某超市課長培訓教材

SalesManagerSeminar

課長培訓

TrainingObjectives

培訓目標TolearnmoreaboutCarrefour’smissionandSalesManagerresponsibilities.

更多地了解家樂福的使命和課長的職責ToLearnhowtobettercommunicatewiththeteam

學習如何更好地與我的團隊溝通.Tolearnhowtobetterdevelopmyteam

學習如何更好地發(fā)展團隊Tolearnhowtoplanmyworkandmanagemytime

學習如何計劃我的工作和管理我的時間

UnderstandingCarrefour’sMissionandSalesManagers’ResponsibilitiesCarrefour’s

Mission&GoalsBusinessstrategy

&CapabilitiesPeople

RequirementsRequirementsofDepartment

HeadsBusinessknowledgeTechnicalskillsCommunicationskillsPeoplemanagement&developmentskillsTimemanagementandactionplanningskillsOthersCarrefourConceptsFourPoliciesLocalizationTurnoverMarketshareEmployeeNeedsHumanresources

management

strategy

&practicesUnderstandingCarrefour’sMissionandSalesManagers’Responsibilities

理解家樂福的使命和課長的職責家樂福的

使命和目標經(jīng)營策略和能力人員要求對于課長

的要求商業(yè)知識技術(shù)能力溝通能力人員管理和發(fā)展能力時間管理和計劃制定能力其它家樂福理念四大政策本地化營業(yè)額市場份額員工需求人力資源管理

策略和操作MissionofCarrefour

家樂福的使命OurMission

我們的使命

OurPeople

我們的員工

OurResources

我們的方法

Alloureffortsaredirectedtowardscustomersatisfaction.Ourretailing

activitiesseektomeetchanging

customerdemands,intermsofproductselectionand

quality,atthemostcompetitiveprices

我們盡一切努力最大程度地滿足顧客的要求．我們的零售行業(yè)通過選擇商品，提供最佳品質(zhì)及最低價格，以滿足客戶多變的要求．Highly-motivatedassociatesareourmainasset.Individualinitiativeanddelegationofresponsibilitiesarecarriedoutinaspiritofsolidarityandcommoninterest.

我們最主要的財產(chǎn)是士氣高昂的員工.每一個員工應(yīng)在團結(jié)奮斗及目標一致的基礎(chǔ)上，充分發(fā)揮主動性及責任。Ourbusinessisbasedonsimple,straightforwardconcepts.Toremaincompetitive,weconstantlyadaptourresourcestoachieveoptimaldistributionefficiency.

我們的理念簡單而直接．為了在競爭中取得優(yōu)勢，我們必須最大限度地使用資源使之發(fā)揮作用。

OURGOAL

我們的目標

OURVALUES

|我們的價值

Weaimtobeaninternationalforcewithasignificantpresenceineachmarket.Byconstantlyseekingtogainmarketshare,wewillstrengthentheGroup'sindependenceandraiseitsvalueoverthelongterm我們的目標是成為一個國際性公司，并在每個市場中占有重要比例。通過市場占有率的擴大，我們將不斷加強公司的獨立性及增加公司長期的企業(yè)價值。

Weaimtodevelopmutuallybeneficialsynergieswithallourbusinesspartner.Weseektoadapttothespecificenvironmentofeachcountrywhereweoperateandtoserveasabenchmarkintermsofbusinessvalueswhereverwearepresent.我們強調(diào)協(xié)調(diào)與合作伙伴之間的關(guān)系，增進雙方共同的利益。我們要盡力融合各國特殊的環(huán)境，成為同業(yè)間的楷模。家樂福的使命MISSIONOFCARREFOUR我們的一切工作的核心

是為了讓顧客滿意。CustomerSatisfaction

顧客滿意AllOurEffortsMustBeDirectedTowards

CustomersSatisfaction.CarrefourConcepts

家樂福的理念CustomerSatisfactionFirst!

顧客的滿意為優(yōu)先

Onestopshopping

一次購足

Lowprice

超低售價

FreeParking

免費停車

SelfService

自助式服務(wù)

FreshnessandQuality

新鮮和品質(zhì)

CarrefourFourPolicies

家樂福四大政策ManagementLevel

管理層Assets

資產(chǎn)Merchandise商品AllEquipmentingoodcondition

所有器材處于良好狀態(tài)Price

價格Clean

干凈Full

滿Listentocustomers

傾聽客戶需要Competitorssurvey

競爭調(diào)查Finance

財

務(wù)AnalysisofmonthlyDepartmentbulletin

每月部門報告分析Reactwhendisparitiesbetweenbudgetandactual當財政預算與實際開銷出現(xiàn)不同時應(yīng)作出反應(yīng)Checkfollow-upofprocedures

檢查跟蹤工作程序Workonannualbudget

制定年度財政預算Getthebestassortment

作出最好貨品分類排列g(shù)etthebestconditions

提供最好的條件Reacttocompetitor'spricelevel

對競爭對手的價格作出反應(yīng)Checkvolumeordersandsalesquantities

檢查銷售量pushforpromotions

促銷Communicationwithnegotiator

與談判者交流人力

資源Knowyourstaff了解員工Train

培訓Communication交流Initiative&creative

主動性與創(chuàng)造性Linkbetweenmanagementteamandmyteam

管理團隊和我的團隊之間的練習R

es

o

u

r

c

eH

u

m

a

nMainResponsibilitiesofaSalesManager

課長的主要職責Assets資產(chǎn)

Storecleanandfull.

