领导力讲义ppt课件

1、CREATIVE LEADERSHIP创新指点力PRESENTER 主讲人Professor: J. N. Matteis 朱利斯.尼克.马特斯(Ma Li Ke 马力克)Time:July 11WHAT IS LEADERSHIP?什么是指点力NARROW VIEW狭义观念A POSITION OF POWER AND AUTHORITY (President, GM, CEO)处于权益和权威的位置总裁，通用电器公司，首席执行官THE ACTIONS OF A PERSON IN CHARGE OF A COMPANY公司担任人采取的一系列行动BROADER VIEW广义观念LEADERSH

2、IP IS A PROCESS OF INFLUENCING OTHERS TO REACH ORGANIZATIONAL GOALS指点力是影响他人到达组织目的的过程GETTING RESULTS THROUGH PEOPLE经过人来到达结果POSITIVE INFLUENCE 积极的影响AN INVITATION TO GREATNESS 走向伟大A ROLE WE ALL CAN PLAY 我们都可以当指点FUNDAMENTALS OF LEADERSHIP指点力的本质1. POWER 权 利2. UNDERSTANDING PEOPLE 了解他人3. INSPIRING FOLLOWE

3、RS 鼓舞跟随者4. ADOPTING A FLEXIBLE STYLE 采取灵敏的风格EFFECTIVE LEADERSHIP 1有效指点 1DEVELOPING YOURSELF开发本人BECOME MORE SENSITIVE更加敏锐BECOME MORE CREATIVE更加有发明力REDUCE TIME WASTERS THROUGH DELEGATION经过委托减少时间浪费DEVELOP ORGANIZATIONAL SKILLS开发组织技巧DEVELOP EFFECTIVE COMMUNICATION SKILLS开发有效沟通技巧LEARN MORE, READ MORE, LI

4、STEN MORE学更多，读更多，听更多EFFECTIVE LEADERSHIP 1有效指点 1 DEVELOPING YOUR SUBORDINATES 开发他的下属AT WORK任务中THROUGH COURSES, WORKSHOPS经过课程、研讨会AT HOME在家里ELEMENTS OF LEADERSHIP指点元素1. TAKING CHARGE 担担任任2. STRATEGIC VISIONING 战略远见3. COMMUNICATION AND TEAMWORK 沟通和团队协作4. WORKING WITH INTEGRITY 诚信任务TO LEAD IS TO SERVE指点

5、就是效力LEADERSHIP DEVELOPMENT指点力的开发READ BUSINESS BOOKS (GI=GO)阅读商业书籍LISTEN AND OBSERVE倾听和察看KEEP A JOURNAL TO REFLECT ON YOUR EXPERIENCES反思他的阅历，用日记记录下来STUDY (ALONE, WORKSHOPS, COURSES) 学习单独，讲习班，培训班 GET HELP FROM A MENTOR(BECOME ONE)从恩师处得到协助(成为一员)HELP FROM A COACH (Become One)从教练处得到协助(成为一员)GET FEEDBACK 获

6、得反响DELEGATE ROUTINE TASKS 委托日常义务PRACTICE DIFFERENT STYLES 练习不同风格TAKE ON MORE CHALLENGING TASKS (Apprenticeship Model)承当更多有挑战性的义务 学徒模型BUT I AM DONT WANT TO LEAD MY COMPANY但是我不想指点公司I LIKE MY CURRENT JOB!我喜欢如今的任务YOU DONT NEED A TITLE TO BE A LEADER (M. Sanborn)作为指点他不需求头衔M. 桑柏恩THE UNTITLED LEADERS 无名领袖L

7、EADERSHIP WITH A SMALL 指点一个小“ 我 CLERKS, ACCOUNTANTS, MANAGERS, SALESPEOPLE, ASSISTANTS, ETC. 文员、会计、经理、营销员、助理等SMALL THINGS WE CAN DO TO POSITIVELY 可以积极地做小事情ANYONE, ANYWHERE, EVERY DAY, CAN MAKE 任何人、任何地点、每一天、可以做事LEADERSHIP FOR EVERYONE(Peter J. Dean)做每个人的指点彼得j.院长Many organizational structures are lean

8、. 许多组织构造是有偏向的。 Businesses need self-directed, responsible workers who are willing to take charge, express insights, come up with creative ideas, share positive intentions 企业需求自我导向，有责任的工人，他们情愿担任，表达见解，产生有创意的想法，分享积极意向 Anyone can be an influencer, a role model, a mentor regardless of title or position.不

