家乐福经理培训资料.ppt

SalesManagerSeminar课长培训,TrainingObjectives培训目标,TolearnmoreaboutCarrefoursmissionandSalesManagerresponsibilities.更多地了解家乐福的使命和课长的职责ToLearnhowtobettercommunicatewiththeteam学习如何更好地与我的团队沟通.Tolearnhowtobetterdevelopmyteam学习如何更好地发展团队Tolearnhowtoplanmyworkandmanagemytime学习如何计划我的工作和管理我的时间,UnderstandingCarrefoursMissionandSalesManagersResponsibilities,CarrefoursMission&Goals,Businessstrategy&Capabilities,PeopleRequirements,RequirementsofDepartmentHeads,BusinessknowledgeTechnicalskillsCommunicationskillsPeoplemanagement&developmentskillsTimemanagementandactionplanningskillsOthers,CarrefourConceptsFourPoliciesLocalizationTurnoverMarketshare,EmployeeNeeds,Humanresourcesmanagementstrategy&practices,UnderstandingCarrefoursMissionandSalesManagersResponsibilities理解家乐福的使命和课长的职责,家乐福的使命和目标,经营策略和能力,人员要求,对于课长的要求,商业知识技术能力沟通能力人员管理和发展能力时间管理和计划制定能力其它,家乐福理念四大政策本地化营业额市场份额,员工需求,人力资源管理策略和操作,MissionofCarrefour家乐福的使命,OurMission我们的使命OurPeople我们的员工OurResources我们的方法,Alloureffortsaredirectedtowardscustomersatisfaction.Ourretailingactivitiesseektomeetchangingcustomerdemands,intermsofproductselectionandquality,atthemostcompetitiveprices我们尽一切努力最大程度地满足顾客的要求我们的零售行业通过选择商品，提供最佳品质及最低价格，以满足客户多变的要求Highly-motivatedassociatesareourmainasset.Individualinitiativeanddelegationofresponsibilitiesarecarriedoutinaspiritofsolidarityandcommoninterest.我们最主要的财产是士气高昂的员工.每一个员工应在团结奋斗及目标一致的基础上，充分发挥主动性及责任。Ourbusinessisbasedonsimple,straightforwardconcepts.Toremaincompetitive,weconstantlyadaptourresourcestoachieveoptimaldistributionefficiency.我们的理念简单而直接为了在竞争中取得优势，我们必须最大限度地使用资源使之发挥作用。,OURGOAL我们的目标OURVALUES|我们的价值,Weaimtobeaninternationalforcewithasignificantpresenceineachmarket.Byconstantlyseekingtogainmarketshare,wewillstrengthentheGroupsindependenceandraiseitsvalueoverthelongterm我们的目标是成为一个国际性公司，并在每个市场中占有重要比例。通过市场占有率的扩大，我们将不断加强公司的独立性及增加公司长期的企业价值。Weaimtodevelopmutuallybeneficialsynergieswithallourbusinesspartner.Weseektoadapttothespecificenvironmentofeachcountrywhereweoperateandtoserveasabenchmarkintermsofbusinessvalueswhereverwearepresent.我们强调协调与合作伙伴之间的关系，增进双方共同的利益。我们要尽力融合各国特殊的环境，成为同业间的楷模。,家乐福的使命MISSIONOFCARREFOUR,我们的一切工作的核心是为了让顾客满意。,CustomerSatisfaction顾客满意,AllOurEffortsMustBeDirectedTowardsCustomersSatisfaction.,CarrefourConcepts家乐福的理念,CustomerSatisfactionFirst!