unit 8 team building教学内容.ppt

Chapter8TeamBuilding ManagingPeople Pulse 1 Managingpeople Humanresourcestask LeadershipandteambuildingConflictsresolvingCommunicationandactivelisteningMotivationinorganization LeadershipandTeamBuilding领导力与团队的建设 It simpossibletoleadpeoplewhodon ttrustyou 不可能领导对你不信任的人 Nomatterwhataleaderdoes iffollowersdon trespond thentheleaderfails 不管领导如何做 只要跟随者不予回应 那么 这个领导就是失败的 StephenRobbins ManagingPeople Pulse 3 Leadershipistheartof领导力是一种艺术 即 Gettingmorefrompeoplethantheythinktheyarecapableof 获取更多超越人们认识自己能力之外的东西 Influencingpeopletostrivewillinglytoachieveacommongoal 影响人们自愿地努力达成共同的目标 Inspiringloyalty trust commitmentandrespect 鼓励忠诚 信任 承诺与尊重 Gettingthingsdonewithexpectedresults 达到预期的结果 ManagingPeople Pulse 4 ManagerversusLeader经理与领袖Managementisseenasaprocessconcernedwithachievinggoals whereasleadershipismoreaboutinspiringpeopletoachievethegoals 管理是伴随达成目标的一种过程 而领导力则更多地是激发人们去达成目标 Managerfocus 经理的重点Planningandbudgeting计划与预算Organizing组织Staffing人员配置Controllingandproblemsolving控制与解决问题 Leaderfocus 领导的重点 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 ManagingPeople Pulse 5 ManagerversusLeader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做对的事Generateideas激发意见Empowerpeople授权Coachteams训练团队DevelopPeople人员开发 ManagingPeople Pulse 6 LeadershipQualities领导的素质 Vision远景Competence能力Persistence毅力Communicatingandactivelistening沟通与积极地倾听Self confidence自信 Charisma个人魅力Integrity诚实Striveforexcellence追求卓越Maintainteamspirit concernforothers维持团队精神 关心他人Continuouslearninganddevelopingoneself持续学习与提升自我 ManagingPeople Pulse 7 TypesofleadershipbyNadlerandTushman领导力的类型摘自NadlerandTushman CharismaticLeader魅力型领袖Projectapowerful confidentanddynamicpresence 表现得强有力 自信 充满活力 Possessaspecialqualitythatenablehimtomobilizeactivities 拥有很强的煽动力 Articulatewithacompellingvision 对事物具有深刻的洞察力 Demonstratepersonalexcitement体现自身激情Expresspersonalsupportandempathyduringachangeprocess 当事物出现变化时 表现出支持与同情 ManagingPeople Pulse 8 InstrumentalLeader实施型领导Focusonbuildingcompetentteams致力于建立有竞争力的团队Clarifyrequiredbehaviors采取必要的行动Putinperformancemeasurement纳入行为的度量标准Administerrewardsandpunishmentstomotivatedesiredbehavior 通过奖励与惩罚激励好的行为 Areyouacharismaticorinstrumentalleader 你是魅力型的领导还是实施型的领导呢 TypesofleadershipbyNadlerandTushman领导力的类型摘自NadlerandTushman ManagingPeople Pulse 9 TeamBuilding团队建立 Definition定义Teamisagroupofpeoplewhoperceivesthemselvestobemutuallydependentandaccountableinachievingacommongoal 团队指的是相互依赖 相互负责 为共同目标努力的一组人 Buildingteamsislikeputtingtogetherapuzzle 团队建设就像是搭积木 ManagingPeople Pulse 10 WeAreaPartofManyTeams我们是众多团队中的一部分FormalTeams正式的团队Departmentsandotherdefinedgroups部门与其他所定义的组InformalTeams非正式团队Workingwithsomeoneonaproject与某人致力于一个项目Participatingonashort termtaskforce短期参加一项任务Collaboratingacrossdepartmentlines跨部门的合作Workingwithcustomersandvendors与客户及供应商一起工作Wemaymoveinandoutofmanydifferent teams onanygivenworkday 我们每天都在许多不同的 团队 中进进出出 TeamBuilding团队建设 ManagingPeople Pulse 11 Benefitsofteamstoanorganization团队对于组织的好处 Teamoutputusuallyexceedsindividualoutput createpositivesynergy 团队的成果往往超出个人的成果 产生积极的协同作用 Teammemberscanhavedifferentexpertisetosolveproblemsmoreeffectively 团队成员中有不同的专家会更加有效地处理问题 