領(lǐng)導和管理人員ppt課件

1、“LEADERSHIP IS AN INFLUENCING PROCESS。IT IS ABOUT GETTING THINGS DONE THROUGH OTHERS指點是影響的過程，是經(jīng)過發(fā)動其他人來完成任務(wù)Service Leadership Handout1.LEADERS AND MANAGERS指點和管理人員的區(qū)別LEADERS do the right things 指點人做正確的(該做的)事情MANAGERS do things right 經(jīng)理人把事情做到準確無誤LEADERS get others to want to do 指點人可以令其他人很樂意的去做MANAGERS

2、get others to do 經(jīng)理人要求其他人去做LEADERS have followers指點人有跟隨者支持MANAGERS have sub-ordinates 經(jīng)理人有部屬LEADERS create a vision of a desired future 指點人會設(shè)計出未來的愉快藍圖.MANAGERS make the most of what exists經(jīng)理人將現(xiàn)有的做到最好LEADERS help people to be all that they can指點人會協(xié)助他發(fā)掘潛力MANAGERS analyse and seek improvement經(jīng)理人員分析并尋求提

3、高2.1MUNICATE our vision of a customer-focused workplace傳達我們的效力理念-顧客至上. 2. DETERMINE and respond to internal customer needs. 確定并回應(yīng)內(nèi)部顧客的需求3.ESTABLISH a climate for open communication發(fā)明一個開放式的溝通環(huán)境4.BUILD positive relationships建立良好的關(guān)系THE BASIC PRINCIPLES OF SERVICE LEADERSHIP:指點技藝的根本原那么3.Customer focus 以

4、客人為中心Involvement & empowerment of every member of staff讓一切員工參與，并授權(quán)他們Communication 溝通Innovation 改革創(chuàng)新Continuous quality improvement 不斷地提高質(zhì)量Cost effectiveness / profitability 有效的本錢/營利CUSTOMERS COME FIRST VALUES顧客至上理念4.DETERMINE AND RESPOND TO INTERNAL CUSTOMER NEEDS內(nèi)部顧客的需求是什么？TRSMRDREUOEIACPTSRIOPIPENG

5、OVECINRACTNITTTIGTIOIONONN培訓、認可、支持、鼓勵、尊重、指點5.THE 4 PS OF TEAMBRIEFING班組會4P構(gòu)造PROGRESS任務(wù)進展POLICY / PLANS政策/方案PEOPLE員工POINTS OF ACTION 行動要點6.GOLDEN RULES For Team Briefing班組會的黃金法那么Face to Face面對面In Small Teams小組方式By the Team Leader團隊指點主持On A Regular Basis建立在常規(guī)的根底上About Relevant Subjects涉及相關(guān)的主題Asking &

6、Answering Questions采用提問/回答的方式7.KEY CHARACTERISTICS OF LEADER指點人的主要質(zhì)量Honesty 老實Competence 有才干Forward-Looking 有遠見Inspiration 鼓舞人心Credibility 值得信任8.DIRECTING LEADERSHIP指點型指點Demonstrates 演示Explains how 解釋緣由Sets goals 設(shè)定目的Organizes the work in advance 提早組織好任務(wù)Structures 思緒明晰, 有序安排任務(wù)Controls 控制Supervises c

7、losely 及時監(jiān)視Evaluates 評價9.COACHING LEADERSHIPThe Leader 教導型指點DIRECTS 指點Demonstrates 演示Explains how 解釋緣由Sets goals 設(shè)定目的Organises the work in advance 預(yù)先組織任務(wù)Structures 任務(wù)規(guī)劃Controls 控制Supervises closely及時監(jiān)視 Evaluates 評價AND SUPPORTS 支持Praises 贊揚Explains why 解釋緣由Asks for opinions 征求意見Listens 耐心傾聽Encourages

8、 給予鼓勵Reassures 使員工獲得自信心10.SUPPORTING LEADERSHIP支持型指點 Praises 贊揚Reassures 使員工得到自信心Encourages 鼓勵A(yù)sks for ideas and opinions 征求意見和建議Listens 耐心傾聽Involves follower in goal setting 鼓勵員工 參與目的的設(shè)定Involves follower in evaluation 要求員工參與評價Involves follower in problem-solving 鼓勵員工參與問題的處理Shared decision making 共同

9、決策11.DELEGATING LEADERSHIP授權(quán)型指點Shares responsibility for goal setting 每個人都有責任參與目的的設(shè)定Allows the follower to evaluate his/her performance 允許員工評價他/她本人的表現(xiàn)Is available but does not interfere當員工需求協(xié)助時，他就在身邊，但絕不干擾員工Provides information and resources 提供信息和資源Provides appropriate rewards 提供適當?shù)莫剟?2.SITUATIONAL

10、LEADERSHIP MODELBehaviours of Leaders 情景指點的行為方式高highS U支持PPORD3/S3SUPPORTING 支持low directing 低指導high supporting 高支持D2/S2COACHING 教導high directing 高指導high supporting 高支持T I NG低lowD4/S4DELEGATING 授權(quán)l(xiāng)ow directing 低指導low supporting 低支持D1/S1DIRECTING 指導high directing 高指導low supporting 低支持 Low低D I R E C T

