企业培训_督导大全培训手册

EVERYTHING YOU ALWAYS WANTED TO KNOWABOUT YOUR SUPERVISION“督导技能大全”培训手册INTRODUCTIONSWhether you are training new supervisors or refreshing the skills of current staff, EVERYTHING YOUVE ALWAYS WANTED TO KNOW ABOUT SUPERVISION can help them become more effective, productive, and results oriented. By developing supervisors sills, it not only helps them meet organizational and personal goals, but also shows them how to create a climate of motivation for those reporting to them.PLANNING YOUR SESSIONAs you know, the most effective training sessions begin with a well-prepared leader. Your knowledge of the topic and familiarity with the video will make the training session more meaningful for the participants and more enjoyable for you. SESSION CHECKLISTTake a few minutes before your session to make sure youve assembled the things you need to run it smoothly.LocationRoom reservedRoom enough to break into small groupsSatisfactory ventilationEnough seatsEnough writing surfacesGood acousticsRelaxed environmentGood view of the screenLit so participants can take notes during videoEquipmentIf recorder:Right format for tape _ VHS _ Beta _ 3/4 inchConnected to monitor or televisionIn working orderPre-tested in viewing roomIf projector:Projector bulb and exciter lamp workFan in working orderEmpty take-up reelSetting at correct angle for video to be on screenExtension cord handy and taped down safelySound system warmed upPre-tested in viewing roomMaterialsTraining leaders guide Video or videoPaper and pens/pencilsSession outlinePhotocopies of necessary materials made and in proper orderPOSSIBLE SESSION OUTLINE1. Discuss your session objectives2. Introduce the video3. Show the video4. Go through the discussion questions5. Do selected exercise6. Hand out desk reminder cards7. Briefly review main points of video8. Close sessionOR1. Discuss your session objectives2. Introduce the video3. Show the video in its entirety4. Rewind video as you explain that youll be reviewing each section of the video separately.5. Show video through the section on organization (Stop video when Diane says, “It is, but by planning what I have to do each day, I can do the work of three people.”)6. Do discussion questions 27. Do exercise 18. Show video through the section on delegation (stop video when Diane says, “You were right about learning how to delegate. I know now my problems are over.”)9. Do discussion questions 3 and 4.10. Do exercise 311. Show video through the section on discipline (stop the video when “The Voice” says, “You handled that very well.” And Diane replies, “Thanks.”)12. Do discussion question 6.13. Do exercise 4.14. Show video through the section on motivation (stop video when Diane says, “That I can arrange.”)15. Do exercise 5.16. Do exercise 6.17. Hand out desk reminder cards.18. Close session.Everything Youve Always Wanted To Know About Supervision 督导技能大全MAIN POINTS 课程重点ORGANIZE:Plan your work and work your plan组织计划你的工作以及工作你的计划1. Write down the six most important things you have to do 记下六件你必须做的重要事情2. Put in priority order 按工作先后顺序排列3. Coordinate with your calendar 同你的计划和工作日历融合协调好DELEGATE:分配任务1. Tell why the job is important 陈诉该工作的重要性2. Define results wanted 阐明期望的结果3. Define authority 规定权限4. Agree on deadline 共同商定完成期限5. Ask for feedback 询问意见和反馈6. Set up controls 建立好控制机制COMMUNICATION: List points to cover plan ahead rehearse沟通列出要覆盖的要点-提前计划-彩排1. Ask open-ended questions 问一些特殊疑问句2. Listen 聆听3. Set goals 设定目标4. Ask for feedback 询问意见和反馈DISCIPLINE:纪律1. Give facts and figures 提供事实和数据2. Get agreement that there is a problem 对问题的客观存在达成共识3. Explain consequences 解释后果4. Help employees find their own solutions 帮助员工找到他们问题的解决办法MOTIVATION: Motivation = the need for激励激励=对下列的需要1. Accomplishment 成就感2. Responsibility 责任感3. Some say in how the job is done 描述完成该工作的方式4. Learning and growth 学习和提高OVERALL MOTIVATOR = THE NEED TO FEEL IMPORTANT整体的激励 = 自我价值体现和自我重要性体现的需要DISCUSSION QUESTIONS 讨论问题1. Of the five supervisory skills brought out in the film, which do you feel is the most important? Which do you find easiest? Why? Which is most difficult? Why? 在录像里的五个督导技能里面，哪一个你觉得最重要？哪一个最容易？为什么？哪一个最难？为什么？2. Most of us know the basics of organizing our work, yet few do it consistently. What usually stops you from “planning your work and working your plan?” What would it take to overcome that obstacle? 我们绝大多数都知道安排组织我们工作的基本知识，但却很少人能持之一恒。到底是什么阻止你“计划好工作并让计划运作的呢？”又有什么能协助你克服这些障碍呢？3. Whats the most successful example of delegation youve had? What made it work so well? Has that good experience encouraged you to delegate other responsibilities? Why or why not? With what results? 举例你最成功的一次分配工作的实例？