Managing_People如何管理人員ppt課件

1、Managing PeopleFor HR Staff管理人員(HR職員)Management problem always turns out to be people problem.Quotations about managementManagement is nothing more than motivating other people.I believe managing is like holding a dove in your hand. If you hold it too tightly you kill it, but if you hold it too loos

2、ely, you lose it.If you want to manage somebody, manage yourself. Do that well and youll be ready to stop managing. And start leading.Which of the above quotations do you agree with? Why?Managing People / Pulse2人才人財(cái)人材Managing People / Pulse3人材人裁人財(cái)潛力股藍(lán)籌股渣滓股人才Leadership and Team Building指點(diǎn)力與團(tuán)隊(duì)的建立“ Its

3、 impossible to lead people who dont trust you.“不能夠指點(diǎn)對(duì)他不信任的人.“No matter what a leader does, if followers dont respond, then the leader fails.“不論指點(diǎn)如何做,只需跟隨者不予回應(yīng),那么,這個(gè)指點(diǎn)就是失敗的.- Stephen RobbinsManaging People / Pulse5Leadership is the art of 指點(diǎn)力是一種藝術(shù),即:Getting more from people than they think they are c

4、apable of.獲取更多超越人們認(rèn)識(shí)本人才干之外的東西.Influencing people to strive willingly to achieve a common goal.影響人們自愿地努力達(dá)成共同的目的.Inspiring loyalty, trust, commitment and respect.鼓勵(lì)忠實(shí),信任,承諾與尊重.Getting things done with expected results.到達(dá)預(yù)期的結(jié)果.Managing People / Pulse6Manager versus Leader經(jīng)理與領(lǐng)袖Management is seen as a pr

5、ocess concerned with achieving goals, whereas leadership is more about inspiring people to achieve the goals.管理是伴隨達(dá)成目的的一種過程,而指點(diǎn)力那么更多地是激發(fā)人們?nèi)ミ_(dá)成目的.Manager focus :經(jīng)理的重點(diǎn)Planning and budgeting方案與預(yù)算Organizing 組織Staffing人員配置Controlling and problem solving 控制與處理問題Leader focus:指點(diǎn)的重點(diǎn):Establishing vision, provi

6、ding direction.建立遠(yuǎn)景,提供方向Influencing and aligning people to that direction.影響與確保人們沿著所定方向行事Motivating and inspiring them.鼓勵(lì)Managing People / Pulse7Manager versus Leader經(jīng)理與指點(diǎn)Managers經(jīng)理Do the things right把事情做對(duì)Give orders 下達(dá)指令I(lǐng)mplement plans實(shí)施方案Organize work組織任務(wù)Managing Individuals 管理個(gè)人Leaders:指點(diǎn)Do the r

7、ight right做對(duì)的事Generate ideas激發(fā)意見Empower people授權(quán)Coach teams訓(xùn)練團(tuán)隊(duì)Develop People人員開發(fā)Managing People / Pulse8Leadership Qualities指點(diǎn)的素質(zhì)Vision 遠(yuǎn)景Competence才干Persistence 毅力Communicating and active listening溝通與積極地傾聽Self-confidence自信Charisma個(gè)人魅力Integrity老實(shí)Strive for excellence追求杰出Maintain team spirit; concer

8、n for others維持團(tuán)隊(duì)精神;關(guān)懷他人Continuous learning and developing oneself繼續(xù)學(xué)習(xí)與提升自我Managing People / Pulse9TRUSTTrust yourselfTrust the people delegate不要由于怕位置遭到要挾， 就壓制員工的提升用人不疑， 疑人不用Managing People / Pulse10Types of leadership by Nadler and Tushman指點(diǎn)力的類型 摘自Nadler and TushmanCharismatic Leader魅力型領(lǐng)袖Project a p

9、owerful, confident and dynamic presence.表現(xiàn)得強(qiáng)有力,自信,充溢活力.Possess a special quality that enable him to mobilize activities.擁有很強(qiáng)的煽動(dòng)力.Articulate with a compelling vision.對(duì)事物具有深化的洞察力.Demonstrate personal excitement表達(dá)本身熱情Express personal support and empathy during a change process.當(dāng)事物出現(xiàn)變化時(shí),表現(xiàn)出支持與同情.Managin

10、g People / Pulse11Instrumental Leader實(shí)施型指點(diǎn)Focus on building competent teams努力于建立有競爭力的團(tuán)隊(duì)Clarify required behaviors采取必要的行動(dòng)Put in performance measurement納入行為的度量規(guī)范Administer rewards and punishments to motivate desired behavior.經(jīng)過獎(jiǎng)勵(lì)與懲罰鼓勵(lì)好的行為.Are you a charismatic or instrumental leader?他是魅力型的指點(diǎn)還是實(shí)施型的指點(diǎn)呢?