顾客的满意为优先Onestopshopping一次购足Lowprice超低售价FreeParking免费停车SelfService自助式服务FreshnessandQuality新鲜和品质,CarrefourFourPolicies家乐福四大政策,ManagementLevel管理层,Assets资产,Merchandise商品,AllEquipmentingoodcondition所有器材处于良好状态Price价格Clean干净Full满Listentocustomers倾听客户需要Competitorssurvey竞争调查,Getthebestassortment作出最好货品分类排列getthebestconditions提供最好的条件Reacttocompetitorspricelevel对竞争对手的价格作出反应Checkvolumeordersandsalesquantities检查销售量pushforpromotions促销Communicationwithnegotiator与谈判者交流,人力资源,Knowyourstaff了解员工Train培训Communication交流Initiative&creative主动性与创造性Linkbetweenmanagementteamandmyteam管理团队和我的团队之间的练习,Resource,Human,MainResponsibilitiesofaSalesManager课长的主要职责,Assets资产Storecleanandfull.保持卖场整洁，商品充足Goodimplantationrespectingthepricerange.根据不同价格档位，良好展示商品，Checkthecleanlinessoftheuniformofthestaff.检查员工是否着装整洁Storagewellarranged.保持库存井井有条Listentocustomersandreactpositively.倾听顾客意见，作出积极反应Haveasalesspirit.展现生意人的精神Displaywithvolume.保持充足的商品展示Respectandmakerespectingthesafetyrulesoffirefightingandhygieneregulations.遵守火灾和卫生等安全规章制度Followcompetitorspricelevel.关注竞争对手的价格水准Proposeequipmentinvestment.提议购置新设备FullrespectoftheregulationandlawofChina&Carrefoursstoreprocedures.完全遵守中国的法规和家乐福店的制度Haveastorespirit.展现家乐福店的精神,Human人员Helpthestafftohaveacommercialandprofessionalattitudeinanycase.使员工在任何情况下要表现出商业人士的职业态度Communicatestoresinformation.传达有关家乐福店的信息Giveclearresponsibilitiestothestaff.明确员工的工作职责Checkweeklythepunchcard.每周检查工时卡Trainyourstaffwithatrainingplan根据培训计划培训员工Reactonthequalityoftheworkofthestaff.根据员工的工作质量作出反应Planandproposepromotion.计划并推荐提升人员,MainResponsibilitiesofaSalesManager课长的主要职责,Merchandise商品Followassortment(Noshortage).保证品种(没有缺货)Facinganddisplayreflectingthesalesquantities.排面和展示要反映销售量Checkstockcards.检查库存卡Stocklevelrespectingtheforecast.库存量反映预见的销售量Planpromotionalandseasonaleventsonemonthbefore.提前一个月准备促销和季节性活动Goodcommunicationwithnegotiators.跟谈判员保持良好沟通Informthenegotiatorsofyourlowsalesitems.向谈判员通报滞销的单品Followandanticipatethenewmarkettrends.遵循并预见市场走向Proposenewitemtoimproveassortmentaccordingtocustomersdemands.根据顾客的需求，提议新的单品，以改进品种搭配,Finance财务Followtheprocedures.遵守制度Goodcheckingonthereceivingandreturningreports.认真检查收货和退货单Validpurchasereport.对证采购单.Provideexactfinancialdocuments.提供正确的财务报告Reachtheforecastfigures.完成预见的指标Proposeimprovementstoovertheforecastedfigures.提议超过指标的改进方法Wellcontrolofallthelinesofyourdepartmentbulletin.全面控制部门业绩表的各个方面,TheImportanceOfManagerialSkills管理层管理技能的重要性,TheRoleOfManagers经理的角色,Managingtasks管理任务Leadingpeople领导员工Tomakesureworkgetsdoneandpeoplegetsatisfied.确保工作得以圆满完成并且员工获得满足。