I希尔顿集团管理意识培训手册（全套英文）.doc

MANAGEMENT AWARENESS PROGRAMME FACILITATOR S GUIDE FacilitatorsFacilitators GuideGuide AnAn introductionintroduction to to thethe programprogram MAP is a training and development program designed for managers of Hilton International and therefore plays a key role in the overall strategy of the company It is a tool that reinforces Hilton International s commitment to developing its people at every level This facilitator s guide contains all the material you need to effectively run this course The guide sets out the aims and objectives the learning methodologies preparation requirements and the course content BEFORE RUNNING EACH MODULE MAKE SURE YOU HAVE Read all the information in this training kit so that you are familiar with it You may also want to do a trial run before the actual presentations Distributed any pre work pre reading assignment to participants Prepared overheads from the black and white masters provided in this kit Sufficient copies of workbooks for participants Copies of any handouts A whiteboard and whiteboard pens A flipchart and pens DURING THE TRAINING SESSION Try to create a friendly informal atmosphere so that participants feel relaxed and confident about asking you questions Allow the appropriate time for each module Approximate times for each module are indicated at the start of each module Make sure that you allow plenty of time and opportunity for questions and to clarify understanding Make sure that seating is arranged so that everyone can see you and the overheads Hilton International 1999 AimsAims this is an opportunity for us all to learn especially from one another Learning causes change to Skill Knowledge Attitude which influences how much you increase your skill and knowledge Activity quantity quality and direction MAP runs over a period of between six and eleven weeks There are 11 sessions that run for between 2 and 6 hours The rest of the time is spent reflecting on situations that relate to the concepts we learn and experimenting with what we have discussed back in the workplace Review of Learning Methodologies Explain to the group the learning methodologies that will be used throughout the programs In order to learn today s managers need specific knowledge and skills as well as the ability to adapt to changes in the world around them Learning is A change in behaviour or performance as a result of experience An individuals way of adapting to events Is linked to how individuals perceive events around them One model of the learning process can be depicted as a four stage cycle Walk participants through the cycle An experience we encounter is followed by thinking and reflective observation which leads to contemplating how you can apply your concepts to achieve your objectives and in turn to active or experimenting through action which in turn leads to new experiences as the cycle repeats The action learning cycle is fundamental to the process of learning in MAP and throughout your management career The course consists of 11 sessions Clarify dates times venues importance of attendance punctuality coffee lunch dinner if applicable Course Objectives OHT Establish your strengths and development needs Manage your plan for applying the skills you learn in the workplace Demonstrate your ability and understanding of Performance Management Play a positive leadership role in the running of the business Maximise the efficiency of employees Explain your role is to facilitate the learning process But it is important to remember you will get out of the course in terms of benefits what you put in in terms of effort interest and participation This is your course look on it like a journey Introductions Ask participants to team up with the persona beside them You should find out about your colleague s 1 Current position 2 How long in that position 3 What position would they like to hold 3 5 years from now 4 Any concerns about the course Allow participants to introduce each other Review the Action Learning Cycle from Supervision if necessary Review how the Action Learning Journal is to be used and determine ALT s if you have not already done so Review The Effective Manager if applicable Q What is an effective manager In Hilton International much thought has gone into this question As a result we have established a skills profile of the ideal manager Q How many skills are included 18 Q What are they Present each of the skills and ask for their explanation definition Then show the following definitions on the overhead Communicating Being able to give and receive information correctly Hearing listening speaking writing body language Information Extraction Being able to get as much information as possible on a situation Analysing Being able to separate the different elements of a situation by close examination Validating Being able to establish the truth correctness and reality of a situation Generating Alternatives Being able to think of different solutions or ways to meet objectives Evaluating Being able to examine the advantages and disadvantages involved in each alternative Planning Being able to determine what will need to be done Prioritising Being able to determine which parts of the plan should be done first second third etc Organising Being able to make the best use of the available resources i e Manpower money materials machines and minutes the five M s in order to achieve the plan Controlling Being able to keep track of progress work being done money being spent earned etc and taking appropriate action when necessary Negotiating Being able to convince and persuade others Accomplishing your objectives while also delivering satisfaction for the other party Motivating Being able to influence the emotions commitment and energy levels of others in such a way that they want to perform a task s Coaching and Counseling Being able to improve performance of others through their own commitment to change Delegating Being able to get some or all of a task project