unit-8-team-building市公开课一等奖省赛课微课金奖课件

Chapter8TeamBuilding0ManagingPeople/Pulse1/53Managingpeople

---HumanresourcestaskLeadershipandteambuildingConflictsresolvingCommunicationandactivelisteningMotivationinorganization1ManagingPeople/Pulse2/53LeadershipandTeamBuilding

领导力与团体建设“It’simpossibletoleadpeoplewhodon’ttrustyou.”“不可能领导对你不信任人.”“Nomatterwhataleaderdoes,iffollowersdon’trespond,thentheleaderfails.”“不论领导怎样做,只要跟随者不予回应,那么,这个领导就是失败. -StephenRobbins2ManagingPeople/Pulse3/53Leadershipistheartof领导力是一个艺术,即:Gettingmorefrompeoplethantheythinktheyarecapableof.获取更多超越人们认识自己能力之外东西.Influencingpeopletostrivewillinglytoachieveacommongoal.影响人们自愿地努力达成共同目标.Inspiringloyalty,trust,commitmentandrespect.勉励忠诚,信任,承诺与尊重.Gettingthingsdonewithexpectedresults.到达预期结果.3ManagingPeople/Pulse4/53 ManagerversusLeader

经理与领袖

Managementisseenasaprocessconcernedwithachievinggoals,whereasleadershipismoreaboutinspiringpeopletoachievethegoals.

管理是伴随达成目标一个过程,而领导力则更多地是激发人们去达成目标.Managerfocus:经理重点

Planningandbudgeting计划与预算Organizing组织Staffing人员配置Controllingandproblemsolving控制与处理问题Leaderfocus:领导重点:Establishingvision,providingdirection.建立远景,提供方向Influencingandaligningpeopletothatdirection.影响与确保人们沿着所定方向行事Motivatingandinspiringthem.激励4ManagingPeople/Pulse5/53ManagerversusLeader

经理与领导Managers经理

Dothethingsright把事情做对Giveorders下达指令Implementplans实施计划Organizework组织工作ManagingIndividuals管理个人Leaders:领导Dotherightright做正确事Generateideas激发意见Empowerpeople授权Coachteams训练团体DevelopPeople人员开发5ManagingPeople/Pulse6/53LeadershipQualities

领导素质Vision远景

Competence能力Persistence毅力Communicatingandactivelistening沟通与主动地倾听Self-confidence自信Charisma个人魅力Integrity老实Striveforexcellence追求卓越Maintainteamspirit;concernforothers维持团体精神;关心他人Continuouslearninganddevelopingoneself连续学习与提升自我6ManagingPeople/Pulse7/53Typesofleadership

byNadlerandTushman

领导力类型摘自NadlerandTushmanCharismaticLeader魅力型领袖Projectapowerful,confidentanddynamicpresence.表现得强有力,自信,充满活力.Possessaspecialqualitythatenablehimtomobilizeactivities.拥有很强煽动力.Articulatewithacompellingvision.对事物含有深刻洞察力.Demonstratepersonalexcitement表达本身激情Expresspersonalsupportandempathyduringachangeprocess.当事物出现改变时,表现出支持与同情.7ManagingPeople/Pulse8/53InstrumentalLeader实施型领导Focusonbuildingcompetentteams致力于建立有竞争力团体Clarifyrequiredbehaviors采取必要行动Putinperformancemeasurement纳入行为度量标准Administerrewardsandpunishmentstomotivatedesiredbehavior.经过奖励与处罚激励好行为.Areyouacharismaticorinstrumentalleader?你是魅力型领导还是实施型领导呢?Typesofleadership

byNadlerandTushman

领导力类型摘自NadlerandTushman8ManagingPeople/Pulse9/53TeamBuilding

团体建立Definition定义Teamisagroupofpeoplewhoperceivesthemselvestobemutuallydependentandaccountableinachievingacommongoal.团体指是相互依赖,相互负责,为共同目标努力一组人.Buildingteamsislikeputtingtogetherapuzzle.团体建设就像是搭积木.9ManagingPeople/Pulse10/53WeAreaPartofManyTeams我们是众多团体中一部分FormalTeams正式团体Departmentsandotherdefinedgroups部门与其它所定义组InformalTeams非正式团体Workingwithsomeoneonaproject与某人致力于一个项目Participatingonashort-termtaskforce短期参加一项任务Collaboratingacrossdepartmentlines跨部门合作Workingwithcustomersandvendors与客户及供给商一起工作Wemaymoveinandoutofmanydifferent“teams”onanygivenworkday.我们天天都在许多不一样“团体”中进进出出.TeamBuilding团体建设10ManagingPeople/Pulse11/53Benefitsofteamstoanorganization