并分析是什么使它能产生良好的效果的呢？这种成功的经验是否进一步促使你分配其他得责任呢？为什么是或为什么不是？结果又是什么呢？4. What do you feel is the biggest mistake Supervisors make when delegating? Does it lack of definition in results? No deadline? Or does it have to do with the task itself do employees feel theyre forced to do the work their supervisor doesnt want to do? How can these problems be avoided? 你认为上司分配工作最大误区是什么？分配时是否规定了期望的结果？是不是没有最后期限？又或者是否同任务本身有关-员工是否感到他们被安排做一些上司不愿意做的工作？这些问题应如何避免？5. Have there been communication bottlenecks in your department? Which of the communication aspects in the video (planning, asking open-ended questions, listening, setting goals, asking for feedback) were neglected in that situation? After seeing this video, what would you do differently to correct the problem? 在你部门是否有沟通的困难段？录像中沟通的那一部分（计划，提特殊疑问句，聆听，询问反馈和意见）受到了忽视？在看过录像后，你会有什么不同的做法以便纠正该问题？6. Think back to your pre-supervisory days, can you share a positive example of how a boss coached you for a disciplinary problem? What did he or she do to help you change your behavior without making you feel defeated or angry? Did he/she include the steps in the video (give facts and figures, get agreement theres a problem, explain consequences, help employee find his/her own solution?) In what ways did you learn from that example? 回想一下你做督导之前，你的上司是如何处理你的纪律问题的？她/他做了什么来帮助你改变行为模式，而又不让你感觉受到挫伤和变得生气？他/她是否使用了录像中的步骤（提供事实和数据，对问题的客观存在达成共识，阐明后果，带领员工自己找到问题的解决方案？ ）从这个例子中，你学到了哪些方面的知识？7. As a supervisor, when did you first realize that you cant motivate your staff? What did you try and with what results? 作为督导，你什么时候首次意识到你不能激励你的员工？你做了哪些努力，结果如何？8. Its been said that the only way to get employees to motivate themselves is to create a “climate for motivation,” to provide chance for growth and achievement in the work environment. What programs or opportunities are provided in our company/your department that could do that? What are some ways you could set that motivational climate in your department? 有人曾说唯一的让员工自我激励的办法是创造一种“激励的氛围”，既在工作中为员工的成长和成就提供机会？你的单位/或部门有什么样的机会和活动来达到此目的的？你有没有其它一些办法来在你的部门创造这种“激励的氛围”？EXERCISE 练习1Objective: to help participants begin the habit of task organization and to help them learn prioritizing from one another. 目标：帮助学员养成组织安排工作的习惯并帮助他们学会按工作的轻重缓急来安排完成的先后顺序。Instructions指导:1. Read appendix A, “The $25,000 List” to participants. 给学员阅读附录A“25,000英镑的清单”。2. Hand out paper and pens. 发放纸和笔。3. Ask them to list the six most important things they have to accomplish today. 让他们列出六件他们今天必须完成的任务。4. Have them rank those six in priority order and assign each a deadline date or time, whichever is appropriate. 让他们按先后顺序排列工作，并给每一项任务规定最后完成期限或所需完成时间（具体视宜而定）5. Ask for two or three volunteers who are willing to share their ranking with the group. Have each read his or her list and explain the order they assigned the tasks. How did they choose to put them in the order they did? How do the ranking meet organizational or departmental goals? Ask the group if they would have ordered the tasks any differently. 提问两到三个自愿者，让他们同大家分享分享他们的排序方式及原理。以及他们的排序是如何满足酒店或部门的目标的？问其他人是否会排序不同，以及为什么？EXERCISE 练习2Objective: to help participants apply the delegation steps theyve learned from the video.目标：帮助学员学以致用录像中的分配工作技巧Instructions指导:1. Ask the participants to form groups of three. During this role-playing exercise, one participant will act as supervisor, one as employee, and the third, as observer. Give each group a copy of Appendix B, page 12, and assign each one of the following situations. Encourage them to have fun this is a time for relaxed, enjoyable sharing and learning. 让学员三人一组。在这个角色扮演练习中，一个学员做督导，一个做员工，第三个做观察员。给每一组一份附录B的复印件，第12页，并分配下列的每一个案例。鼓励她们开心-这是一个轻松、享受的分享知识和学习时间。2. If you havent already, hand out copies of the desk reminder cards. Ask the “supervisors” to spend ten minutes preparing to delegate the following responsibilities. Let them know they are free to make up whatever information they need to, i.e., deadlines, authority lines, results, etc. 分发课程要点的handout。让督导花十分钟准备分配下列职责。让他们知道他们可以编造任何需要的细节，如最后期限、权限，期望的结果，等等。3. Ask the “employees” to respond to the delegation as they feel the employees in each vignette would. While they should keep in mind the “supervisor” is the boss, they are free to raise any objections they think would likely come up. 让员工按员工的身份相应回应督导的对答。他们应记住督导是老板，他们可以视实际情况提出任何反对意见。4. Ask the participants playing “observers” to watch how the steps from the video are implemented and, when the exercise is over, to report to the whole group how it went. 让扮“观察员”的学员仔细观察录像中的步骤是如何得到实施的并且当练习结束时，负责向整个班解释该角色扮演的进展情况。