高级经理培训课程全套IPINTRO

1、INTRODUCTIONPeople are a business resource and your success as a manager is closely tied to the success of these people on the job. Since the most important problems that managers face are people problems, this module of the Marketing Management Series focuses on the management activities necessary

2、to improve performance by setting standards, providing knowledge building skills, solving problems, and influencing motivation. Management means Ògetting things done through others.Ó Your management role is to help the people who report to you to reach their top performance in order to mee

3、t company goals.Recruiting for Results and Selecting for Success, two other modules in the Marketing Management Series, deal with locating and hiring sales representatives. The decision to hire is just one step in the process of human resource development. Good selection, however, followed by inadeq

4、uate training and supervision can easily lead to failure.The major functions of the sales managerÕs job identified by LIMRAÕs management selection research are:¥Recruiting and selection¥Training sales representatives¥Setting goals and monitoring performance¥Guiding and

5、counseling established sales representatives¥Providing marketing assistance and support¥Managing the business¥Identifying and developing management personnel¥Personal and professional developmentThese basic functions apply whether a manager is building a field sales office from s

6、cratch, maintaining an existing staff, or attempting to expand and increase the productivity of an established office.The managerÕs job is to manage peopleÕs behavior within the boundaries of the business environment, not to manage the people themselves. To do this successfully, managers n

7、eed a broad range of knowledge, skills, and abilities:¥Interpersonal Relations Skills. The ability to understand and relate to the needs of others and to moderate self-insight in others. This includes being accessible and having a genuine interest in other people, their problems, and their futu

8、re success.¥Time Management and Delegation. The ability to appropriately delegate responsibilities to others and to organize oneÕs own time and activities in an efficient and appropriate manner.¥Coaching and Instructional Skills. A knowledge of, and the ability to apply, good training

9、 procedures and practices to develop sales skills in others where weaknesses have beenidentified. This includes the ability to transmit a sincere belief in the value of a financialservices sales career.¥Oral Communication Skills. The ability to clearly express oneself in both formal and informa

10、l settings and to extract information effectively. This includes the ability to clearly express technical concepts.¥Planning and Implementing Skills. The ability to analytically develop plans in anticipationof future needs and to implement these plans through periodic monitoring, evaluation, an

11、d updating.¥Problem-Solving Skills. The ability to identify problem situations before they get out of hand and to implement creative solutions to them. This includes the ability to see a variety of alternative solutions to a problem.¥Sales Skills. The ability to sell financial services pro

12、ducts. This includes a knowledge of company products and the needs that they meet, as well as the ability to identify potential markets for future sales.¥Organizational Commitment. The ability to establish and maintain a loyalty to the company and a commitment to the companyÕs goals that a

13、re in balance with oneÕs personal goals and loyalties. Also included is the ability to create a high level of public respect for the organization and a willingness to enforce established company rules.¥Stress Tolerance. The ability to maintain self-control and to function effectively in st

14、ressful situations. This includes the ability to maintain personal enthusiasm and to develop enthusiasm in others when in adverse circumstances.¥Integrity. The ability to conduct oneself in an honest and ethical manner. This includes the ability to take responsibility for oneÕs own actions

15、 and to give credit to others when it is warranted.The path to improving performance begins with analyzing the requirements of the job and setting standards for successful performance of the job. Once the job requirements and standards are determined, the manager can compare individual performance w

16、ith the standards to determine what people already know, what their training needs are, and areas in which performanceis below the level necessary for success despite training. This diagnosis sets the stage for establishing objectives based on performance standards, determining methods of reaching t

17、hoseobjectives, and evaluating the results.This module presents a systematic approach to improving the performance of both new andestablished sales representatives. It focuses on activity-based supervision and explores a variety of techniques and practical approaches that a manager can use to evalua

18、te performance and to determine future actions. Since below-par performance can be caused by many factors, it is important that a manager be aware of these factors. Completion of this module will enable the manager to recognize underlying causes of such performance and to develop skills in training

19、adults, providing continuous development, and influencing motivation.The steps involved in improving performance continually recycle and the point at which the manager enters the cycle depends on the experience of individual sales representatives. Forexample, when working with new sales representati

20、ves, the manager begins with the standard training needed to get the individual started on the job; in this case, activity measures are based on general guidelines. With experienced sales representatives, however, the manager begins with a supervision interview during which mutually agreed-upon goal

21、s are set and developmental needs are determined through careful performance appraisal. As sales representatives grow on the job, the managerÕs continuous supervision encourages them to reach for new goals and provides them with the training and other assistance necessary to reach the new goals

22、. At each stage, the manager must maintain an awareness of what is important to each sales representative, since the importance that people place on the factors influencing motivation also changes over time.Managers work with people who have varying levels of development in terms of education,experi

23、ence, capacity to set high but attainable goals, and willingness and ability to take responsibility. Part of the managerÕs job is to help people move up from one level of development to another. Effective managers take individual development into account when providing instructions on what, whe

24、n, where, and how to do the job, as well as in the personal relationships involved in supporting, facilitating, and giving psychological strokes. People with low levels of development need an emphasis on specific instructions rather than personal interaction. Other individuals who may be slightly mo