,RoleTransition1角色转换(一),RoleTransition2角色转换(二),TheRolesOfAnEffectiveManager一个有效经理的角色,Abridgebetweenbusinessgoalsandbusinessresults连接经营目标与经营结果的一座桥梁Abridgebetweenemployeesandthetopmanagement连接员工和高层管理的一座桥梁Acoachforemployeedevelopment员工发展的指导者Aninitiatorofcontinuousimprovement持续不断改进的倡导者,我的角色MyRole,ManagementOfMyTeam团队管理,ManagementandDevelopmentoftheTeam团队管理和发展,CommunicationwiththeTeam团队沟通,SelfManagement自我管理,CommunicationwiththeTeam团队沟通,EffectiveCommunicationSkills有效沟通技能Howtoaskquestions如何提问Howtolisten如何倾听Buildingrelationships建立关系,Communication,SelfDevelopment,TeamDevelopment,ThreeTypesOfQuestions三种不同类型的问题,FunnelModel漏斗模式,WhatDoYouListenFor?你听什么？,Facts事实Emotions情感Relationship关系Implied隐含,ModelForBetterCommunication有效沟通模式,障碍Barriers,MessageSent/MessageReceived发出信息/接收信息,MessageSent发出信息,NoCommunication无沟通,PartialCommunication部分沟通,CompleteCommunication完全沟通,1.,2.,3.,MessageSent发出信息,MessageReceived接收信息,MessageReceived接收信息,GettingtoKnowYourEmployeesandtheCommunicationCycle了解你的员工及沟通环,Thought想法,Words&non-words言语和非言语,Transmission传送,Reception接收,Decoding理解,Feedback反馈意见,Sender提供者,Receiver接收者,EffectiveListeningSkills有效的倾听技巧,ParaphrasingWords意译语句ParaphrasingFeelings意译感情Reflecting复述Redirecting引导,CalmsaConflictoranIntensiveSituation缓和一场争执或一个紧张的局面HelpsYouControlEmotionsandBuildaConstructiveRelationship有助于控制自己的情绪,建立起良好的关系EncouragesOtherPeopletoShareInformation鼓励对方提供信息,Paraphrasing1意译一,IncreasestheOtherPersonsTrustinYou加强对方对自己的信任感GivesOthersaChancetoClarifyorExplain给对方一个澄清或解释的机会HelpsOtherPeopleClarifyTheirOwnThinking帮助对方澄清观点EmphasizesImportantPoints强调要点,Paraphrasing2意译二,ExamplesOfParaphrasingandReflecting意译和复述实例,Itsoundslikewhatyouaresayingisthatyoudontwanttotakeoverthetask.听起来你的意思好象是说你不想接受这项任务。WhatImhearingis我的理解是.Youarefeelingreallyfrustratedaboutwork.工作确实让你感到沮丧。Itsoundslikesomethingisbotheringyou.听上去好象什么事困挠着你,ReflectingandRedirecting引导,AToolforGuidingtheContentofInformationExchange:主导信息交流内容的一个有效工具,ActiveListening+AnOpen(probing)Question积极倾听+开放式（探究式）问题,QuestionsForDirecting可以用来引导对方的问题,Ask“How.”,not“Why.”问如何.，而非为何.Howareyougoingtochangethesituation?你希望如何去改变现状呢?HowshallIimproveinordertogetthedeal?如何改进才能谈成这笔生意?Howcouldwegettheseevenbetter?我们怎样才能使这些更完善?,ExamplesOfDirecting引导实例,Afterparaphrasing,askinganotherquestion.Forexample:在意译完对方所讲的话之后，再提一个问题。如：Justnowyoumentionedthatonebigchallengeinmanagementismotivation.Wouldyoupleasetellmehowdoyoumotivateyouremployees?刚才您提到管理中的一个较大的挑战就是激励员工，那么您是如何调动员工的积极性的呢？