团体对于组织好处Teamoutputusuallyexceedsindividualoutput:createpositivesynergy.团体结果往往超出个人结果:产生主动协同作用.Teammemberscanhavedifferentexpertisetosolveproblemsmoreeffectively.团体组员中有不一样教授会愈加有效地处理问题.Creativeideascanbestimulatedandgenerated.创造性思想能够得到激发与产生.Teampromoteorganizationallearninginaworksetting.团体能够在工作中促进组织学习.Teammemberscanbe“ambassadors”fororganizationalchange.团体组员能够在组织发生改变时充当“大使”作用.11ManagingPeople/Pulse12/53TeamMembers’Roles

团体组员角色1.Encourager:Friendly,diplomaticandresponsivetoothersinthegroup.勉励者:对组内人要友好,进行交际,并做出响应.2.Clarifier:Restatesproblemsandsolutions,summarizespointafterdiscussion.澄清事实者:重申问题与处理方案,讨论后做出总结.3.Harmonizer:Agreeswiththerestofthegroupandbringsoppositeviewstogether.协调者:认同组内其它人员,将不一样观点统一起来.4.IdeaGenerator:Spontaneousandcreative;unconventionalthinker.激发思想者:自发而有创造性;打破传统.5.Ignitionkey（点火开关）:Practicalorganizer;Playsaleadershiproleingroupaction.驱动者:切实组织者;在组织行动中担当领导角色.12ManagingPeople/Pulse13/536.Standardsetter:Uncompromisinginupholdingthegroup’svaluesandgoals.标准维护者:坚持组织价值与目标时永不妥协.7.Detailspecialist:Considersthefactsandimplicationofaproblemevenminorissues.细节教授:考虑事实与问题,哪怕是很小一些事情影响.Questions:问题:Whichroleisyourpreferredteamrole(s)?你所观赏团体职责是什么?Considerthemembersofyourwork-team,whicharetheirpreferredteamrole?Pleasenote,somepeoplemayadoptmorethanonerole,orseveralpeoplemaytakeonthesamerole.想一想你工作团体中组员是哪一个角色?注意,有些人可能充当不止一个角色,也有可能好几个人充当一样角色.TeamMembers’Roles

团体组员角色13ManagingPeople/Pulse14/53TeamLeader’sLeadershipStyle

领袖领导类型DirectiveStyle:leadersmakethedecisionandothermembersfollownoquestionoropposingpointsofviews.指令型:领导做出决定,其它组员不论有没有问题或反对意见,都得遵从.ParticipativeStyle:leaderpresentproblemsandsetmethodsofdecisionmaking;finaldecisionbasedontheinputteammembers.参加型:领导提出问题,设定做决定方法;最终决定建立在团体组员意见基础上.Free-rein（统治、支配）

Style:Leadersandmemberstogetherdefinetheproblemsandmakefinaldecision.开放型:领导与组员一起界定问题并做出最终决定.14ManagingPeople/Pulse15/53Skillsneededforaneffectiveteam

有效团体必需技能TechnicalExpertise.技术上教授Problemsolvinganddecisionmakingskills.处理问题与做决定技能.InterpersonalSkills.沟通技巧.15ManagingPeople/Pulse16/53Characteristicsofaneffectiveteam:

有效团体特征:Cleargoals清楚目标UnifiedCommitment一致承诺MutualTrustandOpenness相互信任与坦诚.AppropriateLeadership适当领导力Relevantskills相关技能.GoodCommunication良好沟通.InternalandExternalSupport内部与外部支持.16ManagingPeople/Pulse17/53StagesinDevelopingTeams:

团体发展阶段:1.Forming:Unclearobjectives;Buildingrelationship;Developingalliances.形成期:目标尚不清楚;建立关系;发展同盟.2.Storming:Maintainobjectives;teammembersexpressconcernsandfrustration;handlingconflictswithintheteam.激荡期:目标维护;团体组员表述忧虑与挫折感;处理团体中冲突.3.Norming:Objectivesestablished;Waysforresolvingconflict,makingdecisions,andcompletingassignmentsdevelop;asenseofgroupcohesiondevelops.规范期:目标建立;找到处理冲突,做决定及完成任务方法;组内凝聚力形成.4.Performing:acohesiveunit,focusonachievingteamobjectives,solvingproblemsandcompletingtasks;membersaresupportivetoeachother.行动期:一个凝聚力很强单位,致力于团体目标,处理问题与完成任务;组员之间相互支持.17ManagingPeople/Pulse18/53ResolvingConflicts

处理冲突Threetypesofconflicts:冲突三种类型Taskconflict:relatestocontentandgoalsofthework.任务冲突:与工作内容与目标相关系Relationshipconflict:focusoninterpersonalrelationships.关系冲突:集中于人与人之间关系.Processconflict:relatestohowworkdone.过程冲突:与怎样工作相关.Conflictisdestructive.Why?冲突含有破坏性.为何?Isconflictalwaysdestructive?GMCase冲突总是有破坏性吗?GM案例.18ManagingPeople/Pulse19/53Conflictisconstructivewhenit冲突含有建设性情况:Improvesthequalityofdecisions.改进决定质量.Stimulatescreativityandinnovation.激发创造与革新.Encouragesinterestandcuriosityamongteammembers.勉励团体组员兴趣与好奇心.Providesthemediumthroughwhichproblemscanbeairedandtensionsreleased.提供问题得以宣导,压力得以释放中间通道.Fostersanenvironmentofself-evaluationandchange.培育自我评定与改变环境.ResolvingConflicts

处理冲突(续)19ManagingPeople/Pulse20/53ManagingConflict

冲突管理Keepingconflictatoptimumlevel.将冲突保持在理想水平上.Stimulateconflictwhenworkteambecomesstagnant.当工作团体变得迟钝时,利用冲突来刺激.Managetheconflictifconflictlevelbecomestoohigh当冲突程度变得太高时,要管理冲突.Encouragedouble-loopthinking.勉励换位思索.20ManagingPeople/Pulse21/53Processinresolvingconflict

处理冲突程序1.Identifytheproblem确定问题.2.Analyzingthecausesandconsequencesoftheproblem分析问题原因及后果.3.Discussalternativesolutions对可行处理方案进行讨论.4.Decidethebestsolutions决定最好处理方案.5.Implementthechosensolutions实施所选择处理方案.6.Evaluatetheresult评定结果.21ManagingPeople/Pulse22/53Fivestylesofconflictmanagement

管理冲突5种类型Avoiding:Withdrawingfromorpostponingtheconflict.回避:无视或拖延冲突.Forcing:Satisfyingone’sownneedsattheexpenseoftheotherparty.强迫:用牺牲一方代价来满足另一方.Accommodating:maintainharmoniousrelationshipsbyplacinganother’sneedsandconcernsaboveyourown.顺从:将另一方需要与关心置于自己利益之上来维持关系协调.Compromising:Requireseachpartytogiveupsomethingofvalue.折衷:要求双方放弃一些价值.Collaborating:Allpartiesconcernedseektosatisfyalltheirneeds.协作:所相关联方共同寻求,满足全部需要.22ManagingPeople/Pulse23/53DegreeofAssertivenessLowLowHighHighAccommodatingSeekingharmonyAtallcostsCollaboratingSeekingsolutionsFormutualbenefitAvoidingDenyingconflictexistsForcingWinningthroughintimationCompromisingBargainingtominimizelossesStylesOfManagingConflictDegreeofCooperativeness合作性23ManagingPeople/Pulse24/53DegreeofCooperativenessDegreeofAssertivenessLowLowHighHighLose-WinWin-WinLose-LoseWin-LoseHalfWin–HalfLoseResultsofHandlingConflict24ManagingPeople/Pulse25/53Communication&ActiveListening

沟通与主动地倾听

“Oneoftenhearstheremark,‘Hetalkstoomuch,’butwhendidanyonelasthearthecriticism,‘Helistenstoomuch?’”