11、Types of leadership by Nadler and Tushman指點(diǎn)力的類型 摘自Nadler and TushmanManaging People / Pulse12Team Building團(tuán)隊(duì)建立Definition定義Team is a group of people who perceives themselves to be mutually dependent and accountable in achieving a common goal.團(tuán)隊(duì)指的是相互依賴,相互擔(dān)任,為共同目的努力的一組人.Building teams is like putting t

12、ogether a puzzle.團(tuán)隊(duì)建立就像是搭積木.Managing People / Pulse13We Are a Part of Many Teams我們是眾多團(tuán)隊(duì)中的一部分Formal Teams正式的團(tuán)隊(duì) Departments and other defined groups部門與其他所定義的組Informal Teams非正式團(tuán)隊(duì)Working with someone on a project與某人努力于一個(gè)工程Participating on a short-term task force短期參與一項(xiàng)義務(wù)Collaborating across department li

13、nes跨部門的協(xié)作Working with customers and vendors與客戶及供應(yīng)商一同任務(wù)We may move in and out of many different “teams on any given workday.我們每天都在許多不同的“團(tuán)隊(duì)中進(jìn)進(jìn)出出.Team Building團(tuán)隊(duì)建立Managing People / Pulse14Benefits of teams to an organization團(tuán)隊(duì)對(duì)于組織的益處Team output usually exceeds individual output : create positive synerg

14、y.團(tuán)隊(duì)的成果往往超出個(gè)人的成果:產(chǎn)生積極的協(xié)同作用.Team members can have different expertise to solve problems more effectively.團(tuán)隊(duì)成員中有不同的專家會(huì)更加有效地處置問題.Creative ideas can be stimulated and generated.發(fā)明性的思想可以得到激發(fā)與產(chǎn)生.Team promote organizational learning in a work setting.團(tuán)隊(duì)可以在任務(wù)中促進(jìn)組織學(xué)習(xí).Team members can be “ambassadors for orga

15、nizational change.團(tuán)隊(duì)成員可以在組織發(fā)生變化時(shí)充任“大使的作用.Managing People / Pulse15Team Members Roles團(tuán)隊(duì)成員的角色1. Encourager : Friendly, diplomatic and responsive to others in the group.鼓勵(lì)者:對(duì)組內(nèi)的人要友好,進(jìn)展交際,并做出呼應(yīng).2. Clarifier : Restates problems and solutions, summarizes point after discussion.廓清現(xiàn)實(shí)者:重申問題與處理方案,討論后做出總結(jié).3. H

16、armonizer : Agrees with the rest of the group and brings opposite views together.協(xié)調(diào)者:認(rèn)同組內(nèi)其他人員,將不同觀念一致同來.4. Idea Generator : Spontaneous and creative; unconventional thinker.激發(fā)思想者:自發(fā)而有發(fā)明性;突破傳統(tǒng).5. Ignition key: Practical organizer; Plays a leadership role in group action.驅(qū)動(dòng)者:真實(shí)的組織者;在組織的行動(dòng)中擔(dān)當(dāng)指點(diǎn)的角色.Mana

17、ging People / Pulse166. Standard setter: Uncompromising in upholding the groups values and goals.規(guī)范的維護(hù)者:堅(jiān)持組織的價(jià)值與目的時(shí)永不妥協(xié).7. Detail specialist: Considers the facts and implication of a problem even minor issues.細(xì)節(jié)專家:思索現(xiàn)實(shí)與問題,哪怕是很小的一些事情的影響.Questions:問題:Which role is your preferred team role(s)? 他所欣賞的團(tuán)隊(duì)的