9、论头衔或位置，任何人都可以成为有影响力的人，一个好典范，一个导师Every interaction with others is an opportunity与他人的每一次互动都是一个时机EVERYDAY LEADERS指点人的每一天People who show responsibility in their sphere of influence人们在其权利范围表现他的责任People who believe that everyone has remarkable potential that should be tappe每个人都有宏大的潜力可以发掘People who seize t

10、he opportunity in every interaction to lead, guide, support指点、指引、支持人们在每一次互动中抓住机遇People who care enough 给人足够的关怀GOOD TO GREAT (JIM COLLINS)吉姆柯林斯LEVEL 5 LEADER (Humility + Will) 第5级指点谦逊+意志LEVEL 4 - EFFECTIVE LEADER 第4级有效指点LEVEL 3 COMPETENT MANAGER 第3级 胜任的经理LEVEL 2 CONTRIBUTING TEAM MEMBER 第2级 有奉献的团队成员L

11、EVEL 1 HIGHLY CAPABLE INDIVIDUAL 第1级 很有才干的个人 WHAT MANAGERS DO经理人做什么COMMUNICATE 沟通PUT OUT FIRES 救火灾GET THE JOB DONE 完美地完成任务MANAGE HUMAN RESOURCES 力资源管理MANAGE THE DETAILS 管理细那么NETWORK 网 络DIRECT, CONTROL, LEAD, COACH 指点，控制，指点，教练 WHAT LEADERS DO指点做什么TAKE CHARGE OF THE ORGANIZATION肩负组织的责任LEAD THROUGH REL

12、ATIONSHIPS经过关系指点PAY CLOSE ATTENTION TO THEIR PEOPLE亲密关注员工MAKE STRATEGIC DECISIONS做出战略决策BEHAVE ETHICALLY 遵守品德DEMONSTRATE DIPLOMACY / TACT展现外交/机智GET 360 DEGREE FEEDBACK获得360度反响ASSUME RESPONSIBILITY 获得360度反响INFLUENCE OTHERS TO FOLLOW影响他人跟随GUIDE OTHERS TO SUCCESS引导他人胜利CONTRASTS 对 比MANAGERS 经理人FOCUS ON T

13、ASKS 聚焦义务ADMINISTER 管理STABILITY 稳定RULES/CONTROL 规那么/控制ASK HOW, WHEN 讯问如何、何时SHORT-RANGE 近程DO THINGS RIGHT 做正确的事LEADERS 指点FOCUS ON PEOPLE 以人为本DEV. A VISION 开展和愿景INNOVATE, CHANGE 创新、改动VALUES/TRUST 价值/信任ASK WHAT, WHY 讯问什么、为什么LONG-RANGE 远 程DO RIGHT THINGS做正确的事 THE GALLUP SURVEY盖勒普调查RESULTS OF A 29 YEAR S

14、URVEY OF SUCCESSFUL MANAGERS对胜利经理们进展29年调查的结果FINDINGS CONDENSED INTO 12 QUESTIONS调查结果被浓缩为12个问题QUESTIONS APPLY TO MANAGERS, LEADERS AND THEIR WORKERS针对经理人、指点人及其员工设计问题PRAISE AND RECOGNITION ARE POWERFUL FORCES赞誉和认可是强大的力量FINDINGS POINT TO NEEDS AND FEELINGS OF EMPLOYEES调查结果指向员工的需求和感受WORKPLACE REVOLUTION

15、任务场所的革命No life-time employment 没有终生就业End of corporate responsibility 公司责任终了Beginning of individual responsibility 个人责任开场Job can change 4 -5 times 任务可以变换4 -5次Need to learn more, add value to what we can bring to the NEXT employer 需求了解更多我们可以带给未来雇主的附加值Pressure to re-invent yourself重新设计本人的压力Need to tap

16、pool of women需求开发女性员工ORGANIZATIONS HAVE CHANGED组织曾经变化FEWER LEVELS IN ORGANIZATIONS组织中的级别少了LESS BUREAUCRATIC官僚作风减少MORE DECENTRALIZED权益更加分散EXPECTATION THAT ALL LEVELS WILL LEAD AND MANAGE各级期望指点和管理PERFORMANCE DATA WIDELY AVAILABLE性能数据广泛得到利用CUSTOMER FOCUSED以客户为中心TRAINING AVAILABLE TO ALL对一切员工的培训NEW WORK