-NormanAugustine

经常听到这么说法,“他说得太多了”,但极少有些人听到这么批评“他听得太少了?”

-NormanAugustine

25ManagingPeople/Pulse26/53Communication

-isthegivingandreceivingofinformation.

沟通-就是信息给出与接收EffectiveCommunication有效沟通Bothsenderandreceiverhavethesameunderstandingandinterpretationofthemessagebeingtransmitted.发出者与接收者都对被传递信息有一样了解与解释.26ManagingPeople/Pulse27/53CommunicationProcessSender(encodes)MessageChannelMessageReceiver(decodes)(Noise)(Noise)(Noise)FeedbackIntendedmeaningPerceivedmeaningNote:Theentirecommunicationprocessissusceptibletonoise.27ManagingPeople/Pulse28/53Importanceofcommunicationinanorganization

组织中沟通主要性Gainhighercommitmenttoorganization’sgoals.取得达成组织目标更高承诺.Enhanceunderstandingandsourcingopinions.加强了解与寻求意见.Buildbetterrelationship&trustbetweenemployerandemployees.在雇主与雇员之间建立更加好关系与相互信任.Getthingsdonesmoothlyandreduceunnecessarymistakes.让事情顺利完成,且降低无须要错误.Gettingandgivingfeedback.取得与给出反馈.28ManagingPeople/Pulse29/53BarrierstoEffectiveCommunication

有效沟通障碍IndividualDifference–Perception,Value,Experience个人差异-概念,价值观,经验.PersonalJudgment/Bias个人判断/偏见Filtering信息过滤SelectiveListening选择性倾听Language语言Informationoverload信息过量Distrust不信任Conflictingmessages信息冲突.29ManagingPeople/Pulse30/53OvercomingtheBarriers

克服障碍Bepatient&prepared耐心与准备Giveandaskforfeedback给出反馈与要求反馈Usesimplelanguage使用简单语言Structurematerialslogically按逻辑组织材料Watchoutnonverbalcues注意非语言提醒Listenattentively专心倾听Valueindividualdifference尊重个体差异30ManagingPeople/Pulse31/53Non-verbalCommunication(BodyLanguage)

非语言沟通(身体语言)Components类型Examples例子MeaningsCommunicated沟通含义Visual可视Image形象Clothing;hygiene服装;卫生Values;competence价值;能力Facialexpressions面部表情Frown;smile;sneer皱眉;微笑;冷笑Unexpressedfeeling无法表示感情Eyemovement眼睛运动Lookingaway;staring转移视线;盯着看Intention;stateofmind意图;思想情况Posture姿态Leaningin;slumped倾斜;瘫倒Attitude态度Gesture手势Handshake握手Intention,feeling意图,感觉31ManagingPeople/Pulse32/53Components类型Examples例子MeaningsCommunicated沟通含义Vocal有声Howthingsaresaid说话方式Loudness;pitch;rate;clarity大声;基调;速率;清楚度Differentmeanings(eg.Sarcasm;disapproval;agreement;surprise)不一样含义(如讽刺,不赞成,同意;吃惊)Touch接触Gentletouchonarm轻触手臂Supportandconcern支持与关心Bodycloseness身体封闭0–2feet0-2英尺Feelingofintimacy亲昵感觉Non-verbalCommunication(BodyLanguage)

非语言沟通(身体语言)32ManagingPeople/Pulse33/53ActiveListeningSkills

主动倾听技巧WhyBeaGoodListener?为何要做个好听众?GatherInformation搜集信息BuildTrust建立信任LowerResistance降低抵触Respect尊重33ManagingPeople/Pulse34/53EffectiveActiveListeningSkills