18、職責(zé)是什么?Consider the members of your work-team, which are their preferred team role? Please note, some people may adopt more than one role, or several people may take on the same role.想一想他任務(wù)團(tuán)隊(duì)中的成員是哪一種角色?留意,有些人能夠充任不止一種角色,也有能夠好幾個(gè)人充任同樣的角色.Team Members Roles團(tuán)隊(duì)成員的角色Managing People / Pulse17Team Leaders Lea

19、dership Style領(lǐng)袖的指點(diǎn)類型Directive Style : leaders make the decision and other members follow no question or opposing points of views.指令型:指點(diǎn)做出決議,其他成員不論有無問題或反對(duì)意見,都得服從.Participative Style : leader present problems and set methods of decision making; final decision based on the input team members.參與型:指點(diǎn)提出問題

20、,設(shè)定做決議的方法;最后的決議建立在團(tuán)隊(duì)成員的意見的根底上.Free-rein Style : Leaders and members together define the problems and make final decision.開放型:指點(diǎn)與成員一同界定問題并做出最后決議.Managing People / Pulse18Skills needed for an effective team有效團(tuán)隊(duì)必需的技藝Technical Expertise.技術(shù)上的專家Problem solving and decision making skills.處理問題與做決議的技藝.Interp

21、ersonal Skills.溝通技巧.Managing People / Pulse19Characteristics of an effective team :有效團(tuán)隊(duì)的特征:Clear goals明晰的目的Unified Commitment一致的承諾Mutual Trust and Openness 互置信任與坦誠.Appropriate Leadership適當(dāng)?shù)闹更c(diǎn)力Relevant skills相關(guān)的技藝.Good Communication良好的溝通.Internal and External Support內(nèi)部與外部的支持.Managing People / Pulse20

22、Stages in Developing Teams :團(tuán)隊(duì)開展的階段:1. Forming : Unclear objectives; Building relationship; Developing alliances.構(gòu)成期:目的尚不明晰;建立關(guān)系;開展同盟.2. Storming : Maintain objectives; team members express concerns and frustration; handling conflicts within the team.激蕩期:目的的維護(hù);團(tuán)隊(duì)成員表述憂慮與波折感;處置團(tuán)隊(duì)中的沖突.3. Norming : Obje

23、ctives established; Ways for resolving conflict, making decisions, and completing assignments develop; a sense of group cohesion develops. 規(guī)范期:目的建立;找到處理沖突,做決議及完成義務(wù)的方法;組內(nèi)的凝聚力構(gòu)成.4. Performing : a cohesive unit, focus on achieving team objectives, solving problems and completing tasks; members are supp

24、ortive to each other.行動(dòng)期:一個(gè)凝聚力很強(qiáng)的單位,努力于團(tuán)隊(duì)的目的,處理問題與完成義務(wù);組員之間相互支持.Managing People / Pulse21Resolving Conflicts處理沖突Three types of conflicts :沖突的三種類型Task conflict : relates to content and goals of the work.義務(wù)沖突:與任務(wù)的內(nèi)容與目的有關(guān)系Relationship conflict : focus on interpersonal relationships.關(guān)系沖突:集中于人與人之間的關(guān)系.Pro

25、cess conflict : relates to how work done.過程沖突:與如何任務(wù)有關(guān).Conflict is destructive. Why?沖突具有破壞性.為什么?Is conflict always destructive? GM Case沖突總是有破壞性嗎?GM案例.Managing People / Pulse22Conflict is constructive when it沖突具有建立性的情況:Improves the quality of decisions.改善決議的質(zhì)量.Stimulates creativity and innovation.激發(fā)發(fā)明

26、與革新.Encourages interest and curiosity among team members.鼓勵(lì)團(tuán)隊(duì)成員的興趣與獵奇心.Provides the medium through which problems can be aired and tensions released.提供問題得以宣導(dǎo),壓力得以釋放的中間通道.Fosters an environment of self-evaluation and change.培育自我評(píng)價(jià)與改動(dòng)的環(huán)境.Resolving Conflicts處理沖突(續(xù))Managing People / Pulse23Managing Conf

27、lict沖突管理Keeping conflict at optimum level.將沖突堅(jiān)持在理想的程度上.Stimulate conflict when work team becomes stagnant.當(dāng)任務(wù)團(tuán)隊(duì)變得愚鈍時(shí),利用沖突來刺激.Manage the conflict if conflict level becomes too high當(dāng)沖突的程度變得太高時(shí),要管理沖突.Encourage double-loop thinking.鼓勵(lì)換位思索.Managing People / Pulse24Process in resolving conflict處理沖突的程序1. I