17、FORCE新的劳动力MORE INDEPENDENT 更独立MORE SELF-RELIENT 自我更加平和MORE FOCUS ON LIFE ISSUES 更专注于生活问题MORE CREATIVE 更具创意 EXPECT RECOGNITION 期望得到认可EXPECT CHANGING 期望改动VERY DEMANDING 企图心强 SUCCESSFUL COMPANIES OF THE 21ST CENTURY 21世纪的胜利公司LEARNING ORGANIZATIONS 学习型组织NEW PARTNERSHIPS 新的同伴关系SEEK STRATEGIC ADVANTAGES 寻

18、求战略优势FOREVER CHANGING 永远改动COACHING NEW LEADERS 辅导新一届指点人SEEING OPPORTUNITIES 看到时机FOCUS ON SUSTAINABILITY 注重可继续性FOCUS ON QUALITY OF LIFE ISSUES 注重生活质量问题LEADERSHIP CHANGES指点变革Command and Control . Obsolete命令和控制过时Leadership from on high Obsolete从上至下的指点过时New Leadership needs new skill sets新的指点需求新的技艺组合Imp

19、rovisation/Inspiration/Cooperation即兴/鼓励/协作Leadership attributes of Women fit well女性指点特质很适宜Cultivate great talent in employees培育员工宏大才干Not just Continuous Improvement, but 不仅是继续改良，而是 Need to Inspire, Liberate and Achieve需求鼓舞，释放和完成Playing leadership roles at all levels在一切层级上都有指点角色LEADERSHIP ROLES 指点者的角

20、色The Leader as Visionary 指点者有远见The Leader as Problem Solver 指点人是问题处理者The Leader as Team Builder 指点是团队建立者The Leader as Manager 指点者是经理人The Leader as Communicator 指点人是传播者The Leaders as Power Distributor 指点人是有力的分销商The Leader as Liaison 指点者联络人The Leader as Planner 指点者是规划师The Leader as Teacher or Coach 指点

21、者是教师或教练 FATAL FLAWS 致命缺陷INABILITY TO LEARN FROM MISTAKES 无法从错误中学习POOR RELATIONSHIP BUILDING SKILLS (Aloof, Uncooperative) 建立关系的技巧贫乏超然，不协作 LACK OF OPENNESS TO NEW IDEAS 面对新思绪缺乏开放性LACK OF ACCOUNTABILITY 缺乏责任LACK OF INITIATIVE 缺乏自动性BEING PERCEIVED AS INEFFECTIVE 被视为无效ACTING IRRESPONSIBLY 行动不担任任COMMUNIC

22、ATION MODEL通讯模型MESSAGE, ENCODED 信息编码SENDER - RECEIVER 寄件人-接纳机FILTERS, DECODED 过滤器，解码NOISE BARRIERS- INTERFERENCE 噪音-屏障-干扰FEEDBACK (FEED-FORWARD) 反响-前馈 EFFECTIVE COMMUNICATION 有效沟通TIPS: K.I.S.S. 要诀WHAT MAKES PEOPLE WANT TO WORK?什么使得员工想要任务？MONEY/BENEFITS金钱或利益EXPERIENCE HAPPINESS体验幸福ACHIEVEMENT成就RECOGN

23、ITION认可INCREASE IN RESPONSIBILITY添加责任GROWTH AT WORK任务中生长CHALLENGING WORK有挑战性的任务POSSIBILITY OF ADVANCEMENT提高的能够MASLOW马斯洛HIERARCHY OF NEEDS 需求层次SAFETYPHYSIOLOGICAL NEEDSBENEFITS OF RECOGNITION识别的益处Attract and develop more talent 吸引和开发更多人才Increase in productivity 提高消费率Increase in profitability 添加盈利Redu

24、ce turnover (20-30% down to 4%) 减少周转率 20-30 下降到4 Increase in worker job satisfaction 添加工人的任务称心度Establishes trust 建立信任Can further the organizational goals 可以推进组织目的PERSPECTIVE 透 视THEORY “X “ X 实际Average person dislikes work 普通人不喜欢任务A. P. has little ambition, avoids responsibility 普通人没有多少野心，逃避责任THEORY