行之有效主动倾听技巧Maintaineyecontact.保持眼睛接触Exhibitaffirmativeheadnodsandappropriatefacialexpressions.用点头及适当面部表情表示必定Avoiddistractingactionsorgestures.防止转移注意力行为或举止Askquestions.提出问题Paraphrase.解释Avoidinterruptingthespeaker.防止打断演讲者Don’tover-talk.不要说得太多34ManagingPeople/Pulse35/53QuestioningTechniques

提问题技巧Whyusingquestions为何要提问Toprobe(fact/feelingfinding).探测(事实/感受结果)Toobtainhigherlevelofparticipation.更高程度地参加Tocheckunderstanding.对了解进行核实Tobringattentionbacktothesubject.将注意力转回到主题上.35ManagingPeople/Pulse36/53Open-endedQuestionToexploreandgathermoreinformationaboutpeople’sviewandopinionEncouragepeopletotalk,use5W,1H“Whatimprovementsyoumightthinkofthecurrentincentiveprogram?”“Tellmemoreaboutyourconcerns.”“Whowillactuallybemakingthedecisiononthis?”“Howcanyoudothat?”36ManagingPeople/Pulse37/53Close-endedQuestionRequireotherpartytoanswer“yes”or“no”tothequestion;ChoosefromalternativesConfirmationofspecificinformationandcheckmutualunderstanding“Whendoyoureadyforthereport?TueorThur?”“Doyouthinkitshouldbechanged?”“Isthereanythingelseyou’reconcernedabout?”37ManagingPeople/Pulse38/53ImprovingOrganizationCommunicationActivitiesManageractasbridgeandarolemodelCompanyNewsletterOpenDoorPolicyStaffOpinionSurveyCompanyMeetings;DepartmentMeetings;SessionBriefing38ManagingPeople/Pulse39/53ImprovingOrganizationCommunicationActivities(cont’d)StaffFunctionBriefingSessionDialoguewithCEO;Letter/E-mailtoCEO;Sharingresults*Highperformingmanagerstendtobemoremediasensitivethanlowperformingmanagers*39ManagingPeople/Pulse40/53CommunicationChannelinsomecompaniesGeneralElectricKodakSiemensOpenDoorPolicyOpenDoorPolicySiemen’sNewsletterWorkOut(群策群力)Workannualmeeting(工作年會)AnnualinformationsessiontoemployeeE-mailto/fromCEOLettertoCEOTalkdirectlytoCEOStaffOpinionSurveyStaffOpinionSurveyStaffSatisfactionSurveyStaffMeeting(員工大會)Annual/QuarterlystaffmeetingIntranet40ManagingPeople/Pulse41/53D.MotivationinOrganization

Ifemployeesaren’tmotivated,thefaultiswithmanagersandorganizationalpractices,nottheemployees!

-StephenCovey

41ManagingPeople/Pulse42/53Motivationisaninnerdrivethatdirectsemployee’sbehaviortowardsorganizationalgoals.Whyemployeesaren’tmotivated?Possibleproblemliesin:SelectionAmbiguousgoalsPerformanceappraisalsystemOrganization’srewardsystemManager’sinabilitytoshapeemployee’sperceptionoftheappraisalandrewardsystem.42ManagingPeople/Pulse43/53HowMotivationWorks?Manager’sbeliefaboutmotivation:Employees’inspirationtoworkcanbemotivated.Employeewouldliketodoagoodjobinsteadofmakingmistakes.BillHewlettofHewlett-Packardsaid,“Peoplewanttodoagoodjob,andiftheyareprovidedwiththeproperenvironment,theywilldoso.”Toalargeextent,employeeswouldliketohaveautonomyonhiswork.43ManagingPeople/Pulse44/53

Underlyingbeliefabouthumancharacteristicsintheworkplace:Employeearemotivatedbythingstheywant.Employeewouldliketohavetheautonomytodecidehis/hercareerdevelopment.Employeewouldliketoberecognizedtobeexcellentincertainareaandhe/shewilldohis/herbesttomaintainthisstandardofexcellence.44ManagingPeople/Pulse45/53

Underlyingbeliefabouthumancharacteristicsintheworkplace:(cont’d)Policy,workingcondition,fringebenefitandpaywouldonlyhaveshort-termeffectonmotivation.Everyemployeewouldliketheir“outstandingperformance”toberecognizedandpraised.