11、 I N G 指導high高13.彈性運用指點型態(tài)指點型 我決議授權(quán)型 他決議教導型 一同談 我決議支持型 一同談 一同決議高關(guān)系低 鼓勵 傾聽 訊問 解釋 任務(wù) 高構(gòu)造、組織、教導、督導14.選擇指點方式要思索下屬的成熟程度他們的閱歷能否足夠？他們能否掌握所需技巧？他們辦事能否積極？他們能否盼望獨立行事？他們能否情愿承當責任？環(huán)境要素時間緊迫的程度任務(wù)復雜的程度任務(wù)成敗帶來后果的嚴重性組織能否鼓勵任務(wù)自在發(fā)揚15.Strength優(yōu)勢：你個人具有的優(yōu)勢是什么？Weakness劣勢：你自己最不擅長的東西是什么？Opportunity機會：你最有可能的機會是什么？Threat威脅：你所面臨的威脅

12、是什么？危 機機 會內(nèi)部個人要素外部環(huán)境要素他的管理目的：SWOT16.S U P E R V I S O R主管Supervise 監(jiān)視 察看，指揮，培訓Understanding 了解 聽，協(xié)助Patient 耐心 不發(fā)火Example 標兵 遵紀，準時，外表精干 Respect 尊崇 相互尊重Versatile 多面手 處理難題Initiative 自動性 自發(fā)做Strict 嚴厲 紀律約束Objective 客觀 不攙和私人感情Recognize 認可 表揚，批判17.講話人編碼接受反響傳送聽話人給予反響解碼有效溝通：發(fā)出信息接納信息傳送者與接受者的角色不斷相互轉(zhuǎn)換。聽，說，問18.E

13、FFECTIVE COMMUNICATION ACTION STEPS有效的溝通的步驟1. OUTCOME 效果 Identify the outcome you desire 確定他想要到達的效果2. ACUITY 敏銳 Analyse your audience 分析他的聽眾 Tailor your message to your audience 根據(jù)他聽眾的情況對內(nèi)容進展挑選 Present the main point of your message 陳說重點3. FLEXIBILITY 靈敏 Continually check your audiences reaction 繼續(xù)檢

14、查聽眾的反響 Seek feedback 搜集反響意見19.Professionals and managers spend up to 40% of their day listening專業(yè)人士和管理人員每天在 “傾聽上要占用40%的任務(wù)時間Average listening effectiveness is only 25%平均的傾聽有效率只需：25%The average speaker talks at a rate of 125 -150words a minute, while most people can listen at a rate of 500 words per m

15、inute. That leaves us with a lot of free time!說話的頻率在每分鐘125-150個字,但聽話的頻率卻是每分鐘500個字People misinterpret 40 - 60% of what they hear在表達過程中40%-60%的信息被聽話人曲解Managers must send their message three times to be understood管理人員必需反復三次才干使所要表達的意思被正確了解To become a better listener, practice!要成為好的傾聽者,只需不斷的練習!20.38%聲音55

16、%視覺ELEMENTS OF COMMUNICAITON溝通的要素7%言語 7% 他 在 說 什 么 38% 他 是 怎 么 說 的 55% 他 的 身 體 語 言21.ACTIVE LISTENING TECHNIQUES有效的傾聽技巧ACKNOWLEDGING 獲取信息RESTATING 重述REFLECTING 思索QUESTIONING 提問SUMMARISING 總結(jié)22.THE META MODELLanguage may be watered down by the process of 言語會由于以下緣由降低壓服力: Deletion 在表達過程中的刪減 Generalizat

17、ions 籠統(tǒng)的概括 Distortion 曲講解話者的意思23.HANDLING EMOTIONALCOMMUNICATION如何進展情感上的溝通Remain Calm 堅持冷靜Acknowledge 認同Restate thoughts重述員工想法Reflect employees feelings思索員工的感受Show understanding 表示了解 Suspend judgement 不要馬上做出判別Probe to gain a full understanding of the problem 仔細調(diào)查，充分了解問題情況Reach agreement on the defin

18、ition of the problem 對問題的定義達成共識Encourage employee to suggest solutions 鼓勵員工想出其他的處理方案24.THE FOUR BASIC POSTURAL POSITIONS 四種常見的姿態(tài) 1.APPROACH 接近forward-looking 身體前傾Eager 盼望Attentive 關(guān)注2.EXPANSION 擴張Straight 直接的Erect挺直的3.WITHDRAWAL 防御turned away 回絕holds back阻撓Defensive 防衛(wèi)4.CONTRACTION 退縮drawn into self

19、 head bowed 低頭25.Brainstorming頭腦風暴法Everyone must be involved每個人都必需參與Call out ideas to scribe快速記錄每一個點子Build on ideas在提出的點子的根底上進一步發(fā)揚No idea is too trivial or silly沒有微缺乏道或愚笨的點子There is no criticism nor judgment on any idea對于提出的點子不做批判或判別Get as many ideas as possible in the time盡能夠在規(guī)定的時間內(nèi)獲得更多的點子Objective