保持賣場整潔，商品充足Goodimplantationrespectingthepricerange.根據(jù)不同價格檔位，良好展示商品，Checkthecleanlinessoftheuniformofthestaff.檢查員工是否著裝整潔Storagewellarranged.

保持庫存井井有條Listentocustomersandreactpositively.

傾聽顧客意見，作出積極反應(yīng)Haveasalesspirit.

展現(xiàn)生意人的精神Displaywithvolume.

保持充足的商品展示Respectandmakerespectingthesafetyrulesoffirefightingandhygieneregulations.

遵守火災(zāi)和衛(wèi)生等安全規(guī)章制度Followcompetitor‘spricelevel.

關(guān)注競爭對手的價格水準Proposeequipmentinvestment.

提議購置新設(shè)備FullrespectoftheregulationandlawofChina&Carrefour'sstoreprocedures.

完全遵守中國的法規(guī)和家樂福店的制度Haveastorespirit.

展現(xiàn)家樂福店的精神

Human人員

Helpthestafftohaveacommercialandprofessionalattitudeinanycase.

使員工在任何情況下要表現(xiàn)出商業(yè)人士的職業(yè)態(tài)度Communicatestore’sinformation.

傳達有關(guān)家樂福店的信息Giveclearresponsibilitiestothestaff.

明確員工的工作職責Checkweeklythepunchcard.

每周檢查工時卡Trainyourstaffwithatrainingplan

根據(jù)培訓計劃培訓員工Reactonthequalityoftheworkofthestaff.根據(jù)員工的工作質(zhì)量作出反應(yīng)Planandproposepromotion.

計劃并推薦提升人員MainResponsibilitiesofaSalesManager課長長的的主主要要職職責責Merchandise商品品Followassortment(Noshortage).保保證證品品種種(沒沒有有缺缺貨貨)Facinganddisplayreflectingthesalesquantities.排排面面和和展展示示要要反反映映銷銷售售量量Checkstockcards.檢檢查查庫庫存存卡卡Stocklevelrespectingtheforecast.庫庫存存量量反反映映預預見見的的銷銷售售量量Planpromotionalandseasonaleventsonemonthbefore.提提前前一一個個月月準準備備促促銷銷和和季季節(jié)節(jié)性性活活動動Goodcommunicationwithnegotiators.跟跟談?wù)勁信袉T員保保持持良良好好溝溝通通Informthenegotiatorsofyourlowsalesitems.向向談?wù)勁信袉T員通通報報滯滯銷銷的的單單品品Followandanticipatethenewmarkettrends.遵遵循循并并預預見見市市場場走走向向Proposenewitemtoimproveassortmentaccordingtocustomer'sdemands.根根據(jù)據(jù)顧顧客客的的需需求求，，提提議議新新的的單單品品，，以以改改進進品品種種搭搭配配Finance財務(wù)務(wù)Followtheprocedures.遵遵守守制制度度Goodcheckingonthereceivingandreturningreports.認認真真檢檢查查收收貨貨和和退退貨貨單單Validpurchasereport.對對證證采采購購單單.Provideexactfinancialdocuments.提提供供正正確確的的財財務(wù)務(wù)報報告告Reachtheforecastfigures.完完成成預預見見的的指指標標Proposeimprovementstoovertheforecastedfigures.提提議議超超過過指指標標的的改改進進方方法法Wellcontrolofallthelinesofyourdepartmentbulletin.

全面面控制部門業(yè)業(yè)績表的各個個方面TheImportanceOfManagerialSkills管理層管理技技能的重要性性高層經(jīng)理Top-LevelManagers中層經(jīng)理Middle-LevelManagers一線主管Supervisors構(gòu)思

CONCEPTUAL人際交往INTERPERSONAL技術(shù)

TECHNICAL 管理層 管理技能

ManagerialLevel ManagerialSkillTheRoleOfManagers經(jīng)理的角色Managingtasks……管理任務(wù)Leadingpeople…領(lǐng)導員工Tomakesureworkgetsdoneandpeoplegetsatisfied.確保工作得以以圓滿完成并并且員工獲得得滿足。RoleTransition[1]角色轉(zhuǎn)換(一一)Input投入Manager

管理者Doer做事者Input投入Output產(chǎn)出Output產(chǎn)出RoleTransition[2]角角色轉(zhuǎn)換(二)Input投入Controllers