28、dentify the problem確定問題.2. Analyzing the causes and consequences of the problem分析問題的緣由及后果.3.Discuss alternative solutions 對(duì)可行的處理方案進(jìn)展討論.4.Decide the best solutions決議最好的處理方案.5.Implement the chosen solutions實(shí)施所選擇的處理方案.6.Evaluate the result評(píng)價(jià)結(jié)果.Managing People / Pulse25Five styles of conflict management

29、管理沖突的5種類型Avoiding : Withdrawing from or postponing the conflict. 逃避:無視或拖延沖突.Forcing : Satisfying ones own needs at the expense of the other party.強(qiáng)迫:用犧牲一方的代價(jià)來滿足另一方.Accommodating : maintain harmonious relationships by placing anothers needs and concerns above your own.依從:將另一方的需求與關(guān)懷置于本人的利益之上來維持關(guān)系的協(xié)調(diào).C

30、ompromising : Requires each party to give up something of value.折衷:要求雙方放棄某些價(jià)值.Collaborating : All parties concerned seek to satisfy all their needs.協(xié)作:一切關(guān)聯(lián)方共同尋求,滿足一切的需求.Managing People / Pulse26Degree of AssertivenessLowLowHighHighAccommodatingSeeking harmonyAt all costsCollaboratingSeeking solution

31、sFor mutual benefitAvoidingDenying conflictexistsForcingWinning throughintimationCompromisingBargaining to minimizelossesStyles Of Managing ConflictDegree of Cooperativeness協(xié)作性Managing People / Pulse27Degree of CooperativenessDegree of AssertivenessLowLowHighHighLose - WinWin - WinLose - LoseWin - L

32、oseHalf Win Half LoseResults of Handling ConflictManaging People / Pulse28Communication & Active Listening溝通與積極地傾聽“One often hears the remark, He talks too much, but when did anyone last hear the criticism, He listens too much?- Norman Augustine經(jīng)常聽到這樣的說法,“他說得太多了,但很少有人聽到這樣的批判“他聽得太少了?- Norman Augustin

33、eManaging People / Pulse29 Communication - is the giving and receiving of information.溝通-就是信息的給出與接納Effective Communication有效的溝通 Both sender and receiver have the same understanding and interpretation of the message being transmitted.發(fā)出者與接納者都對(duì)被傳送的信息有同樣的了解與解釋.Managing People / Pulse30Communication Pro

34、cessSender(encodes)MessageChannelMessageReceiver(decodes)(Noise)(Noise)(Noise)FeedbackIntended meaning Perceived meaning Note : The entire communication process is susceptible to noise.Managing People / Pulse31Importance of communication in an organization組織中溝通的重要性Gain higher commitment to organizat

35、ions goals.獲得達(dá)成組織目的更高的承諾.Enhance understanding and sourcing opinions.加強(qiáng)了解與尋求意見.Build better relationship & trust between employer and employees.在雇主與雇員之間建立更好的關(guān)系與互置信任.Get things done smoothly and reduce unnecessary mistakes.讓事情順利完成,且減少不用要的錯(cuò)誤.Getting and giving feedback.獲得與給出反響.Managing People / Pulse3

36、2Barriers to Effective Communication有效溝通的妨礙Individual Difference Perception, Value, Experience個(gè)人差別-概念,價(jià)值觀,閱歷.Personal Judgment / Bias個(gè)人的判別/偏見Filtering信息過濾Selective Listening選擇性的傾聽Language言語Information overload信息過量Distrust不信任Conflicting messages信息沖突.Managing People / Pulse33Overcoming the Barriers抑制妨

37、礙Be patient & prepared耐心與預(yù)備Give and ask for feedback給出反響與要求反響Use simple language運(yùn)用簡單的言語Structure materials logically按邏輯組織資料Watch out nonverbal cues留意非言語提示Listen attentively用心傾聽Value individual difference尊重個(gè)體差別Managing People / Pulse34Non-verbal Communication (Body Language)非言語溝通(身體言語)Components類型Exa