Creativeideascanbestimulatedandgenerated 创造性的思想可以得到激发与产生 Teampromoteorganizationallearninginaworksetting 团队可以在工作中促进组织学习 Teammemberscanbe ambassadors fororganizationalchange 团队成员可以在组织发生变化时充当 大使 的作用 ManagingPeople Pulse 12 TeamMembers Roles团队成员的角色 1 Encourager Friendly diplomaticandresponsivetoothersinthegroup 鼓励者 对组内的人要友好 进行交际 并做出响应 2 Clarifier Restatesproblemsandsolutions summarizespointafterdiscussion 澄清事实者 重申问题与解决方案 讨论后做出总结 3 Harmonizer Agreeswiththerestofthegroupandbringsoppositeviewstogether 协调者 认同组内其他人员 将不同观点统一起来 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 切实的组织者 在组织的行动中担当领导的角色 ManagingPeople Pulse 13 6 Standardsetter Uncompromisinginupholdingthegroup svaluesandgoals 标准的维护者 坚持组织的价值与目标时永不妥协 7 Detailspecialist Considersthefactsandimplicationofaproblemevenminorissues 细节专家 考虑事实与问题 哪怕是很小的一些事情的影响 Questions 问题 Whichroleisyourpreferredteamrole s 你所欣赏的团队的职责是什么 Considerthemembersofyourwork team whicharetheirpreferredteamrole Pleasenote somepeoplemayadoptmorethanonerole orseveralpeoplemaytakeonthesamerole 想一想你工作团队中的成员是哪一种角色 注意 有些人可能充当不止一种角色 也有可能好几个人充当同样的角色 TeamMembers Roles团队成员的角色 ManagingPeople Pulse 14 TeamLeader sLeadershipStyle领袖的领导类型 DirectiveStyle leadersmakethedecisionandothermembersfollownoquestionoropposingpointsofviews 指令型 领导做出决定 其他成员不管有无问题或反对意见 都得遵从 ParticipativeStyle leaderpresentproblemsandsetmethodsofdecisionmaking finaldecisionbasedontheinputteammembers 参与型 领导提出问题 设定做决定的方法 最后的决定建立在团队成员的意见的基础上 Free rein 统治 支配 Style Leadersandmemberstogetherdefinetheproblemsandmakefinaldecision 开放型 领导与成员一起界定问题并做出最后决定 ManagingPeople Pulse 15 Skillsneededforaneffectiveteam有效团队必需的技能 TechnicalExpertise 技术上的专家Problemsolvinganddecisionmakingskills 解决问题与做决定的技能 InterpersonalSkills 沟通技巧 ManagingPeople Pulse 16 Characteristicsofaneffectiveteam 有效团队的特征 Cleargoals清晰的目标UnifiedCommitment一致的承诺MutualTrustandOpenness相互信任与坦诚 AppropriateLeadership适当的领导力Relevantskills相关的技能 GoodCommunication良好的沟通 InternalandExternalSupport内部与外部的支持 ManagingPeople Pulse 17 StagesinDevelopingTeams 团队发展的阶段 1 Forming Unclearobjectives Buildingrelationship Developingalliances 形成期 目标尚不清晰 建立关系 发展同盟 2 Storming Maintainobjectives teammembersexpressconcernsandfrustration handlingconflictswithintheteam 激荡期 目标的维护 团队成员表述忧虑与挫折感 处理团队中的冲突 3 Norming Objectivesestablished Waysforresolvingconflict makingdecisions andcompletingassignmentsdevelop asenseofgroupcohesiondevelops 规范期 目标建立 找到解决冲突 做决定及完成任务的方法 组内的凝聚力形成 4 Performing acohesiveunit focusonachievingteamobjectives solvingproblemsandcompletingtasks membersaresupportivetoeachother 行动期 一个凝聚力很强的单位 致力于团队的目标 解决问题与完成任务 组员之间互相支持 ManagingPeople Pulse 18 ResolvingConflicts解决冲突 Threetypesofconflicts 冲突的三种类型Taskconflict relatestocontentandgoalsofthework 任务冲突 与工作的内容与目标有关系Relationshipconflict focusoninterpersonalrelationships 关系冲突 集中于人与人之间的关系 Processconflict relatestohowworkdone 过程冲突 与如何工作有关 Conflictisdestructive Why 冲突具有破坏性 为什么 Isconflictalwaysdestructive GMCase冲突总是有破坏性吗 GM案例 ManagingPeople Pulse 19 Conflictisconstructivewhenit冲突具有建设性的情况 Improvesthequalityofdecisions 改善决定的质量 Stimulatescreativityandinnovation 激发创造与革新 Encouragesinterestandcuriosityamongteammembers 