25、re developed require specific directions and guidance, but they respond to a higher degree of personal interaction. When sales representatives have reached a reasonably high level of development, managers need only define objectives and time frames. In cases such as these, the sales representatives

26、are professional enough to determine appropriate methods and procedures to accomplish goals and they are like members of a team orco-workers and will respond to a high degree of interpersonal relations. Experienced sales representatives who function in the manner of competent and motivated executive

27、s usually prefer to work on their own and do not require extensive directions; they respond well to close interpersonal relations designed to improve performance.Effective communications forms the foundation for each activity in this module. The whole purpose of the communications process as it rela

28、tes to the managerÕs job is to improveperformance by improving communications. There are some basic concepts common to all communications, both oral and written.¥Keep it simple. Different words can be used to convey meanings. The simpler the language, the less possibility of misunderstandi

29、ng. For example, the technical language of financial services products is often meaningless to the new sales representative Ñ concepts must be described in everyday words.¥Perception. The real significance of any communication is in the mind of the receiver, not the initiator. One of the c

30、hief problems in communicating effectively is that people tend to project their own values, assuming that others will have the same values that they have.¥Context. The same words uttered in different situations may have considerably different meaning in the timing of a message. The conditions l

31、eading up to the message and theenvironment in which the message is delivered exert a powerful effect on its reception.¥Role-playing. We all play different roles every day in different situations. As part of a chain of command, managers direct the work of others at the same time that they are r

32、esponsible to a higher ranking member of the organization. Managers must avoid the trap of talking down to members of the field sales office staff.The manager does not bear total responsibility for the communications process, however; sales representatives and other members of the field sales office

33、 staff need to communicate effectively with the manager. Whether areas of concern are related to sales to administration, or to personal problems that affect performance, it is important that staff members be willing to sit down with the manager and discuss the matter openly.What should people who a

34、re supervised be able to expect from their manager? With respect to communications, expectations can be divided into eight areas:1.Help in organizing their work so that it will challenge their ability, skill, and experience and will provide satisfaction2.Reassurance that each individual is important

35、 to the organization and that a temporary loss of work momentum and accomplishment will not lead to termination or ouster from the Òinner circleÓ3.Ample opportunity for advancement4.Opportunities to demonstrate individual worth and skill in getting ahead in the organization5.Social accepta

36、nce in terms of personal worth, plus a sense of belonging and of playing an essential role in the organization6.Competent and understanding supervision that respects communication and personal rights and that is impartial and considerate7.A work environment that is reasonably free from disruptions a

37、nd irritating factors8.A competent manager who is able to maintain the attitude of being part of an organization that is assuming its rightful position within the industry and that at the same time is interested in the well-being of its employeesThe end result of communications must be understanding

38、. The managerÕs ability to achieveunderstanding has a direct relationship to the ability to improve the performance of salesrepresentatives.Organization and Format for This ModuleThe Improving Performance module is designed to help you master essential supervisory, training, coaching, and couns

39、eling knowledge and skills, primarily through independent study. Yet, self-study alone cannot lead to mastery of many of the important skill areas that are explored in this module. Effective skill development requires the application of concepts through practice.This module is divided into smaller s

40、ections called units. The following units are included:Unit 1: Productive SupervisionUnit 2: Planning Effective TrainingUnit 3: Training in ActionUnit 4: Continuous DevelopmentUnit 5: Influencing MotivationEach of these units contains study (reading) assignments and review questions that you will co

41、mplete as you proceed through the unit. At the end of each unit, you will be asked to complete one or more projects. Each project provides an opportunity to apply specific principles and approaches to practical, job-related situations.Completing these projects conscientiously will enable you to get

42、the most from this module.As you work on each project, you may find that your own company requires managers to follow certain policies that will affect your decisions on a particular project. Therefore, beforecompleting a project, check your companyÕs policies and keep them in mind when working

43、 on the assignment.The references in this module are to methods to improve the performance of sales representatives, but wise managers will use them to obtain top performance from other staff members as well. Managing a field sales office has become extremely complex because of new products and regu

44、lations, plus the need for higher productivity and lower expense ratios. At the same time, expanded markets and improved technology have created new opportunities. The manager canÕt do the job alone Ñ it takes a marketing team.The Role of Your TrainerYou will have the opportunity to obtain

45、 feedback on the projects that you complete throughout this module from an individual who has been asked to serve as your trainer. Your trainer may be in your own field sales office or may be located in another facility, perhaps at a regional or home office location.Naturally, you will be told who y

46、our trainer is and where that person is located. Your trainer will provide you with more specific instructions on how each project will be reviewed. and how, where, and when discussions on each unit will take place. Basically, one of two approaches is possible:¥If your trainer is located within

47、 your own office, meetings will be relatively easy to set up. When you begin the module, you will meet with your trainer to prepare a schedule for completing the various units and the projects they contain. You will then meet your trainer periodically, according to the schedule that you have establi

48、shed, to review the work that you have prepared for each project. During that meeting, your trainer will provide you with additional insights and suggestions on the project and will be able to answer any questions that you may have about the content of the unit itself.¥If your trainer is located in another facility and is not readily accessible, you will probably have to arrange a different type of review schedule. For