25、“Y Y 实际Work is as natural as play 任务与玩乐一样自然Many have capacity for creativity, problem solving, imagination很多人有发明力，处理问题的才干和想象力KINDS OF POWER 权益的种类REWARD 奖 赏COERSIVE 专 制EXPERT 专 家REFERENT 参 考PERSUASIVE 压服力CHARISMATIC 个人魅力EMPOWERMENT 赋予权益EMPLOYEES IN CHARGE OF ACTIONS AND DECISIONS 担任雇员的行动和决议REMOVING 清

26、 除EFFECTS 影 响 LESS COMMAND少些指挥MORE COMMUNICATION 多些沟通FEELING OF BEING IN CONTROL 觉得被控制MORE CONTRIBUTION ENCOURAGED 鼓励多些奉献ABUSE OF POWER 滥用权益HARASSMENT AT WORK 骚扰任务SEXUAL HARASSMENT 性骚扰“DICTATORS AT WORK 任务中的 独裁者 THEORIES OF LEADERSHIP指点实际TRAIT THEORIES 特质实际BEHAVIOR THEORIES 行为实际CONTINGENCY THEORIES

27、权变实际MOST DESIRABLE CHARACTERISTICS OF LEADERS 最可取的领袖特性Honest 老实Competent 有才干Forward-looking 前瞻性Inspiring 鼓舞人心Intelligent 智慧Fair-minded 公正Broad-minded 宽阔的胸襟Supportive 支持Straightforward 直截了当Dependable 可靠 Cooperative 协作Determined 坚决Imaginative 想象力Ambitious 雄心勃勃Courageous 英勇Caring 爱心Mature 成熟Loyal 忠实Sel

28、f-controlled 自我控制Independent独立BEHAVIORAL THEORIES 行为实际FOCUS ON WHAT LEADERS DO 专门研讨指点做什么ADAPTING TO RIGHT KIND OF BEHAVIOR 顺应恰当的行为URGENCY OF PEARL HARBOR 珍珠港之急迫WEST POINT TEACHING LEADERSHIP 西点讲授指点课程EFFECTIVE AND INEFFECTIVE LEADERS 有效和无效指点EARLY STUDIES早期研讨AUTOCRATIC STYLE IMPACT 独裁型指点影响GREATER ABSE

29、NTEEISM更高矿工率GREATER TURNOVER更高营业额MORE GRIEVENCES更多监工NOT HIGHLY PRODUCTIVE消费率不太高UNHAPPY WORKERS不高兴的员工SUPPORTIVE STYLE IMPACT 支持型指点影响MANAGERIAL/LEADERSHIP GRID管理/指点坐标CONTINGENCIESLIFE-CYCLE THEORY生命周期实际WORKER MATURITY工人成熟度PSYCHOLOGICAL MATURITY 心思成熟度度 persistent, independent, 继续的，独立的， WORK RELATED MAT

30、URITY 与任务相关的成熟度 previous experience, current knowledge 以往的阅历，目前的知识，-FIEDLER 费德勒 BASIC THEORY 根本实际EVERY STYLE IS GOOD IF. 每种风格都是好的，只需.SUCCESSFUL LEADERSHIP DEPENDS 胜利的指点风格视情况而定HIGH LPC/LOW LPC 高级LPC/低级 LPCOTHER STYLES其他风格DEMOCRATIC STYLE 民主风格PACE SETTING STYLE 设定步伐风格COERSIVE STYLE 高压风格AFFILIATIVE STY

31、LE 加盟风格DIRECTIVE STYLE 指令式风格AUTHORITATIVE 权威风格COACHING 教 练SUPPORTIVE 支 持PATH GOAL THEORY 途径-目的实际 MAIN FUNCTION OF LEADERS 指点的主要作用 to clarify and set goals, to remove obstacles, to help find the best path, to remove stress, to respect, encourage and support workers 阐明并设定目的，排除妨碍，协助寻觅最正确途径，消除压力，尊重、鼓励和支

32、持员工BASED ON EXPECTANCY THEORY 基于期望实际LEADERSHIP STYLES 指点风格TRANSACTIONAL THEORY买卖实际PROCESS OF GUIDING & MOTIVATING 在过程中指点与推进BY APPEALING TO EMPLOYEES SELF-INTEREST 呼吁员工的自我利益AS IN A BUSINESS TRANSACTION 当作一项商业买卖BY OFFERING SOMETHING IN EXCHANGE 在交流中提供一些东西BY RECOGNIZING WHAT WORKERS DESIRE FROM WORK 认识