控制者WorkResults工作結(jié)果Input投入Leader領(lǐng)導者Employee

Satisfaction員工滿意WorkResults工作結(jié)果TheRolesOfAnEffectiveManager一個有效經(jīng)理理的角色Abridgebetweenbusinessgoalsandbusinessresults連接經(jīng)營目標標與經(jīng)營結(jié)果果的一座橋梁Abridgebetweenemployeesandthetopmanagement連接員工和高高層管理的一一座橋梁Acoachforemployeedevelopment員工發(fā)展的指導者Aninitiatorofcontinuousimprovement持續(xù)不斷改進進的倡導者我的角色MyRole上級DirectReports下屬Subordinates供應(yīng)商及客戶SuppliersandCustomers同級管理者Peers我

IManagementOfMyTeam團隊管理ManagementandDevelopmentoftheTeam團隊管理和發(fā)發(fā)展CommunicationwiththeTeam團隊溝通SelfManagement自我管理CommunicationwiththeTeam團隊溝通EffectiveCommunicationSkills有效溝通技能能Howtoaskquestions如何提問Howtolisten如何傾聽Buildingrelationships建立關(guān)系CommunicationSelfDevelopmentTeamDevelopmentThreeTypesOfQuestions三種不同類型型的問題CommunicationSelfDevelopmentTeam

DevelopmentFunnelModel漏斗模式OpenQuestion

開放式問題

ProbingQuestions探究式問題ClosedQuestions

封閉式問題

CommunicationSelfDevelopmentTeam

DevelopmentWhatDoYouListenFor?你聽什么？Facts事事實Emotions情情感Relationship 關(guān)系系Implied隱隱含CommunicationSelfDevelopmentTeam

DevelopmentModelForBetterCommunication有效溝通模式式障礙BarriersMessageSent/MessageReceived發(fā)出信息/接接收信息MessageSent發(fā)出信息NoCommunication無溝通PartialCommunication部分溝通CompleteCommunication完全溝通1.2.3.MessageSent發(fā)出信息MessageReceived接收信息MessageReceived接收信息GettingtoKnowYourEmployeesandtheCommunicationCycle了解你的員工工及溝通環(huán)Thought想法Words&non-words言語和非言語語Transmission傳送Reception接收Decoding理解Feedback反饋意見Sender提供者Receiver接收者Barriers

障礙Language

語言

Assumption

假設(shè)Distraction

干擾Experience

經(jīng)驗

Emotion

情緒

CommunicationSelfDevelopmentTeam

DevelopmentEffectiveListeningSkills有效的傾聽技技巧ParaphrasingWords

意譯譯語句ParaphrasingFeelings

意譯感情情Reflecting復述Redirecting

引導CommunicationSelfDevelopmentTeam

DevelopmentCalmsaConflictoranIntensiveSituation緩和一場爭執(zhí)執(zhí)或一個緊張張的局面HelpsYouControlEmotionsandBuildaConstructiveRelationship有有助于控制自自己的情緒,建立起良良好的關(guān)系EncouragesOtherPeopletoShareInformation鼓鼓勵對對方提供信息息Paraphrasing[1]

意譯[一一]CommunicationSelfDevelopmentTeam

DevelopmentIncreasestheOtherPerson'sTrustinYou

加強對方方對自己的信信任感GivesOthersaChancetoClarifyorExplain

給對對方一個澄清清或解釋的機機會HelpsOtherPeopleClarifyTheirOwnThinking幫幫助對方澄澄清觀點EmphasizesImportantPoints

強調(diào)要要點Paraphrasing[2]

意譯[二二]CommunicationSelfDevelopmentTeam

DevelopmentExamplesOfParaphrasingandReflecting意意譯和復述述實例Itsoundslikewhatyouaresayingisthatyoudon'twanttotakeoverthetask.聽聽起來你的的意思好象是是說你不想接接受這項任務(wù)務(wù)。WhatI'mhearingis……

我的理解解是...Youarefeelingreallyfrustratedaboutwork.工工作確實讓讓你感到沮喪喪。Itsoundslikesomethingisbotheringyou.