,VerbalandNonverbalSignals言语和非言语信号,MakingSoundsLike:Ah.,Mmm.,etc.适当使用鼓励性词语，如：啊.、呃.等Saying:Goon,Tellmemore,etc.说：请说下去，请再详细地谈谈等RepeatingKeyPointsonWords重复关键词语Paraphrasing,Reflecting&Directing进行事实复述、感情意译和引导,TriadsRolePlayRecordingList三人角色扮演记录单,BuildingRelationship培养关系,Establishyourcredibility树立你的威信Developmutualtrust培养相互的信任Respectyourteam尊重你的团队,HowtotakeoveryourpositionasSalesManager如何树立课长的威信,Individualmeetingwithyourteammembers给每个团队成员单独见个面Usetoolstohelpyoumanage利用工具来帮助你来管理Bestrongandenergetic表现坚强、充满活力Alwaysbeincharge,neverlosecontrol永远掌握主导权，决不可失去控制Alwaysbeawareofwhatyourteamisdoing时时了解你的团队在做什么Doitfromtheverybeginning,donotwait一开始就做起来，不可等待,MeetingTeamMembersIndividually单独会见团队成员,Introduceeachother相互介绍,Communicateyourexpectation表达你的期望,Leadthemeeting主导谈话,Listentohim/her注意倾听,Exercises:HowWellDoYouKnowYourColleague?AskingQuestions练习：你对员工了解多少？提问,HowLongHasHe/SheBeenMarried?我或他是否已婚?是否有小孩?IfNot,DoesHe/SheHaveaFiance?如果未婚，我或他是否有对象？WhatFoodDoesHe/SheLikeBest?我和他各自最喜欢吃什么？WhatHobbiesDoesHe/SheHave?我和他各自有什么兴趣爱好？WhatisHis/HerEducationandworkingBackground?我和他各自教育和工作背景如何？WhatistheMostImportantChallengeinYourWork?工作中你最大的挑战是什么？,DevelopMutualTrust培养相互信任关系,Fairness公平Honesty诚实Openness开放Accessibility平易近人,ToRespectMyTeam,ToRespectMyTeamMeansToSpendTimeWithThemToRespectMeansToCommunicateWithMyTeamThroughGoodMorningBriefingMeetingTrainingVisitToTheShelvesToRespectMeansToListenToMyTeam,TalkAboutCompetitorsNewProducts,NewCollectionsDepartmentBulletinProcedures.,尊敬你的团队,尊重意味着花一些时间和团队成员在一起尊重意味着通过下列方式进行交流问早上好简要介绍会议培训参观他的货架尊重意味着要进行倾听,谈它其他竞争对手新产品,新展示课绩效程序.,ManageandDevelopMyTeam管理和发展团队,Understandwhereyouremployeesare:ToKnowGraphandSkillinventory知道你的员工工作能力如何：了解图和技能储备图Threegeneralmethodstodevelopteammembers:发展员工的三种基本方式:TaskAssignmentSkills委派任务的技能CoachingandFeedbackSkills指导和反馈技能TeamworkandMotivation团队合作和激励,UnderstandWhereYourEmployeesAre明白员工的能力水平,Synergy协作性,Antagonism对立性,RequiredLevel要求的水准,Creativity创造性,Responsibilities职责,A,B,C,D,Aisanewemployee是新员工Bhasreachedrequiredlevel达到了要求的水准Cisveryskilled是有经验、熟练的员工Dislowatskillsbuthasanegativeattitude是技能差、态度又消极,ThreeGeneralMethodstoManage三种管理方式,Method3:CooperationControl方式3：合作参与委派、控制Method2:NegotiableCommunication方式2：可协商交流Method1:NotNegotiableTraining方式1:不可协商培训,Synergy协作性,Antagonism对立性,RequiredLevel要求的水准,Creativity创造性,Responsibilities职责,A,B,C,D,SkillInventory技能储备,1=CanPerformWell1=做的很好2=CanPerform2=可以做3=NeedstoLearn3=需要学习改进,WhatCanYouKnowfromtheSkillInventory技能储备图能告诉你什么,Whoisgenerallystrong?