掘?yàn)閱T工創(chuàng)造“激勵(lì)氛圍”的途徑。Instructions指導(dǎo):1. Hand out Appendix D. 發(fā)放附錄D2. 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. 讓學(xué)員想一個(gè)他自己手下的而又缺乏動(dòng)力的員工。記住該員工，但不要說出他的名字或具體狀況，讓他們把下列問題的答案寫下來。這僅僅是找到所有員工自我激勵(lì)的方法的開始，該練習(xí)能幫助所有學(xué)員清楚如何去建立一個(gè)激勵(lì)士氣的環(huán)境。a. What do you know about the personal/professional goals of this unmotivated employee? 你對(duì)這些沒有動(dòng)力的員工的個(gè)人/職業(yè)目標(biāo)所知多少？b. What does this person enjoy most about his/her job? 這個(gè)人最喜歡他工作的哪些部分？c. What does this person enjoy lease about his/her job? 該員工最不喜歡他工作的那部分？d. What three things does this person seem excited about when talking about his/her personal time? 當(dāng)他談到他的個(gè)人時(shí)間時(shí)有哪三件事讓他最激動(dòng)？e. What kinds of tasks have this person volunteered to do? With what results? What can this tell you about him/her? 有哪些任務(wù)是該員工主動(dòng)要做的？結(jié)果將是怎么樣？這能給你什么提示呢？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. 學(xué)員會(huì)發(fā)現(xiàn)有困難回答這些問題。大部分原因是因?yàn)槎綄?dǎo)有困難創(chuàng)造一種自我激勵(lì)的氛圍。激勵(lì)他們和自己的下屬多些接觸和相處，以及問一些特殊疑問句來多謝了解他們并發(fā)現(xiàn)什么工作最能激勵(lì)他們。3. With the answers to the above questions in mind, in what ways have you built or helped to tear down this employees motivation? 在上述問題記在心中，你曾如何建立和摧毀員工的士氣和動(dòng)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寫下錄像中的四個(gè)激勵(lì)因數(shù)Accomplishment 成就感Responsibility 責(zé)任感Discretion 判斷力Learning and growth 學(xué)習(xí)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. 讓學(xué)員保持住該單，記住問題2和3的答案，寫下三件能建立激勵(lì)員工的氛圍的事情。給他們5至10分鐘完成。5. Ask them to write the action steps theyll take to bring this about and plan the dates on which they will take them. 讓他們建立激勵(lì)氛圍的行動(dòng)計(jì)劃并且行動(dòng)時(shí)間。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. 建議學(xué)員定期花一些時(shí)間去思考一下所有下屬員工，并過一遍上述問題，盡管花時(shí)間不少，但提升員工士氣將是十分值得的。EXERCISE 練習(xí)6Objective: to help participants learn what motivated them. While they shouldnt assume that what motivates them will motivates others, its helpful to become aware of the influence of what can seem to be neutral factors.目標(biāo)：幫助員工學(xué)會(huì)能提升他們士氣的因素。同時(shí)意識(shí)到并非所有能激勵(lì)他們的因素都可以激勵(lì)別人，但顯然一些中性的因素的影響確是不言而喻的。Instructions指導(dǎo):1. Hand out copies of Appendix E. 發(fā)出附錄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. 讓學(xué)員選擇八個(gè)最能激勵(lì)他做好工作的項(xiàng)目。讓他們?cè)谶@些句子的左邊畫下一個(gè)符號(hào)。3. Of the eight theyve chosen, have participants rank them in order of importance (most important is “1”, e