聽上去去好象什么事事困撓著你CommunicationSelfDevelopmentTeam

DevelopmentReflectingandRedirecting引導AToolforGuidingtheContentofInformationExchange:主導信息交流流內(nèi)容的一個個有效工具ActiveListening+AnOpen(probing)Question積極傾聽+開放式（（探究式）問問題QuestionsForDirecting可以用來引導導對方的問題題Ask“How...”,not“Why...””問"如何..."，而非非"為何..."Howareyougoingtochangethesituation?你希望如何去去改變現(xiàn)狀呢呢?HowshallIimproveinordertogetthedeal?如何改進才能能談成這筆生生意?Howcouldwegettheseevenbetter?我們怎樣才能能使這些更完完善?ExamplesOfDirecting引導實例Afterparaphrasing,askinganotherquestion.Forexample:在意譯完對方方所講的話之之后，再提一一個問題。如如：Justnowyoumentionedthatonebigchallengeinmanagementismotivation.Wouldyoupleasetellmehowdoyoumotivateyouremployees?剛才您提到管管理中的一個個較大的挑戰(zhàn)戰(zhàn)就是激勵員員工，那么您是如何何調(diào)動員工的的積極性的呢呢？VerbalandNonverbalSignals言語和非言語語信號MakingSoundsLike:"Ah...","Mmm...",etc.適當使用鼓勵勵性詞語，如如："啊..."、"呃呃..."等等Saying:"Goon","Tellmemore",etc.說："請說下下去"，"請請再詳細地談?wù)務(wù)?等RepeatingKeyPointsonWords重復關(guān)鍵詞語語Paraphrasing,Reflecting&Directing進行事實復述述、感情意譯譯和引導CommunicationSelfDevelopmentTeam

DevelopmentTriadsRolePlayRecordingList三人角色扮演演記錄單BuildingRelationship培養(yǎng)關(guān)系Establishyourcredibility

樹立你的的威信Developmutualtrust培培養(yǎng)相互的的信任Respectyourteam

尊重你你的團隊CommunicationSelfDevelopmentTeam

DevelopmentHowtotakeoveryourpositionasSalesManager如何樹立課長長的威信Individualmeetingwithyourteammembers

給每個團團隊成員單獨獨見個面Usetoolstohelpyoumanage

利用用工具來幫助助你來管理Bestrongandenergetic

表現(xiàn)現(xiàn)堅強、充滿滿活力Alwaysbeincharge,neverlosecontrol永永遠掌握主導導權(quán)，決不可可失去控制Alwaysbeawareofwhatyourteamisdoing

時時了了解你的團隊隊在做什么Doitfromtheverybeginning,donotwait

一開始始就做起來，，不可等待CommunicationSelfDevelopmentTeam

DevelopmentMeetingTeamMembersIndividually單獨會見團隊隊成員CommunicationSelfDevelopmentTeam

DevelopmentIntroduceeachother相互介紹Communicateyourexpectation表達你的期望望Leadthemeeting主導談話Listentohim/her注意傾聽Exercises:HowWellDoYouKnowYourColleague?AskingQuestions練習：你對員員工了解多少少？提問HowLongHasHe/SheBeenMarried?我或他是否已已婚?是否否有小孩?IfNot,DoesHe/SheHaveaFiance?如果未婚，我我或他是否有有對象？WhatFoodDoesHe/SheLikeBest?我和他各自最最喜歡吃什么么？WhatHobbiesDoesHe/SheHave?我和他各自有有什么興趣愛愛好？WhatisHis/HerEducationandworkingBackground?我和他各自教教育和工作作背景如何？？WhatistheMostImportantChallengeinYourWork?工作中你最大大的挑戰(zhàn)是什什么？CommunicationSelfDevelopmentTeam

DevelopmentDevelopMutualTrust培培養(yǎng)相互互信任關(guān)系Fairness公公平Honesty 誠實實Openness開開放Accessibility平平易近近人CommunicationSelfDevelopmentTeam

DevelopmentToRespectMyTeamToRespectMyTeamMeansToSpendTimeWithThemToRespectMeansToCommunicateWithMyTeamThroughGoodMorningBriefingMeetingTrainingVisitToTheShelvesToRespectMeansToListenToMyTeamCommunicationSelfDevelopmentTeam

DevelopmentTalkAboutCompetitorsNewProducts,NewCollectionsDepartmentBulletinProcedures尊敬你你的團團隊尊重意意味著著花一一些時時間和和團隊隊成員員在一一起尊重意意味著著通過過下列列方式式進行行交流流問"早上上好"簡要介介紹會議培訓參觀他他的貨貨架尊重意意味著著要進進行傾傾聽CommunicationSelfDevelopmentTeam

Development談它其其他競競爭對對手新產(chǎn)品品,新新展示示課績效效程序ManageandDevelopMyTeam管理和和發(fā)展展團隊隊Understandwhereyouremployeesare:ToKnowGraphandSkillinventory知道你你的員員工工工作能能力如如何：：了解解圖和和技能能儲備備圖Threegeneralmethodstodevelopteammembers:發(fā)展員員工的的三種種基本本方式式:TaskAssignmentSkills委委派任任務(wù)的的技能能CoachingandFeedbackSkills指指導和和反饋饋技能能TeamworkandMotivation團團隊隊合作作和激激勵CommunicationSelfDevelopmentTeam

DevelopmentUnderstandWhereYourEmployeesAre明白員員工的的能力力水平平Synergy協(xié)作性性Antagonism對立性性RequiredLevel要求的的水準準Creativity創(chuàng)造性性Responsibilities職責ABCDAisanewemployee是新員員工Bhasreachedrequiredlevel達到了了要求求的水水準Cisveryskilled是有經(jīng)經(jīng)驗、、熟練練的員員工Dislowatskillsbuthasanegativeattitude是技能能差、、態(tài)度度又消消極CommunicationSelfDevelopmentTeam