鼓励团队成员的兴趣与好奇心 Providesthemediumthroughwhichproblemscanbeairedandtensionsreleased 提供问题得以宣导 压力得以释放的中间通道 Fostersanenvironmentofself evaluationandchange 培育自我评估与改变的环境 ResolvingConflicts解决冲突 续 ManagingPeople Pulse 20 ManagingConflict冲突管理 Keepingconflictatoptimumlevel 将冲突保持在理想的水平上 Stimulateconflictwhenworkteambecomesstagnant 当工作团队变得迟钝时 利用冲突来刺激 Managetheconflictifconflictlevelbecomestoohigh当冲突的程度变得太高时 要管理冲突 Encouragedouble loopthinking 鼓励换位思考 ManagingPeople Pulse 21 Processinresolvingconflict解决冲突的程序 1 Identifytheproblem确定问题 2 Analyzingthecausesandconsequencesoftheproblem分析问题的原因及后果 3 Discussalternativesolutions对可行的解决方案进行讨论 4 Decidethebestsolutions决定最好的解决方案 5 Implementthechosensolutions实施所选择的解决方案 6 Evaluatetheresult评估结果 ManagingPeople Pulse 22 Fivestylesofconflictmanagement管理冲突的5种类型 Avoiding Withdrawingfromorpostponingtheconflict 回避 无视或拖延冲突 Forcing Satisfyingone sownneedsattheexpenseoftheotherparty 强迫 用牺牲一方的代价来满足另一方 Accommodating maintainharmoniousrelationshipsbyplacinganother sneedsandconcernsaboveyourown 顺从 将另一方的需要与关心置于自己的利益之上来维持关系的协调 Compromising Requireseachpartytogiveupsomethingofvalue 折衷 要求双方放弃某些价值 Collaborating Allpartiesconcernedseektosatisfyalltheirneeds 协作 所有关联方共同寻求 满足所有的需要 ManagingPeople Pulse 23 DegreeofAssertiveness Low Low High High AccommodatingSeekingharmonyAtallcosts CollaboratingSeekingsolutionsFormutualbenefit AvoidingDenyingconflictexists ForcingWinningthroughintimation CompromisingBargainingtominimizelosses StylesOfManagingConflict DegreeofCooperativeness 合作性 ManagingPeople Pulse 24 DegreeofCooperativeness DegreeofAssertiveness Low Low High High Lose Win Win Win Lose Lose Win Lose HalfWin HalfLose ResultsofHandlingConflict ManagingPeople Pulse 25 Communication ActiveListening沟通与积极地倾听 Oneoftenhearstheremark Hetalkstoomuch butwhendidanyonelasthearthecriticism Helistenstoomuch NormanAugustine经常听到这样的说法 他说得太多了 但很少有人听到这样的批评 他听得太少了 NormanAugustine ManagingPeople Pulse 26 Communication isthegivingandreceivingofinformation 沟通 就是信息的给出与接收 EffectiveCommunication有效的沟通Bothsenderandreceiverhavethesameunderstandingandinterpretationofthemessagebeingtransmitted 发出者与接收者都对被传递的信息有同样的理解与解释 ManagingPeople Pulse 27 CommunicationProcess Sender encodes Message Channel Message Receiver decodes Noise Noise Noise Feedback Intendedmeaning Perceivedmeaning Note Theentirecommunicationprocessissusceptibletonoise ManagingPeople Pulse 28 Importanceofcommunicationinanorganization组织中沟通的重要性 Gainhighercommitmenttoorganization sgoals 获得达成组织目标更高的承诺 Enhanceunderstandingandsourcingopinions 加强理解与寻求意见 Buildbetterrelationship trustbetweenemployerandemployees 在雇主与雇员之间建立更好的关系与相互信任 Getthingsdonesmoothlyandreduceunnecessarymistakes 让事情顺利完成 且减少不必要的错误 Gettingandgivingfeedback 获得与给出反馈 ManagingPeople Pulse 29 BarrierstoEffectiveCommunication有效沟通的障碍 IndividualDifference Perception Value Experience个人差异 概念 价值观 经验 PersonalJudgment Bias个人的判断 偏见Filtering信息过滤SelectiveListening选择性的倾听Language语言Informationoverload信息过量Distrust不信任Conflictingmessages信息冲突 ManagingPeople Pulse 30 OvercomingtheBarriers克服障碍 Bepatient prepared耐心与准备Giveandaskforfeedback给出反馈与要求反馈Usesimplelanguage使用简单的语言Structurematerialslogically按逻辑组织材料Watchoutnonverbalcues注意非语言提示Listenattentively用心倾听Valueindividualdifference尊重个体差异 