中高层经理人员管理培训学员手册.pptVIP

追溯到前面所讲的二十一实际的领导型经理的4个方面,其中一个就是 现在和将来 如何有一个远景和梦想 如何将远景和梦想与现实联系起来 -可在白板上画出: 远景-使命-长期目标-战略-近期目标-关键的少数-措施/行动-衡量工具 并加以解释 远景: 我们每个人的梦 (砖瓦匠的故事) 使命: 我们为什么存在 ? (存在的价值) 长期目标: 3-5年发展目标 战略: 实现长期目标的策略和步骤 近期目标: 一年内的目标 关键的少数: 年内的工作重点 措施/行动: 落实目标的具体方案 衡量工具: 衡量目标的完成情况 提问学员: 在你的目标管理中,有哪些问题你觉得最难解决? 启发提问: 做一名经理难不难?为什么? -将学员回答写在白板上,然后引出学员对培训的期望,并逐条记录 提问: 你认为何谓经理,何谓领导,两者有何区别?(从中发现学员对两者的认识及其学习程度) -Draw three circles on the flipchart,and describe what each circle means: You (in the center of the universe) Organization you work within /Operation system of Your company Environment /Larger global business environment Ask: What changes come to you,from your own,your organization,and your environment? Open Discussion: the role of manager/leader like? (using what general things to describe,write down on the flipchart) Possible response: Manager/Leader as coach,mentor,facilitator,guide, doctor,coordinator, motivator,etc, -Many of those topics we will cover in this program,and explain the management in an art rather than a science. Conclude: This is more than just about you.It spreads to others,anyone you touch either directly or indirectly.Like a stone dropped into a pond,the ripples extend and touch more than the immediate spot. 开放区：说 盲目区：问 隐藏区：先问后说 未知区：集体讨论，头脑风暴法 ASK: 根据以上所谈,如何来判断一个评估好或不好,究竟标准是什么?你有什么看法? 将大家的看法写在 FLIPCHART上 然后SHOW THE ABOVE SLIDE Provide an honest, objective evaluation of employee performance as measured against realistic standards. 根据切合实际的工作标准,对员工表现提供正直,客观的评价 Document evaluation of employee performance with specific examples of behavior and its results. 评估必须以书面形式,且应该有对行为和结果的具体说明. Deliver praise and criticism separately, supporting each with standards-oriented, descriptive statements. 将表扬和批评分开,用统一的标准,描述性的说明意见 No surprises. 不要令人惊讶 Avoid including personal criticism or advice 避免个人化的批评和劝告 ASK: 根据以上所谈,如何来判断一个评估好或不好,究竟标准是什么?你有什么看法? 将大家的看法写在 FLIPCHART上 然后SHOW THE ABOVE SLIDE Provide an honest, objective evaluation of employee performance as measured against reali