DevelopmentThreeGeneralMethodstoManage三三種管管理方方式Method3:Cooperation&ParticipationDelegation;Control方式3：：合合作參參與委派、、控制制Method2:NegotiableCommunication方式2：：可可協(xié)商商交流Method1:NotNegotiableTraining方式1:不不可可協(xié)商商培訓Synergy協(xié)作性性Antagonism對立性性RequiredLevel要求的的水準準Creativity創(chuàng)造性性Responsibilities職責責ABCDCommunicationSelfDevelopmentTeam

DevelopmentSkillInventory技能能儲儲備備1=CanPerformWell1=做做的的很很好好2=CanPerform2=可可以以做做3=NeedstoLearn3=需需要要學學習習改改進進CommunicationSelfDevelopmentTeam

DevelopmentWhatCanYouKnowfromtheSkillInventory技能能儲儲備備圖圖能能告告訴訴你你什什么么Whoisgenerallystrong?誰誰的的能能力力比比較較強強Whoisgenerallyweak?誰誰的的能能力力比比較較弱弱Wheremyteamisstrong?我我的的團團隊隊強強在在何何處處Wheremyteamisweak?我我的的團團隊隊弱弱在在何何處處？？Howtosolvetheproblem如如何何加加強強Crosstrainingandbackupbuilding交交叉叉培培訓訓、、人人才才備備份份CommunicationSelfDevelopmentTeam

DevelopmentCross-TrainingandBackupBuilding交叉叉培培訓訓、、人人才才備備份份Haveoneemployeetrainanotherwhathe/sheisstrongat讓讓一一個個某某方方面面比比較較強強的的員員工工教教另另一一個個這這方方面面比比較較弱弱的的員員工工Beawareoftheseniority(face)issue注注意意資資歷歷和和面面子子問問題題Makesuretasksgetdonefirstandthenconsidertrainingofemployees首首先先考考慮慮任任務(wù)務(wù)得得以以完完成成，，然然后后是是員員工工的的培培養(yǎng)養(yǎng)CommunicationSelfDevelopmentTeam

DevelopmentHowtoManageMyTeam如如何何管管理理團團隊隊Content內(nèi)容容ToKnow了解解ToRespect尊重重ToAnticipate預見見ToMotivate激勵勵ToReprimand批評評ToFire開除除GiveclearobjectivesToReprimandImmediatelypointoutthewrong-doingsandtocorrectWithoutweaknessWithouthesitationWhyreprimand?IfitisreachedCongratulateGivenewobjectivesPromotionIfitisnotreachedCorrectGobacktotheformerobjectivesStand-byCommunicationSelfDevelopmentTeam

Development提出出明明確確的的目目標標批評評立即即指指出出其其不不恰恰當當之之處處并并予予以以糾糾正正沒有有缺缺點點毫不不猶猶豫豫為什什么么要要提提出出批批評評?如果果實實現(xiàn)現(xiàn)了了祝賀賀提出出新新的的目目標標再創(chuàng)創(chuàng)佳佳績績?nèi)绻麤]沒有有實實現(xiàn)現(xiàn)批評評改改正正回到到先先前前的的目目標標繼續(xù)續(xù)CommunicationSelfDevelopmentTeam

DevelopmentToFire開開除除ToPushOurTeamToAHigherLevelOfProfessionalSkill.促使使我我們們團團隊隊達達到到更更高高的的專專業(yè)業(yè)技技能能水水平平．．ThoseWhoDon'tWantToFollow,WeHaveToSanctions.WeHaveToConsider,IfNecessaryTheCompanyPolicies對于于那那些些不不想想合合作作的的成成員員，，我我們們就就必必須須根根據(jù)據(jù)公公司司政政策策，，在在必必要要時時考考慮慮予予以以解解雇雇。。OtherwiseTheOtherGoodMembersOfMyTeamWillNotUnderstand否則則其其他他優(yōu)優(yōu)秀秀的的團團隊隊成成員員就就會會不不理理解解CommunicationSelfDevelopmentTeam