ManagingPeople Pulse 31 Non verbalCommunication BodyLanguage 非语言沟通 身体语言 ManagingPeople Pulse 32 Non verbalCommunication BodyLanguage 非语言沟通 身体语言 ManagingPeople Pulse 33 ActiveListeningSkills积极倾听的技巧 WhyBeaGoodListener 为什么要做个好听众 GatherInformation收集信息BuildTrust建立信任LowerResistance降低抵触Respect尊重 ManagingPeople Pulse 34 EffectiveActiveListeningSkills行之有效的积极的倾听技巧 Maintaineyecontact 保持眼睛的接触Exhibitaffirmativeheadnodsandappropriatefacialexpressions 用点头及适当的面部表情表示肯定Avoiddistractingactionsorgestures 避免转移注意力的行为或举止Askquestions 提出问题Paraphrase 解释Avoidinterruptingthespeaker 避免打断演讲者Don tover talk 不要说得太多 ManagingPeople Pulse 35 QuestioningTechniques提问题的技巧 Whyusingquestions为什么要提问Toprobe fact feelingfinding 探测 事实 感受结果 Toobtainhigherlevelofparticipation 更高程度地参与Tocheckunderstanding 对理解的进行核实Tobringattentionbacktothesubject 将注意力转回到主题上 ManagingPeople Pulse 36 Open endedQuestion Toexploreandgathermoreinformationaboutpeople sviewandopinionEncouragepeopletotalk use5W 1H Whatimprovementsyoumightthinkofthecurrentincentiveprogram Tellmemoreaboutyourconcerns Whowillactuallybemakingthedecisiononthis Howcanyoudothat ManagingPeople Pulse 37 Close endedQuestion Requireotherpartytoanswer yes or no tothequestion ChoosefromalternativesConfirmationofspecificinformationandcheckmutualunderstanding Whendoyoureadyforthereport TueorThur Doyouthinkitshouldbechanged Isthereanythingelseyou reconcernedabout ManagingPeople Pulse 38 ImprovingOrganizationCommunicationActivities ManageractasbridgeandarolemodelCompanyNewsletterOpenDoorPolicyStaffOpinionSurveyCompanyMeetings DepartmentMeetings SessionBriefing ManagingPeople Pulse 39 ImprovingOrganizationCommunicationActivities cont d StaffFunctionBriefingSessionDialoguewithCEO Letter E mailtoCEO Sharingresults Highperformingmanagerstendtobemoremediasensitivethanlowperformingmanagers ManagingPeople Pulse 40 CommunicationChannelinsomecompanies ManagingPeople Pulse 41 D MotivationinOrganizationIfemployeesaren tmotivated thefaultiswithmanagersandorganizationalpractices nottheemployees StephenCovey ManagingPeople Pulse 42 Motivation isaninnerdrivethatdirectsemployee sbehaviortowardsorganizationalgoals Whyemployeesaren tmotivated Possibleproblemliesin SelectionAmbiguousgoalsPerformanceappraisalsystemOrganization srewardsystemManager sinabilitytoshapeemployee sperceptionoftheappraisalandrewardsystem ManagingPeople Pulse 43 HowMotivationWorks Manager sbeliefaboutmotivation Employees inspirationtoworkcanbemotivated Employeewouldliketodoagoodjobinsteadofmakingmistakes BillHewlettofHewlett Packardsaid Peoplewanttodoagoodjob andiftheyareprovidedwiththeproperenvironment theywilldoso Toalargeextent employeeswouldliketohaveautonomyonhiswork ManagingPeople Pulse 44 Underlyingbeliefabouthumancharacteristicsintheworkplace Employeearemotivatedbythingstheywant Employeewouldliketohavetheautonomytodecidehis hercareerdevelopment Employeewouldliketoberecognizedtobeexcellentincertainareaandhe shewilldohis herbesttomaintainthisstandardofexcellence ManagingPeople Pulse 45 Underlyingbeliefabouthumanchara