33、到工人在任务有什么愿望LINKING JOB PERFORMANCE TO VALUED REWARDS 将任务绩效与评价的结果联络起来 AN APPEALING VISION OF A MORE DESIRABLE FUTURE BECOMES THE CATALYST FOR INSPIRING ALL TO WORK HARD TO REACH A COMMON GOAL 描画更合意未来的有吸引力的愿景是鼓舞一切人为共同目的斗争的强心剂 LEADERS CAN EXCITE AND INSPIRE WORKERS TO PUT OUT MORE EFFORT TO REACH GROUP

34、 GOALS 指点经过鼓励鼓舞员工，使他们做出更多努力到达组织目的VISION OFTEN RESULTS FROM COLLECTIVE PROCESS OF PARTICIPATION AND CONSULTATION 愿景通常是集体参与和磋商过程的产物WORKERS ARE INSPIRED TO TRANSCEND THEIR OWN SELF-INTERESTS FOR THE GOOD OF THE ORGANIZATION 员工遭到鼓励，将本身利益转变为组织利益BELIEFS, VALUES AND BEHAVORS ARE TRANSFORMED 被变革的利益，价值及行为LEA

35、DERS AND FOLLOWERS RAISE EACH OTHER TO HIGHER LEVELS OF MORALITY AND MOTIVATION 领袖和跟随者相互提高品德和动机以到达更高水准INTELLECTUAL STIMULATION (achievement, growth, development build commitment to the Vision) 智力鼓励(成就，生长，开发，对愿景的承诺)TRANSFORMATIONAL THEORY变革实际 CHARISMATIC LEADERSHIP 魅力指点 A MAGNETIC PERSONALITY 有吸引力的人格

36、AN INSPIRED ORATOR 有灵感的演讲者A VISIONARY WHO CAPTURES THE MOOD OF THE MOMEN 抓住眼前气氛的预言家SELF-CONFIDENT, APPEAL TO HIGHER VALUES, ARTICULATE 自信，追求更高价值观，说话明晰 MODEL DESIRED BEHAVIOR 理想行为的楷模 WILLING TO TAKE RISKS FOR VISION 乐于承当愿景的风险IMPACT OF CHARISMATIC LEADERS有魅力指点人的影响Usually positive impact, but can becom

37、e a liability 通常是正面的影响，但可以成为法律责任Charismatic leadership qualities of the CEO result in 15 25% higher profitability 行政总裁的指点魅力，结果在15 -2 5 ，有更高的盈利才干People working for such leaders exert more effort, have higher loyalty, generate more ideas, and feel greater job satisfaction 人们为这些指点人任务会作出更大的努力、有更高的忠实度，产生

38、更多的创意，并感遭到更大的任务满足感Charismatic leaders 有魅力的指点人 DISPERSED LEADERSHIP 分散指点NEED TO DEVELOP LEADERSHIP SKILLS AT ALL LEVELS需求在各级开发指点技艺TEAM LEADERSHIP WORKS WELL团队指点运作良好ENCOURAGE SELF-MANAGEMENT 鼓励自我管理NEED TO LEAD OTHERS TO LEAD THEMSELVES要引导他人指点本人TEACHING AND COACHING ARE PART OF EVERY LEADERS JOB教授与辅导是每

39、一个指点者的任务部份AUTONOMOUS GROUPS 自治团队HIGHLY TRAINED TEAMS 训练有素的队伍TEAM LEADERS GIVE GUIDANCE 团队指点给予指点GROUP MEMBERS FIND OWN ANSWERS 团队成员找到本人的答案LEADERS DONT ISSUE ORDERS NOR MAKE DECISIONS FOR THE GROUP 指点人既不对团队发出命令也不能作出决议EMPOWERMENT 授 权 A PHILOSOPY OF MANAGEMENT 一个管理哲学THEORY “Y PERSPECTIVE Y 型实际的透视GIVING