DevelopmentAssigningTasks委委派派任任務(wù)務(wù)1.AnalyzetheTask分分析析任任務(wù)務(wù)2.AnalyzeYourEmployees分析析員員工工3.ConsiderYourTaskGoals&Objectives考慮慮任任務(wù)務(wù)的的總總體體目目標標和和具具體體目目標標4.ConsiderYourEmployeeDevelopmentGoals&Objectives考考慮慮培培養(yǎng)養(yǎng)員員工工的的總總體體目目標標和和具具體體目目標標5.FindanAppropriateBalancePointandAssigntheTask找到到適當當?shù)牡钠狡胶夂恻c點來委委派派任任務(wù)務(wù)AreYouTaskOrientedorRelationshipOriented?你是是以以工工作作任任務(wù)務(wù)為為導導向向還還是是以以關(guān)關(guān)系系為為導導向向TaskOriented以以工工作作任任務(wù)務(wù)為為導導向向RelationshipOriented以以關(guān)關(guān)系系為為導導向向People&TasksConsiderations有有關(guān)關(guān)人人與與任任務(wù)務(wù)的的考考慮慮Tasks任務(wù)務(wù)People(Relationship)人(關(guān)系系)Importance重要要性性TechnicalMaturity技術(shù)術(shù)成成熟熟度度Urgency緊急急性性WorkExpectation工作作期期望望Technicalissue技術(shù)術(shù)性性Whodiditbefore誰以以前前做做過過Routine事務(wù)務(wù)性性Whohastheskill誰具具備備技技能能但但未未做做過過Difficulty難度度Whomaydoitaftertraining經(jīng)培訓或或指導后后能做Knowledgerequired需什么知知識AssigningTasks委委派任任務(wù)PeopleandTaskConsiderations以以人還還是以任任務(wù)為導導向Cross-training交交叉培培訓Buildingback-Up做做好人才才備份AssigningTask委委派任務(wù)務(wù)Taskassignmentworksheet任任務(wù)委派派練習單單TaskAssignmentSkills

委派派任務(wù)技技能CommunicationSelfDevelopmentTeam

DevelopmentExplainwhattodoandhowtodo解釋該做做什么，，如何做做Explainwhyiftheydonotknow解釋為什什么要這這樣做，，如果他他不清楚楚Communicateexpectation/requirements說明你的的期望或或要求Settimeline設(shè)定期限限Alwayscheck一定要檢檢查DefiningFeedbackandCoaching定定義反饋饋與指導導Feedback反反饋Lettingpeopleknowwhatandhowtheyaredoingassoonasyouknow

在了了解到員員工的工工作情況況后，馬馬上讓他他/她知知道自己己做得如如何Coaching指指導Atwo-waydiscussionthataimstoimproveperformance

是一一種雙向式討討論，旨在提提高工作績效效Feedback

反饋饋Whatarethedifferenttypesoffeedback?

反饋意見見的不同形式式有哪些？Positive 積極極的Negative 消極極的Corrective改改進的None無無反饋Whichoneusuallyisthemosteffective…andwhy?

哪種種反饋意見通通常是最有效效的？為什什么？CommunicationSelfDevelopmentTeam

DevelopmentHowgivefeedbackeffectively:BEERModel如何有效的給給予反饋：““啤酒”模式式Effectivefeedback:有效的反饋：：describesthespecificBehavior描述了具體行行為includesanExampleofthatbehavior包括所列行為為的一個例子子describeshowthebehaviorhasexceeded,metorfailedtomeetyourExpectations描述該行為如如何超出、達達到或無法達達到您的期望望和要求describestheResultsofthebehavior描述這些行為為所導致的結(jié)結(jié)果CommunicationSelfDevelopmentTeam

DevelopmentCorrectiveFeedback-Example改改進型反饋意意見-例例子Recentlyyoufailedtofinishyourtaskontime

最近近你沒有按時時完成任務(wù)。。LastFriday,forexample,Ididn'tgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(SpecificExample).

比如說，，上周五，我我沒能在五五點之前收到到報表，這這已經(jīng)是在四四周之內(nèi)第三三次延誤了(具體例子)Finishingworkontimeisamustforaqualifiedassistant.按按時完成任任務(wù)，是成為為一個合格的的助理的起碼碼要求。(期望)Sowewerenotabletoadjustsellingpricesintimewhichwilldoharmtooursales(Result)所以，我們們無法及時調(diào)調(diào)整價格，我我們的銷售受受到不利影響響。(結(jié)果)CommunicationSelfDevelopmentTeam

DevelopmentPositiveFeedback:Example

積極型反反饋實例Recentlyyouhavebeenperformingwell.(Behavior)最近你的工作作表現(xiàn)很好。。(行為)Thesurveyreportsyouhandedinforthepasttwomonthswereverycomplete,accurateandhelpful.(Example)

這兩個月月你上交的市市調(diào)報告非常常全面、準確確、有效。(例子)Weadjustedpricesaccordingtothereportsandoursaleshaveincreased15%overthatofthefirstquarter.(Result)

我們根根據(jù)你作的報報告調(diào)整了價價格，我們們的銷售比上上個季度增長長了15%。。(結(jié)果)Ifyoukeepperformingwelllikethis,youwillsoonbecomethebestassistant.(Expectation)

如果你一一直這樣努力力的干下去，，你會成為一一名優(yōu)秀的助助理。(期望)Coaching指指導Thinkofsomeoneinyourlife-ateacher,parents,afriend-whowasagoodcoachormentor

回想想在你生命中中的某個人：：一位教師師、父母親、、朋友-誰給給過您好的指指導與反饋意意見Whatwasgoodaboutthatperson?