20、: solve problems and enjoy doing it!目的：處理問題，并且享用整個過程26.ACTION STEPS TO RECOGNISING CUSTOMERFOCUSED PERFORMANCE 認知關(guān)注客人的行為表現(xiàn)之行動步驟Praise people immediately 及時表揚Tell them exactly what they did right - be specific 通知員工哪里做的正確-詳細Tell them how you feel about it 通知員工他的感受Pause暫停Encourage more of the same 鼓勵更多

21、好的行為If appropriate shake hands or touch in a way that communicates support 可以經(jīng)過握手及接觸等方式來傳達他對員工的支持27.COACHING TO IMPROVE PERFORMANCE Action Steps提高表現(xiàn)的教導步驟COACHING IS AN ON-GOING PROCESS OF WORKING WITH EMPLOYEES TO HELP THEM IMPROVE THEIR PERFORMANCE教導是協(xié)助員工提高他們?nèi)蝿?wù)表現(xiàn)的一個繼續(xù)不斷的過程ORGANISE your observations

22、 and plan for the meeting 組織歸納他的察看并方案教導培訓STATE the development or performance topic clearly when you begin the discussion在討論時清楚的表達員工開展或員工表現(xiàn)的議題。ASK for the employees ideas. Listen actively征求員工意見仔細傾聽，自動傾聽EXPLORE the development or performance issue jointly共同商討開展或表現(xiàn)的問題REACH agreement and have employee

23、confirm an action plan與員工達成共識，確定行動方案SET a follow-up meeting and encourage the employee 安排一次跟進會議來鼓勵員工28.CORRECTIVE DISCIPLINE Action Steps糾正性紀律 步驟Determine the facts 了解實情Clearly state your case. Be specific 清楚詳細的論述他的理由。3Ask employee to state their version 讓員工闡明情況4.Explore together why the situations

24、cannot be allowed to continue 一同討論違紀行為不允許繼續(xù)的緣由5. Ask the employee to come up with the solution and agree on guidelines for the solutions 向員工征求處理方案并達成共識6.If appropriate issue a warning including agreed action and review date 假設(shè)適宜，給出警告單，包括已達成共識的行動方案及回想日期 7.Express confidence that they will correct the

25、ir performance 表現(xiàn)出對員工的自信心，置信他們可以做的更好29.DELEGATION 義務(wù)下放Delegation involves giving a person more than a job to do, it means giving that person the responsibility for doing that job and the authority to do it.義務(wù)下放不僅僅是給員工分配一項任務(wù)，同時敢將責任及權(quán)益下放給員工(You, as Supervisors, retain the accountability or ultimate re

26、sponsibility - and therefore must retain the right of control)他作為主管，仍要承當最后的責任，因此必需堅持著控制權(quán)。30.VICIOUS CIRCLE惡性循環(huán)UNTRAINED STAFF未經(jīng)培訓的員工COMPLETION OF TASKS TAKES LONGER義務(wù)完成時間過長DO IT YOURSELF不得不本人動手LACK OF TIME TO TRAIN短少培訓時間31.DELEGATION ACTION STEPS義務(wù)下放的行動步驟Decide what to delegate and to whom 確定將義務(wù)委托給誰

27、？Discuss task and results required, seek agreement 討論義務(wù)內(nèi)容和所要求的結(jié)果，達成共識。Define authority and responsibility 限定義務(wù)下放的權(quán)益范圍和應(yīng)履行的責任Provide resources and training提供資源及培訓Agree on target date 確定義務(wù)完成的詳細日期Establish controls 制定控制措施Monitor progress, coach, support and praise全程監(jiān)視，教導，給予支持并適時表揚32.EMPOWERING ACTION S

28、TEPS授權(quán)的行動步驟Communicate a vision of service 傳達我們的效力理念A(yù)sk for the employees reaction or ideas了解員工的反響及想法Listen and be responsive to employee input 仔細聽取員工所提供有價值的建議和意見Provide information, tools and training required to prepare the employee to accept empowerment 為授權(quán)員工提供信息，工具和培訓等協(xié)助Delegate, let go of contr

29、ol 義務(wù)下放，但必需能控制Demonstrate confidence in the employees competence對員工的才干表現(xiàn)出自信心Recognise customer focused performance 對顧客至上的表現(xiàn)表示認同33.Standard規(guī)范Brand Standard品牌規(guī)范Hotel Standard酒店規(guī)范Operation Standard運作規(guī)范Service Standard效力規(guī)范Product Standard產(chǎn)品規(guī)范34.CHARACTERISTICS OF WELL-WRITTEN STANDARDS好規(guī)范的特點 Easily unde

30、rstood 容易了解 Describe detailed interpersonal behaviours 詳細描畫人際行為 Indicate completeness 描畫完好 Can be achieved consistently隨著時間推進，依然能堅持不變。 Address timeliness as it relates to customer expectations 根據(jù)顧客要求制定限期 Meet or exceed customers expectations 到達或超出客人期望 Include action verbs (hear, see, feel, taste etc.) 包括行為動詞聽，看，覺