correctly completed successfully by others Selecting Being able to make a decision by choosing the best alternative Risk Taking Being able to make a decision that has the possibility of either great loss or great results Responsibility Taking Being able to take on a higher than usual level of authority to achieve results Willingness to be accountable for the outcome of actions Achievement Determination to succeed and overcome barriers to success Being able to complete a task and gain a favourable result The 18 management skills are the basis for the annual Performance and Development Review of Key Personnel in Hilton International the basis for the company s Pro Active Leadership course and General manager and Executive Assistant Managers assessments Review of your preferred learning style Check to make sure that each participant has completed the pre work assignment on learning styles and has logged their answers on the profile page Explain Certain development training activities will suit some people more than others due to the way they learn For example I m sure you recall loving certain subjects at school while hating others This may be due to the method used to teach it yet your friends may have found the opposite If we know which learning style is more suited to us it will not only increase our self awareness but also help us to select the most suitable training development solutions Think of the sections of this diagram as being what triggers your brain to learn However not everyone has 4 equal even sections e g Some have a larger portion of A so it will be a preferred easy way to learn for that individual The questionnaire you have completed will help you determine which category may best describe you preferred learning style The category match you came up with should only be viewed as your possible referred learning style It does not represent an absolute picture of your learning preference Q To what extent do you agree with your learning style inventory score Facilitate group discussion What does your answer mean Explain each of the styles to the group ActivistsReflectorsTheoristsPragmatists Action centredAnalystLogicalSeek new ideas GregariousThoughtfulPerfectionistchallenge InvolvedObserverPrinciplesDown to earth EnthusiasticListenerTheoriesImpatient Here and Now Low profileSystemsApply practice ImpetuousCool calmObjectivePractical Activists Activists involve themselves fully and without bias in new experiences They enjoy the here and now and are happy to be dominated by immediate experiences They are open minded no sceptical and this tends to make them enthusiastic about anything new Their philosophy is I ll try anything once They tend to act first and consider the consequences afterwards Their days are filled with activity They tackle problems by brainstorming As soon as the excitement from one activity has died down they are busy looking for the next They tend to thrive on the challenge of new experiences but are bored with implementation and longer term consolidation They are gregarious people constantly involving themselves with others but in doing so they seek to centre all activities on themselves Reflectors Reflectors like to stand back to ponder experiences and observe them from many different perspectives They collect data both first hand and from others and prefer to think about it thoroughly before coming to any conclusion The thorough collection and analysis of data about experiences and events is what counts so they tend to postpone reaching definitive conclusions for as long as possible Their philosophy is to be cautious They are thoughtful people who like to consider all possible angles and implications before making a move They prefer to take a back seat in meetings and discussions They enjoy observing other people in action They listen to others and get the drift of discussion before making their own points They tend to adopt a low profile and have a slightly distant tolerant unruffled air about them When they act it is part of a wide picture which includes the past as well as the present and other s observations as well as their own Theorists Theorists adapt and integrate observations into complex but logically sound theories They think problems through in a vertical step by step logical way They assimilate disparate facts into coherent theories They tend to be perfectionists who won t rest easy until things are tidy and fit into a rational scheme They like to analyse and synthesise They are keen on basic assumptions principles theories models and systems thinking Their philosophy prizes rationality and logic If it s logical it s good Questions they frequently ask are Does it make sense How does this fit with that What are the basic assumptions They tend to be detached analytical and dedicated to rational objectivity rather than anything subjective or ambiguous Their approach to problems is consistently logical This is their mental set and they rigidly reject anything that doesn t fit with it They prefer to maximise certainty and feel uncomfortable with subjective judgements lateral thinking and anything flippant Pragmatists Pragmatists are keen on trying out ideas theories and techniques to see if they work in practice They positively search out new ideas and take the first opportunity to experiment with applications They are the sort of people who return from management courses brimming with new ideas that they want to try out in practice They like to get on with things and act quickly and confidently on ideas that attract them They tend to be impatient with ruminating and open ended discussions They are essentially practical down to earth people who like making practical decisions and solving problems They respond to problems and opportunities as a challenge Their philosophy is There is always a better way and If it works it s good Note As mentioned in the facilitators implementation guide do remember to make a note of the preferred learning style of each