這個人人好在哪里？？Whatdidtheydo?

他們是是怎么做的？？Howdidyoufeel?

您的感感覺如何Howdidyourespond?您您的反應(yīng)如如何？CommunicationSelfDevelopmentTeam

DevelopmentWhatDoesTEAMMean?團隊的含義Together共同Each每人Achieve實現(xiàn)More更多ConditionsForTeamSuccess

團隊成成功的條件SharedVision目標一致UnderstandingoftheTeam團隊互相理解(責任任明確)Communication溝通StrongLeadership

強而有力的領(lǐng)導InvolvetheRightPeopletoEnsureCommitment選選擇適合的的團隊成員ExperiencedHelpWhereNecessary互助合作WhatMotivatesPeople?什么能夠激勵勵人？NeedforAffiliation歸屬需要NeedforPower權(quán)力需要NeedforAchievement成就需要Note:Donotgivetoomuchatatime,becausepeopleforgetverysoon注意：一次不不要給得太多多，因為人們們忘得很快CommunicationSelfDevelopmentTeam

DevelopmentToMotivate激勵Honest誠實RespectofCompanyPolicy遵照公司政策策Motivation激勵Confidence自信Performance業(yè)績Promotion提升Enjoyment樂趣EnergyCreatedThroughMotivation激勵所產(chǎn)生的的能量++{}_CommunicationSelfDevelopmentTeam

DevelopmentNoMotivation沒有激勵NoConfidence

不自自信NoPerformance無業(yè)績Resignation辭職NoEnjoyment沒有樂趣_"聰明"目標SMARTObjectiveSpecific具體Measurable可衡量Achievable(Controllable)可實現(xiàn)（控制制）Results-Oriented(Output)以結(jié)果為導向向（輸出）Time-Based(Deadline)以時間為基礎(chǔ)礎(chǔ)（限期）SMARTSMARTGoals聰明目標GoalswithoutSMART非聰明目標Increaseturnover

提高營營業(yè)額Trainmoreemployees培培訓更多的的員工GoalswithSMART聰明目標Inthelastquarterof2000Mydepartmentwillincreaseturnoverbyatleast5%overthesameperiodlastyear.

2000年第第四季度，跟跟去年同期相相比，提高營營業(yè)額5%。BytheendofNovember,IwillhavetwoemployeestrainedonhowtousePacificFour.

到十一一底，教會兩兩個員工如何何使用PacificFourSelfManagementandDevelopment自我管理和發(fā)發(fā)展Timemanagement時時間管理Anticipation(Planning)預見CommunicationSelfDevelopmentTeam

DevelopmentTimeDeclaration時間宣言Today,ACatchoftheBusinessWorldIs:當今企業(yè)界膾膾炙人口的一一個口號是：：WorkSmarter,NotHarder!蠻干不如巧干干！TimeIsMoney

時間間就是金錢CommunicationSelfDevelopmentTeam

DevelopmentSourcesofStress時間緊迫的原原因ConceptofTime缺乏時間概念Notenoughdelegation缺乏授權(quán)LackofScheduling缺乏計劃（短短期）LackofPlanning缺乏計劃（長長期）CommunicationSelfDevelopmentTeam

DevelopmentToAnticipateToAnticipateEventsToAnticipatesIs:ToBeCreativeToUseaGoodStrategyToChoosetheRightPromotionattheRightTimeToHaveGoodBusinessSenseToPrepareMyTeamforanActionToAnticipate:MeansWeHaveToForecastNewProjectsCommunicationSelfDevelopmentTeam

Development預見對特殊事件或或活動的預見見預見是指:有創(chuàng)造性運用適當?shù)牟卟呗栽谶m當?shù)臅r間間選擇適當?shù)牡拇黉N方案有良好的商業(yè)意識為我的團隊準準備行動方案案預見是指：必必須對新項目目進行預測CommunicationSelfDevelopmentTeam

Development?Anticipate預見AskYourself:問問你自己：Whatwillbesellingwellinthecomingsixmonths接接下來六個個月，什么單單品會暢銷Whatmightnotbesellingwellinthecomingsixmonths接接下來六六個月，什什么單品應(yīng)應(yīng)該清倉WhatcanI/myteamdotopreparefortheupcomingbusyperiod(bigpromotionevent,festival)?

為即即將到來的的繁忙季節(jié)節(jié)(大型促銷銷活動)，，我和我的團團隊現(xiàn)在能能做些什么么準備工作作WhatmightgowronginmydepartmentandwhatcanIdonowtopreventit?