谁的能力比较强Whoisgenerallyweak?谁的能力比较弱Wheremyteamisstrong?我的团队强在何处Wheremyteamisweak?我的团队弱在何处？Howtosolvetheproblem如何加强Crosstrainingandbackupbuilding交叉培训、人才备份,Cross-TrainingandBackupBuilding交叉培训、人才备份,Haveoneemployeetrainanotherwhathe/sheisstrongat让一个某方面比较强的员工教另一个这方面比较弱的员工Beawareoftheseniority(face)issue注意资历和面子问题Makesuretasksgetdonefirstandthenconsidertrainingofemployees首先考虑任务得以完成，然后是员工的培养,HowtoManageMyTeam如何管理团队,Content内容ToKnow了解ToRespect尊重ToAnticipate预见ToMotivate激励ToReprimand批评ToFire开除,Giveclearobjectives,ToReprimand,Immediatelypointoutthewrong-doingsandtocorrectWithoutweaknessWithouthesitationWhyreprimand?,IfitisreachedCongratulateGivenewobjectivesPromotion,IfitisnotreachedCorrectGobacktotheformerobjectivesStand-by,提出明确的目标,批评,立即指出其不恰当之处并予以纠正没有缺点毫不犹豫为什么要提出批评?,如果实现了祝贺提出新的目标再创佳绩,如果没有实现批评改正回到先前的目标继续,ToFire开除,ToPushOurTeamToAHigherLevelOfProfessionalSkill.促使我们团队达到更高的专业技能水平ThoseWhoDontWantToFollow,WeHaveToSanctions.WeHaveToConsider,IfNecessaryTheCompanyPolicies对于那些不想合作的成员，我们就必须根据公司政策，在必要时考虑予以解雇。OtherwiseTheOtherGoodMembersOfMyTeamWillNotUnderstand否则其他优秀的团队成员就会不理解,AssigningTasks委派任务,1.AnalyzetheTask分析任务2.AnalyzeYourEmployees分析员工3.ConsiderYourTaskGoals&Objectives考虑任务的总体目标和具体目标4.ConsiderYourEmployeeDevelopmentGoals&Objectives考虑培养员工的总体目标和具体目标5.FindanAppropriateBalancePointandAssigntheTask找到适当的平衡点来委派任务,AreYouTaskOrientedorRelationshipOriented?你是以工作任务为导向还是以关系为导向,TaskOriented以工作任务为导向RelationshipOriented以关系为导向,People&TasksConsiderations有关人与任务的考虑,Tasks任务,People(Relationship)人(关系),Importance重要性,TechnicalMaturity技术成熟度,Urgency紧急性,WorkExpectation工作期望,Technicalissue技术性,Whodiditbefore谁以前做过,Routine事务性,Whohastheskill谁具备技能但未做过,Difficulty难度,Whomaydoitaftertraining经培训或指导后能做,Knowledgerequired需什么知识,AssigningTasks委派任务,PeopleandTaskConsiderations以人还是以任务为导向Cross-training交叉培训Buildingback-Up做好人才备份AssigningTask委派任务Taskassignmentworksheet任务委派练习单,TaskAssignmentSkills委派任务技能,Explainwhattodoandhowtodo解释该做什么，如何做,Explainwhyiftheydonotknow解释为什么要这样做，如果他不清楚,Communicateexpectation/requirements说明你的期望或要求,Settimeline设定期限,Alwayscheck一定要检查,DefiningFeedbackandCoaching定义反馈与指导,Feedback反馈Lettingpeopleknowwhatandhowtheyaredoingassoonasyouknow在了解到员工的工作情况后，马上让他/她知道自己做得如何Coaching指导Atwo-waydiscussionthataimstoimproveperformance是一种双向式讨论，旨在提高工作绩效,Feedback反馈,Whatarethedifferenttypesoffeedback?反馈意见的不同形式有哪些？Positive积极的Negative消极的Corrective改进的None无反馈Whichoneusuallyisthemosteffectiveandwhy?