individual on appendix x This will also help you to determine if there is a majority of one style e g Activists in which case easily bored or pragmatists require lots of practical information Key Questions for Activists Shall I learn something new i e that I did not know could do before Will there be a wide variety of different activities I do not want to sit and listen for more than an hour at a stretch Will it be OK to have a go let my hair down make mistakes have fun Shall I encounter some tough problems and challenges Will there be other like minded people to mix with Key Questions for Reflectors Shall I be given adequate time to consider assimilate and prepare Will there be opportunities facilities to assemble relevant information Will there be opportunities to listen to other people s points of view preferable a wide cross section of people with a variety of views Will I be under pressure to be slapdash or to work without notes or preparation Key Questions for Theorists Will there be lots of opportunities to question Do the objectives and program events indicate a clear structure and purpose Shall I encounter complex ideas and concepts that are likely to stretch me Are the approaches to be used and concepts to be explored respectable i e sound and valid Shall I be with people of a similar calibre to myself Key Questions for Pragmatists Will there be ample opportunities to practice and experiment Will there be lots of practical tips and techniques Shall we be addressing real problems and will it result in action plans to tackle some of my current problems Shall we be exposed to experts who know how to can do it themselves It is important to understand and be aware of the activities we do which suit your learning style Similarly it is important to be aware of those activities where you might find it difficult to learn or enjoy Planning your development Action Learning Journal Your learning style preference can be closely linked to the stages of the action learning cycle For example Activist experiencing Reflector reflection Theorist conceptualisation Pragmatist Implementation How you distribute your time and energy across these four central activities will in part determine the extent to which you advance your learning Your learning journal is a tool to help you understand and interpret events in the workplace It also creates a platform for you to continuously improve your skills as a manager You are to use the attached Action Learning Journal template to summarise the situations you encounter and the action you take at both the personal and ALT level It is important to focus on those skill areas where you and your manager have identified you need to improve If necessary review those management skills from the list of 18 which you listed in your learning journal that you use least often but could enable you to be a more effective manager Any questions Close session TIMETIME MANAGEMENTMANAGEMENT OverviewOverview ofof thethe SessionSession The aim of this session is to improve the ability of participants to manage their time effectively and achieve their business objectives ObjectivesObjectives By the end of the session participants will have explored how they currently organise themselves identified practical approaches that they can implement back at work to help them manage their time more effectively The session is approximately 2 hours The session is stagedstaged asas followsfollows Stage 1 What is time management Introduces the participants to the issues around time management and how it links to planning and underpins the personal competency of self management Participants complete a short exercise to identify areas where they currently focus their time Stage 2 Priorities Develops participants understanding that time management is within their control if we are organised know where we are going and are disciplined Reviews the concept of objectives and the need to be effective not just efficient Stage 3 Time management techniques Reviews some techniques approaches covered in Supervision that can be used to help participants organise themselves and focus on what s really important to them in their role Stage 4 Planning to take control Participants complete an exercise that forces them to analyze their job barriers that get in the way of achieving it and creative solutions to help them overcome these barriers Introduces the booklet Solving the 126 Commonest Time Problems StageStage 1 1 WhatWhat is is timetime management management Time management is probably the most popular training request We are all busy and it is fair to say that more is expected of us now than ever before i e to produce more of a higher quality faster and with less people So we all want some magic formula that will help us control the time we have available and not let it control us If there s one certainty in life it s that there will never be any more time than there is we can t change that fact but what we can change is how we spend the time available to us This session won t give you a magic formula or decrease your workload and indeed what it may make you realise is that if we can pro actively manage ourselves we can actually achieve more It s about working smarter not harder and being effective not just efficient Time management is perhaps a misleading title as you can t manage time but you can manage yourself and how you choose to spend your time To do this we need to analyse how we are currently spending our time to see if we are focusing on the right areas How I Currently Use My Time Exercise 1 Prepare flipchart and pen per person participants to draw circles Ask participants to consider how they spend their average day Issue the exercise and ask each delegate to divide the circle into portions like a pie Each piece of the pie relates to areas where they currently spend their time For example crisis management fire fighting in meetings training duty management working on my objectives etc Participants to stick the