我的部部門可能會會出現(xiàn)什么么問題，我我如何應(yīng)對對CommunicationSelfDevelopmentTeam

DevelopmentPrioritizing輕重緩急1324Urgent緊急NotUrgent不緊急Important重要NotImportant不重要CommunicationSelfDevelopmentTeam

DevelopmentEffectivePlanningTools有效的計劃劃工具Calendar月歷(每每日,每周周,每月)DailytoDoList每日工作清清單CommunicationSelfDevelopmentTeam

DevelopmentAppointmentCalendar工作月歷Meetings&Events會議和重要要的節(jié)慶活活動、大型型促銷MajorProjects[AllocationofTimeBlock]主要項目〖〖整段時間間的分配〗〗MonthlyappointmentList每月會見計計劃Deadlines期限CommunicationSelfDevelopmentTeam

Development2000Promotionproposalinterviewcandidates14:00-15:00DaysoffFinishTGscheduleforNovemberSalesManagerTrainingDaysoffDaysoffDaysoff促銷報告面試兩位應(yīng)聘人人14:00-15:00休息日完成11月月份的TG安排表課長會議休息日休息日休息日每日工作清清單

DailyToDoListSources來源ImmediateTasks眼下緊迫任任務(wù)CalendarItems月歷項目BasedonDegreeofImportanceinRelationtoOne'sLife/BusinessGoals依據(jù)各人生生活、工作作目標的重重要性程序序CommunicationSelfDevelopmentTeam

DevelopmentDailyToDoList每日工作清清單Prioritized(A,B,C,)按輕重緩急順序進行排排列Sequenced(A1,A2,A3,)對每項工作作內(nèi)容進行行有序的排排列ControlTimefortheDay掌握當天的的時間VisuallyProminent放在顯眼的的位置CrossThroughasCompleteTasks[alsoCrossThroughonMasterTaskList]完成一項任任務(wù)后將其其從清單中中刪除〖同時將其其從所有任任務(wù)清單中中刪除〗ReviewProgressatEndofDay檢查當天任任務(wù)完成的的情況MakePlanforNextDay!制定第二天天的計劃CommunicationSelfDevelopmentTeam

DevelopmentDailytoDoList每日工作清清單Date:

日期：：10/3User使使用人：：WangJunDailytoDoList每日工作清清單Date:

日期：：10/3User使使用人：：WangJunHowToDealWithInterruptions如何處理干干擾DealingwithInterruptions-Strategies處理干擾的的策略PhoneCalls電話訪談Dropper-innersandUnscheduledMeetings來訪者和不不定期的會會議Crisis危機PaperandMessyDesks文稿和雜亂亂的辦公桌桌KeepYourTaskListProminent把任務(wù)清單單放在比較較顯眼的位位置CommunicationSelfDevelopmentTeam

DevelopmentTimeAnalysis時間運用分分析Time用時Results收效20%Paretoll'sEighty-TwentyPrinciple帕特雷80/20原原理(或八八/二分成成法)CommunicationSelfDevelopmentTeam

Development80%80%20%TimeAnalysis時間間運運用用分分析析StudyyourCalendarandDailytoDoListandConsider:研研究究你你的的工工作作月月歷歷和和每每日日工工作作清清單單，，考考慮慮：：Whenisthebesttimetodosomeplanning？？什什么么時時段段最最好好是是用用來來做做一一些些計計劃劃性性的的工工作作？？TGschedule,PromotionEvents,MarketSurvey？？TG計計劃劃表表、、促促銷銷活活動動、、市市場場調(diào)調(diào)查查？？Whenisthebesttimetodosomepaperworksuchaswritingreports？？什什么么時時段段最最好好是是用用來來做做一一些些文文牘牘工工作作，，如如寫寫報報告告？？Whenisthebesttimetomeetwithsuppliers？？什什么么時時段段最最好好是是用用來來跟跟供供應(yīng)應(yīng)商商面面談?wù)?？？Whenisthebesttimetodofinancialwork？？什什么么時時段段最最好好是是用用來來做做財財務(wù)務(wù)性性的的工工作作？？Calculation,Analysis,Checkingfinancialdocuments？？計計算算、、分分析析、、檢檢查查財財務(wù)務(wù)票票據(jù)據(jù)？？Whenisthetimeyouhavetostayinthestore?什什么么時時段段你你必必須須待待在在賣賣場場里里？？ActionPlanning:ABetterWay制定定行行動動計計劃劃：：一一個個更更為為有有效效的的方方法法WhoWillDoWhatbyWhen?誰、、到到何何時時、、做做什什么么？？APlanforMonitoringandReportingProgress制定監(jiān)監(jiān)控和和匯報報進展展情況況的計計劃ActionPlanningWorksheet行動計計劃工工作單單Project項目:____________________________________ Date日期:___________ Pages頁數(shù):______ ActionPlan行動計劃 RiskManagementPlan風險管理計劃Step Who WilldoWhat byWhen PossibleProb. Cont.Action WhoResponsibility.

步驟 實施人員 將做什么 至何時 可能的問題 應(yīng)急措施 實施人員___ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ___________________________ ________ ____________ ____________ ______________ ________ ________________________