外文翻译---个人管理技巧(编辑修改稿)

外文翻译---个人管理技巧(编辑修改稿)内容摘要：

e entire project. The feeling that a person is too inexperienced can be overe by close munications and training. The feeling by project managers that it takes more time to explain the job than to do it themselves often results in the project manager doing the work, at nights or on weekends. Many times a person can do the work quicker than explaining what is needed by others. However, if the work must be repeated on a particular project, or on future projects, it usually is more efficient to explain it to others one time so they are experienced in doing it in the future. Project managers must realize that before telling someone what to do, they must know what needs to be done themselves. A welldefined work plan, as discussed in previous chapters, provides the plan of action to effectively municate job assignments to team members. The acplishment of a project usually involves high costs over an extended period of time with many risks. The fear that a mistake by a person would be too costly is a concern by every project manager. Because of this fear, a project manager may be reluctant to assign the work to others and end up doing the work himself or herself. The problem is the lack of confidence in others and the fear that they don39。 t have sufficient judgment to handle the situation if a problem arises. The excuse that is often given is If you want it done right, you must do it yourself. However, a good control system will help ensure that work is done right. Fear of taking a chance can prevent finding hidden ability. Because everyone appears busy, a manager may be reluctant to assign work because of the feeling that others don39。 t have time for additional assignments. This situation often arises when the work to be done requires the expertise that can only be performed by a small number of individuals. A system must be developed to ensure that people who are involved in the project are using their time efficiently. This is best acplished by developing a welldefined project schedule at the beginning of the project, with participation and input from each person who will be involved. There is always enough time to do what is required. Another plaint of some project managers is that people avoid accepting responsibility. People will avoid accepting responsibility if they fear unjust criticism if they make a mistake or feel they will receive inadequate recognition of their work. A manager must develop a project control system that protects a project from major mistakes that are catastrophic, yet tolerates minor mistakes that are people simply find it easier to ask the manager than to decide themselves because some managers want to make all the decisions. A project manager must clearly define the work required because people tend to achieve what is expected of them. ASSIGNMENT OF WORK Project management involves coordinating the work rather than doing the work。 therefore the project manager delegates the work to members of the project team. Assigning work to another person delegates authority and responsibility to that person to acplish the work and to make decisions that may be necessary. However, delegating authority, responsibility, and decision making does not necessarily cause the project manager to relinquish control. A project manager may define different levels of delegation, such as plete the work and provide the results, propose the work to be performed and inform before proceeding, or perform part of the work and submit for review and involves assignment of work to the right person with a clear explanation of what is expected and when it must be pleted. Because misrnunication is a mon problem in project management, one must be certain that the other person understands what has been assigned. A project manager must give each person on the team an opportunity to do the job the way he or she wants to do it. A project manager should be reasonable in his or her expectations. If an assignment is not reasonably achievable, the person who is assigned to do the task usually will recognize this fact and resist pressure and responsibility. The best way to evaluate the reality of achieving an assigned task is to work with the person to obtain his or her assistance in defining the work that is required to achieve the final end result. During the course of acplishing work, many obstacles arise. A project manager must be accessible to explain things that may not be clearly understood and to make any adjustments that may be necessary. In short, the project manager must also be available when he or she is needed. Periodic team meetings are needed to keep the work flowing in a wellidentified manner so that all concerned can work as a unit. An effective project manager must lead the project team and reinforce the confidence of individuals. Trust must be shown in their capability, intelligence, and judgment. The leader of any group must occasionally check with members to see what is going on and how they are doing. This builds confidence and respect among the team members, who in turn will strive to acplish quality work. A project manager must recognize and reward successful and outstanding performance. People relish this recognition and are entitled to it. Likewise, a manager should hold an employee responsible for unacceptable work, show why the work is unacceptable, where mistakes were made, determine how to improve the work and identify ways of preventing future problems. Many project managers are assertive with a tendency to rush in and take over. Although each person must develop their own style of management, he or she must be cautious of overreacting to situations. With the right attitude and working relationship, problems can be changed to solutions in due time. MOTIVATION Experienced managers readily agree that there are all。