40、MORE RESPONSIBILITY AND DECISION-MAKING AUTHORITY赋予更大的责任和决策权REMOVING OBSTACLES 消除妨碍ORGANIZATIONAL SUPPORT AND STRUCTURE ARE VITAL 组织上的支持和构造是至关重要SEEN AS THREAT BY INSECURE MANAGERS不可靠的经理人被以为是要挟LEADERS CAN BE DERAILED指点人能够出轨INVOLUNTARY DEPARTURE 自愿出轨FATAL FLAWS 致命的缺陷BEYOND ONES CONTROL 超出本人的控制BECOMING

41、 MORE EFFECTIVE 变得更有效1. BUILD UP YOUR STRENGTHS 建立他的优势 If only 1 Strength - 34% 假设只需1个优势 34% 3 Strengths 3个优势 5 Strengths 5个优势 BECOMING MORE EFFECTIVE 变得更有效2. FOCUS ON RESULTS 着重于结果3. SEEK HONEST FEEDBACK (IMPROVE) 寻求老实的反响改善4. STAY CURRENT IN YOUR FIELD 留在本人目前任务的领域5. COMMUNICATE EFFECTIVELY 有效沟通6. L

42、EAD ORGANIZATIONAL CHANGES 指点组织变革7. BE CREATIVE AND INNOVATIVE 发明和创新8. TEACH AND COACH OTHERS 教授和辅导他人9. FIX FATAL FLAWS 修复致命的缺陷10. HAVE A STRONG MENTOR 有一个强有力的导师或教练 WOMEN LEADERS 女性指点GENDER DIFFERENCES 性别差别NEGLECTED SOURCE OF TALENT 被忽视的人才资源STRENGTHS MATCH NEEDS OF NEW ECONOMY 其优点符合新经济的需求GLASS CEILI

43、NG 玻璃天花板AMERICAS COMPETITIVE SECRET 美国的竞争力NATURAL TALENTS OF WOMEN妇女的天赋才干TALENT WITH WORDS 文字才干EMOTIONAL SENSITIVITY 敏感的心情GIFT FOR NETWORKING, NEGOTIATING网络和谈判才干COMFORTABLE SHARING INFORMATION温馨的共享信息CAPACITY TO READ NON VERBAL CUES 阅读非文字暗示的才干PATIENT AND SYMPATHETIC耐性和同情 心GOOD AT MULTITASKING擅长多种义务PR

44、EFERENCE FOR CO-OPERATING 偏爱协作运营HONOR INTUITION AND RATIONALITY 有敏锐的直觉和理性 FACTORS FOR SUCCESS FOR WOMEN妇女胜利的要素HELP FROM A MENTOR 从恩师那里得到协助GOOD TRACK RECORD 纪录良好STRONG DESIRE TO SUCCEED 剧烈的胜利愿望ABILITY TO MANAGE OTHERS 管理他人的才干WILLINGNESS TO TAKE CAREER RISKS 情愿承当职业风险ABILITY TO BE TOUGH, DECISIVE, DEMA

45、NDING 强硬、果断、要求的才干GENDER DISCRIMINATION性别歧视 MEN OFTEN DISCRIMINATE AGAINST WOMEN THROUGH 男性通常以下面方式歧视女性：Biased hiring practices有偏见的雇佣规那么Decisions about who gets sent for training选派谁接受培训的决议What duties are assigned分配的怎样职责How much women get paid得到的薪水多少Decisions about promotions提升的决议Fear that women will d

46、rop out of high positions to raise a family担忧女性会从高层辞职照顾家庭REDRESSING THE IMBALANCE 纠正失衡 (Morrison: Breaking The Glass Ceiling莫里森：突破玻璃屋顶EQUAL OPPORTUNITY 时机均等LOBBYING FOR BALANCE 游说平衡FLEXITIME 灵 活DAY CARE 日间护理WORK AT HOME 在家任务MENTORING 导 师SENSITZING WORK PLACE 任务地点ARE LEADERS NECESSARY 指点必具Guide/lead

47、the organization 指引/指点组织Help it grow and prosper 协助它生长与昌盛Help sustain it 协助维持它Understand and interpret trends 了解和解释趋势Nourish and develop talent 培育和开发人才SUBSTITUTES FOR LEADERS指点人的替代者HIGHLY EDUCATED PROFESSIONALS 受过资深教育的专业人才HIGHLY TRAINED STAFF WITH CLEARLY DEFINED TASKS 清楚界定义务训练有素的任务人员HIGHLY TRAINED TEAMS 训练有素的队伍LEADERS MA