38、mples例子Meanings Communicated溝通的含義Visual可視的Image形象Clothing; hygiene服裝;衛(wèi)生Values; competence價(jià)值;能力Facial expressions面部表情Frown; smile; sneer皺眉;微笑;冷笑Unexpressed feeling無法表達(dá)的感情Eye movement眼睛運(yùn)動(dòng)Looking away; staring轉(zhuǎn)移視線;盯著看Intention; state of mind意圖;思想的狀況Posture姿態(tài)Leaning in; slumped傾斜; 癱倒Attitude態(tài)度Gesture手勢H

39、andshake握手Intention, feeling意圖,感覺Managing People / Pulse35Components類型Examples例子Meanings Communicated溝通的含義Vocal有聲的How things are said說話的方式Loudness; pitch; rate; clarity大聲;基調(diào);速率;清楚度Different meanings (eg. Sarcasm; disapproval; agreement; surprise)不同的含義(如諷刺,不贊成,同意;吃驚)Touch接觸Gentle touch on arm輕觸手臂Supp

40、ort and concern支持與關(guān)心Body closeness身體封閉0 2 feet0-2英尺Feeling of intimacy親昵的感覺Non-verbal Communication (Body Language)非言語溝通(身體言語)Managing People / Pulse36Active Listening Skills積極傾聽的技巧Why Be a Good Listener ?為什么要做個(gè)好聽眾?Gather Information搜集信息Build Trust建立信任Lower Resistance降低抵觸Respect尊重Managing People / P

41、ulse37Effective Active Listening Skills 行之有效的積極的傾聽技巧Maintain eye contact.堅(jiān)持眼睛的接觸Exhibit affirmative head nods and appropriate facial expressions.用點(diǎn)頭及適當(dāng)?shù)拿娌勘砬楸硎疽欢ˋvoid distracting actions or gestures.防止轉(zhuǎn)移留意力的行為或舉止Ask questions.提出問題Paraphrase.解釋Avoid interrupting the speaker.防止打斷演講者Dont over-talk.不要說得太

42、多Managing People / Pulse38Questioning Techniques提問題的技巧Why using questions為什么要提問To probe (fact / feeling finding).探測(現(xiàn)實(shí)/感受結(jié)果)To obtain higher level of participation.更高程度地參與To check understanding.對(duì)了解的進(jìn)展核實(shí)To bring attention back to the subject.將留意力轉(zhuǎn)回到主題上.Managing People / Pulse39Open-ended QuestionTo e

43、xplore and gather 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 / Pulse40C

44、lose-ended QuestionRequire 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?Man

45、aging People / Pulse41Improving Organization Communication ActivitiesManager act as bridge and a role modelCompany NewsletterOpen Door PolicyStaff Opinion SurveyCompany Meetings; Department Meetings; Session BriefingManaging People / Pulse42Improving Organization Communication Activities (contd)Staf

46、f FunctionBriefing SessionDialogue with CEO; Letter/ to CEO;Sharing results* High performing managers tend to be more media sensitive than low performing managers*Managing People / Pulse43Communication Channel in some companiesGeneral ElectricKodakSiemensOpen Door PolicyOpen Door PolicySiemens Newsl

47、etterWork Out (群策群力)Work annual meeting (工作年會(huì))Annual information session to employeeE-mail to/from CEOLetter to CEOTalk directly to CEOStaff Opinion SurveyStaff Opinion SurveyStaff Satisfaction SurveyStaff Meeting (員工大會(huì))Annual/Quarterly staff meetingIntranetManaging People / Pulse44D. Motivation in

48、OrganizationIf employees arent motivated, the fault is with managers and organizational practices, not the employees!- Stephen Covey Managing People / Pulse45 Motivationis an inner drive that directs employees behavior towards organizational goals.Why employees arent motivated?Possible problem lies

49、in :SelectionAmbiguous goalsPerformance appraisal systemOrganizations reward systemManagers inability to shape employees perception of the appraisal and reward system.Managing People / Pulse46 How Motivation Works?Managers belief about motivation:Employees inspiration to work can be motivated.Employ

50、ee would 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 / Pulse47 Underly

51、ing belief about human characteristics in the workplace:Employee are motivated by things they want.Employee would like to have the autonomy to decide his/her career development.Employee would like to be recognized to be excellent in certain area and he/she will do his/her best to maintain this standard of excellence.Managing People / Pulse48 Underlying belief about human characteristics in the