Situation 情景AYouve just moved your file room across the hall and in the process, the tax records for fiscal years 63 through 68 have gotten very mixed up. You need someone to completely re-file all the information. The one you feel is most qualified for the job, Chris Imbertson, loathes filing. As much as youd like to give it to someone else, you know that Chris experience and work style will get the job done quickly.你刚巧搬迁文件室到对面大厅时，63年度到68年度的税收记录都混在了一起。你需要一个人重新归档这些文件。你感觉最合适做这项工作的人是Chris Imbertson，但碰巧他厌恶文件归档。你正在犹豫是否给别人时，你知道Chris的经验和工作方式会使该工作迅速得到解决。Situation 情景BYouve been put in charge of assembling a training manual for your division. Although you enjoy this kind of work, there arent enough hours in the day to do it, so youve decided to delegate part of the task to Mike/Michelle Callahan. His/her skills in writing and organization will be invaluable, but there is a small problem. Mike/Michelle tends to be overly aggressive, often pushy, when deadlines get close and you know his/her work relationships have suffered in the past because of this abruptness.你被委派负责做你们部门的培训手册。尽管你喜欢这种工作，但是白天的时间不够，所以你想决定布置部分工作给Mike/Michelle Callahan。他/她的写作和组织能力十分宝贵，但有一个小问题。Mike/Michelle太过激进，常常犯急，当期限接近时，你知道她/他的工作关系会由于急躁和言语的失当而变得很紧张。Situation 情景CYouve been given the task of picking a new computer system for your sales department. In order to make the best decision, you need information on prices, compatibility, software, hardware, and maintenance agreements, among a host of other variables. You choose to delegate the groundwork to Jay, your departments resident computer buff. Although you know Jay has the background to find out what you need, youre 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DYoure way behind schedules on producing the companys 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. 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3Objective: to help participants apply the steps of communication theyve 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 work-related communication problems theyve encountered or with which theyve 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 didnt work out as well as they could have, discuss what steps in the “communication” 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4Objective: to help participants apply the videos 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 havent 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 theyve 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 theyd handle this situation. Reinforce what theyve 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. Hes highly results- oriented and yet is a “team player,” always there when his co-workers need a helping hand. Lately, his performance has slipped. Hes 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 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, thats 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5Objective: 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D2. 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 become 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 open-ended 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 employees motivation? 在上述问题记在心中，你曾如何建立和摧毁员工的士气和动力的？4. Either write on the board or on an overhead the four motivators mentioned in the film: 在白板上或投影片上写下录像中的四个激励因数Accomplishment 成就感Responsibility 责任感Discretion 判断力Learning and growth 学习和提高Ask participants, keeping this list and their answers to questions two and three in mind, to write down three things to do that can increase the motivational climate of that employee. Allow adequate time for them finish, perhaps 5 to 10 minutes. 让学员保持住该单，记住问题2和3的答案，写下三件能建立激励员工的氛围的事情。给他们5至10分钟完成。5. Ask them to write the action steps theyll take to bring this about and plan the dates on which they will take them. 让他们建立激励氛围的行动计划并且行动时间。6. Suggest to the participants that they set aside time regularly to think through this information on all of their employees. While it may seem to absorb a lot of time, motivated employees are worth their investment. 建议学员定期花一些时间去思考一下所有下属员工，并过一遍上述问题，尽管花时间不少，但提升员工士气将是十分值得的。EXERCISE 练习6Objective: to help participants learn what motivated them. While they shouldnt assume that what motivates them will motivates others, its helpful to become aware of the influence of what can seem to be neutral factors.目标：帮助员工学会能提升他们士气的因素。同时意识到并非所有能激励他们的因素都可以激励别人，但显然一些中性的因素的影响确是不言而喻的。Instructions指导:1. Hand out copies of Appendix E. 发出附录E。2. Ask participants to select eight items for the list below that they feel inspire them to do their best jobs. Have them put a check mark on the line to the left of those statements. 让学员选择八个最能激励他做好工作的项目。让他们在这些句子的左边画下一个符号。3. Of the eight theyve chosen, have participants rank them in order of importance (most important is “1