哪种反馈意见通常是最有效的？为什么？,Howgivefeedbackeffectively:BEERModel如何有效的给予反馈：“啤酒”模式,Effectivefeedback:有效的反馈：describesthespecificBehavior描述了具体行为includesanExampleofthatbehavior包括所列行为的一个例子describeshowthebehaviorhasexceeded,metorfailedtomeetyourExpectations描述该行为如何超出、达到或无法达到您的期望和要求describestheResultsofthebehavior描述这些行为所导致的结果,CorrectiveFeedback-Example改进型反馈意见-例子,Recentlyyoufailedtofinishyourtaskontime最近你没有按时完成任务。LastFriday,forexample,Ididntgetthereportuntil5:00,andthatwasthethirdtimeinfourweeksitwaslate(SpecificExample).比如说，上周五，我没能在五点之前收到报表，这已经是在四周之内第三次延误了(具体例子)Finishingworkontimeisamustforaqualifiedassistant.按时完成任务，是成为一个合格的助理的起码要求。(期望)Sowewerenotabletoadjustsellingpricesintimewhichwilldoharmtooursales(Result)所以，我们无法及时调整价格，我们的销售受到不利影响。(结果),PositiveFeedback:Example积极型反馈实例,Recentlyyouhavebeenperformingwell.(Behavior)最近你的工作表现很好。(行为)Thesurveyreportsyouhandedinforthepasttwomonthswereverycomplete,accurateandhelpful.(Example)这两个月你上交的市调报告非常全面、准确、有效。(例子)Weadjustedpricesaccordingtothereportsandoursaleshaveincreased15%overthatofthefirstquarter.(Result)我们根据你作的报告调整了价格，我们的销售比上个季度增长了15%。(结果)Ifyoukeepperformingwelllikethis,youwillsoonbecomethebestassistant.(Expectation)如果你一直这样努力的干下去，你会成为一名优秀的助理。(期望),Coaching指导,Thinkofsomeoneinyourlife-ateacher,parents,afriend-whowasagoodcoachormentor回想在你生命中的某个人：一位教师、父母亲、朋友-谁给过您好的指导与反馈意见Whatwasgoodaboutthatperson?这个人好在哪里？Whatdidtheydo?他们是怎么做的？Howdidyoufeel?您的感觉如何Howdidyourespond?您的反应如何？,WhatDoesTEAMMean?团队的含义,Together共同Each每人Achieve实现More更多,ConditionsForTeamSuccess团队成功的条件,SharedVision目标一致UnderstandingoftheTeam团队互相理解(责任明确)Communication沟通StrongLeadership强而有力的领导InvolvetheRightPeopletoEnsureCommitment选择适合的团队成员ExperiencedHelpWhereNecessary互助合作,WhatMotivatesPeople?什么能够激励人？,NeedforAffiliation归属需要NeedforPower权力需要NeedforAchievement成就需要,Note:Donotgivetoomuchatatime,becausepeopleforgetverysoon注意：一次不要给得太多，因为人们忘得很快,ToMotivate激励,Honest诚实,RespectofCompanyPolicy遵照公司政策,Motivation激励,Confidence自信,Performance业绩,Promotion提升,Enjoyment乐趣,EnergyCreatedThroughMotivation激励所产生的能量,+,+,_,NoMotivation没有激励,NoConfidence不自信,NoPerformance无业绩,Resignation辞职,NoEnjoyment没有乐趣,_,聪明目标SMARTObjective,Specific具体Measurable可衡量Achievable(Controllable)可实现（控制）Results-Oriented(Output)以结果为导向（输出）Time-Based(Deadline)以时间为基础（限期）,SMART,SMARTGoals聪明目标,GoalswithoutSMART非聪明目标Increaseturnover提高营业额Trainmoreemployees培训更多的员工,GoalswithSMART聪明目标Inthelastquarterof2000Mydepartmentwillincreaseturnoverbyatleast5%overthesameperiodlastyear.2000年第四季度，跟去年同期相比，提高营业额5%。