督导技能大全培训手册(doc16)(英文(编辑修改稿)

督导技能大全培训手册(doc16)(英文(编辑修改稿)内容摘要：

en the task of picking a new puter system for your sales department. In order to make the best decision, you need information on prices, patibility, software, hardware, and maintenance agreements, among a host of other variables. You choose to delegate the groundwork to Jay, your department‟s resident puter buff. Although you know Jay has the background to find out what you need, you‟re a little concerned that he/she will go overboard and collect much more information than you need, wasting time in the process. 你受命为销售部挑选一种新的电脑系统。 为了做最佳的决定，你需要价格、兼容性、软件、硬件、以及维修保养的合同，以及其它一切的变数。 你准备把基础工作布置给 Jay，尽管你知道 Jay的经历可以帮你找到你的需要，但你还是有点担心他做过了，浪费了许多时间做一些没必要的工作。 Situation 情景 D You‟re way behind schedules on producing the pany‟s 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. EVERYTHING YOU WANT TO KNOW ABOUT SUPERVISION OHP 8 Wele to our Supervisory Skills Workshop! 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. 你在完成公司年度报告时有些滞后。 你知道如果你能从相关部门得到文字处理的内容，你就可以腾出手来做其它的任务。 你决定由 Aaron/Erin来负责统筹其它部门的工作。 你相信他 /她会出色完成任务，为此需要让他们领导其它同事一段时间，但同时你担心会因此造成一些问题。 EXERCISE 练习 3 Objective: to help participants apply the steps of munication they‟ve learned from this video. 目标：帮助学员学以致用录像所 教的沟通步骤。 Instructions指导 : 1. Ask participants to share up to five of the touchiest workrelated munication problems they‟ve encountered or with which they‟ve heard of others dealing. Ask them remember as much as they can about how the situation were handled. 让学员分享五个最棘手他们遇到的同工作有关的沟通问题或者听见别人在处理的沟通问题。 让他们尽力回忆该问题是如何处理的。 2. For those situations that didn‟t work out as well as they could have, discuss what steps in the “munication” section were missed or inappropriately handled. 对于那些没有处理好和可以处理得更好的情况，讨论“沟通”部分缺损或处理不 当的步骤。 3. Now that they know the steps from the video, ask the participants how they would handle the same situation if it happened tomorrow. 现在他们知道了正确步骤，问一问他们今后会如何处理相同的状况。 EXERCISE 练习 4 Objective: to help participants apply the video‟s teaching points on discipline. 目标：帮助学员学以致用录像中有关纪律的要点。 Instructions指导 : 1. Handout copies of Appendix C. If you haven‟t yet hand out the Desk Reminder Cards. 发附录 C。 2. Ask participants to read through the example, keeping in mind the teaching points from the “discipline” section of the video. 让学生阅读例子，记住录像中有关‘纪律’的教学要点。 3. After they‟ve 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. 阅读完后，让他们用几分钟思考一下他们解决纪律问题的方法，并在该页纸的背后做好笔记。 4. Discuss with the participants how they‟d handle this situation. Reinforce what they‟ve learned form the video, and stress any steps they omit. 同学员讨论他们处理案例的方法。 肯定和巩固他们从录像中所学到的内容并强调他们忽略的步骤。 5. Robert Kramer has always been one of the best performers in your department. He‟s highly results oriented and yet is a “team player,” always there when his coworkers need a helping hand. Lately, his performance has slipped. He‟s 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 EVERYTHING YOU WANT TO KNOW ABOUT SUPERVISION OHP 9 Wele to our Supervisory Skills Workshop! 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, that‟s not happening, and today he missed another deadline. 你部门表现最好的员工之一 Robert Kramer是一个追求结果的人，同时也是一个富有‘团队精神’的人，在别人需要时总是能提供协助。 最近，他的表现有所滑坡。 本月他错过了三个最后期限并且他的工作质量也非常地臃肿。 他的最近的一个报告有四个计算错误，并缺了你要求的总结。 两周前当你同他谈他的工作表现时，他做出了一个真诚的保证。 不幸的是承诺并未兑现，今天他又错过了另一个最后期限。 EXERCISE 练习 5 Objective: to help participants identify ways to build a motivational climate for their employees. 目标：帮助学员发掘为员工创造“激励氛围”的途径。 Instructions指导 : 1. Hand out Appendix D. 发放附录 D 2. 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 bee aware of how to build a climate of motivation. 让学员想一个他自己手下的而又缺乏动力的员工。 记住该员工，但不要说出他的名字或具体状况，让他们把下列问题的答案写下来。 这仅仅是找到所有员工自我激励的方法的开始，该练习能帮助所有学员清楚如何去建立一个激励士气的环境。 a. What do you know about the personal/professional goals of this unmotivated employee? 你对这些没有动力的员工的个人 /职业目标所知多少。 b. What does this person enjoy most about his/her job? 这个人最喜欢他工作的哪些部分。 c. What does this person enjoy lease about his/her job? 该员工最不喜欢他工作的那部分。 d. What three things does this person seem excited about when talking about his/her personal time? 当他谈到他的个人时间时有哪三件事让他最激动。 e. What kinds of tasks have this person volunteered to do? With what results? What can this tell you about him/her? 有哪些任务是该员工主动要做的。 结果将是怎么样。 这能给你什么提示呢。 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 openended questions to learn more about them and what encourages them to do the best job they can. 学员会发现有困难回答这些问题。 大部分原因是因为督导有困难创造一种自我激励的氛围。 激励他们和自己的下 属多些接触和相处，以及问一些特殊疑问句来多谢了解他们并发现什么工作最能激励他们。 3. With the answers to the above questions in mind, in what ways have you built or helped to tear down this employee‟s motivation? 在上述问题记在心中，你曾如何建。