BytheendofNovember,IwillhavetwoemployeestrainedonhowtousePacificFour.到十一底，教会两个员工如何使用PacificFour,SelfManagementandDevelopment自我管理和发展,Timemanagement时间管理Anticipation(Planning)预见,TimeDeclaration时间宣言,Today,ACatchoftheBusinessWorldIs:当今企业界脍炙人口的一个口号是：WorkSmarter,NotHarder!蛮干不如巧干！TimeIsMoney时间就是金钱,SourcesofStress时间紧迫的原因,ConceptofTime缺乏时间概念Notenoughdelegation缺乏授权LackofScheduling缺乏计划（短期）LackofPlanning缺乏计划（长期）,ToAnticipate,ToAnticipateEventsToAnticipatesIs:ToBeCreativeToUseaGoodStrategyToChoosetheRightPromotionattheRightTimeToHaveGoodBusinessSenseToPrepareMyTeamforanActionToAnticipate:MeansWeHaveToForecastNewProjects,预见,对特殊事件或活动的预见预见是指:有创造性运用适当的策略在适当的时间选择适当的促销方案有良好的商业意识为我的团队准备行动方案预见是指：必须对新项目进行预测,?,Anticipate预见,AskYourself:问你自己：Whatwillbesellingwellinthecomingsixmonths接下来六个月，什么单品会畅销Whatmightnotbesellingwellinthecomingsixmonths接下来六个月，什么单品应该清仓WhatcanI/myteamdotopreparefortheupcomingbusyperiod(bigpromotionevent,festival)?为即将到来的繁忙季节(大型促销活动)，我和我的团队现在能做些什么准备工作WhatmightgowronginmydepartmentandwhatcanIdonowtopreventit?我的部门可能会出现什么问题，我如何应对,Prioritizing轻重缓急,1,3,2,4,Urgent紧急,NotUrgent不紧急,Important重要,NotImportant不重要,EffectivePlanningTools有效的计划工具,Calendar月历(每日,每周,每月)DailytoDoList每日工作清单,AppointmentCalendar工作月历,Meetings&Events会议和重要的节庆活动、大型促销MajorProjectsAllocationofTimeBlock主要项目整段时间的分配MonthlyappointmentList每月会见计划Deadlines期限,Promotionproposal,interviewcandidates14:00-15:00,Daysoff,FinishTGscheduleforNovember,SalesManagerTraining,Daysoff,Daysoff,Daysoff,促销报告,面试两位应聘人14:00-15:00,休息日,完成11月份的TG安排表,课长会议,休息日,休息日,休息日,每日工作清单DailyToDoList,Sources来源ImmediateTasks眼下紧迫任务CalendarItems月历项目BasedonDegreeofImportanceinRelationtoOnesLife/BusinessGoals依据各人生活、工作目标的重要性程序,DailyToDoList每日工作清单,Prioritized(A,B,C,)按轻重缓急顺序进行排列Sequenced(A1,A2,A3,)对每项工作内容进行有序的排列ControlTimefortheDay掌握当天的时间VisuallyProminent放在显眼的位置CrossThroughasCompleteTasksalsoCrossThroughonMasterTaskList完成一项任务后将其从清单中删除同时将其从所有任务清单中删除ReviewProgressatEndofDay检查当天任务完成的情况MakePlanforNextDay!制定第二天的计划,DailytoDoList每日工作清单,Date:日期：10/3,User使用人：WangJun,DailytoDoList每日工作清单,Date:日期：10/3,User使用人：WangJun,HowToDealWithInterruptions如何处理干扰,DealingwithInterruptions-Strategies处理干扰的策略PhoneCalls电话访谈Dropper-innersandUnscheduledMeetings来访者和不定期的会议Crisis危机PaperandMessyDesks文稿和杂乱的办公桌KeepYourTaskListProminent把任务清单放在比较显眼的位置,TimeAnalysis时间运用分析,Time用时,Results收效,20%,ParetollsEig