督导技巧培训手册

精选优质文档倾情为你奉上精选优质文档倾情为你奉上专心专注专业专心专注专业精选优质文档倾情为你奉上专心专注专业EVERYTHINGYOUALWAYSWANTEDTOKNOWABOUTYOURSUPERVISION“督导技能大全”培训手册INTRODUCTIONSWhetheryouaretrainingnewsupervisorsorrefreshingtheskillsofcurrentstaff,EVERYTHINGYOU’VEALWAYSWANTEDTOKNOWABOUTSUPERVISIONcanhelpthembecomemoreeffective,productive,andresultsoriented.Bydevelopingsupervisors’sills,itnotonlyhelpsthemmeetorganizationalandpersonalgoals,butalsoshowsthemhowtocreateaclimateofmotivationforthosereportingtothem.PLANNINGYOURSESSIONAsyouknow,themosteffectivetrainingsessionsbeginwithawell-preparedleader.Yourknowledgeofthetopicandfamiliaritywiththevideowillmakethetrainingsessionmoremeaningfulfortheparticipantsandmoreenjoyableforyou.SESSIONCHECKLISTTakeafewminutesbeforeyoursessiontomakesureyou’veassembledthethingsyouneedtorunitsmoothly.LocationRoomreservedRoomenoughtobreakintosmallgroupsSatisfactoryventilationEnoughseatsEnoughwritingsurfacesGoodacousticsRelaxedenvironmentGoodviewofthescreenLitsoparticipantscantakenotesduringvideoEquipmentIfrecorder:Rightformatfortape____VHS______Beta_______3/4inchConnectedtomonitorortelevisionInworkingorderPre-testedinviewingroomIfprojector:ProjectorbulbandexciterlampworkFaninworkingorderEmptytake-upreelSettingatcorrectangleforvideotobeonscreenExtensioncordhandyandtapeddownsafelySoundsystemwarmedupPre-testedinviewingroomMaterialsTrainingleader’sguideVideoorvideoPaperandpens/pencilsSessionoutlinePhotocopiesofnecessarymaterialsmadeandinproperorderPOSSIBLESESSIONOUTLINEDiscussyoursessionobjectivesIntroducethevideoShowthevideoGothroughthediscussionquestionsDoselectedexerciseHandoutdeskremindercardsBrieflyreviewmainpointsofvideoClosesessionORDiscussyoursessionobjectivesIntroducethevideoShowthevideoinitsentiretyRewindvideoasyouexplainthatyou’llbereviewingeachsectionofthevideoseparately.Showvideothroughthesectiononorganization(StopvideowhenDianesays,“Itis,butbyplanningwhatIhavetodoeachday,Icandotheworkofthreepeople.”)Dodiscussionquestions2Doexercise1Showvideothroughthesectionondelegation(stopvideowhenDianesays,“Youwererightaboutlearninghowtodelegate.Iknownowmyproblemsareover.”)Dodiscussionquestions3and4.Doexercise3Showvideothroughthesectionondiscipline(stopthevideowhen“TheVoice”says,“Youhandledthatverywell.”AndDianereplies,“Thanks.”)Dodiscussionquestion6.Doexercise4.Showvideothroughthesectiononmotivation(stopvideowhenDianesays,“ThatIcanarrange.”)Doexercise5.Doexercise6.Handoutdeskremindercards.Closesession.EverythingYou’veAlwaysWantedToKnowAboutSupervision督导技能大全MAINPOINTS课程重点ORGANIZE: Planyourworkandworkyourplan组织 计划你的工作以及工作你的计划Writedownthesixmostimportantthingsyouhavetodo记下六件你必须做的重要事情Putinpriorityorder按工作先后顺序排列Coordinatewithyourcalendar同你的计划和工作日历融合协调好DELEGATE:分配任务Tellwhythejobisimportant陈诉该工作的重要性Defineresultswanted阐明期望的结果Defineauthority规定权限Agreeondeadline共同商定完成期限Askforfeedback询问意见和反馈Setupcontrols建立好控制机制COMMUNICATION: Listpointstocover–planahead–rehearse沟通 列出要覆盖的要点-提前计划-彩排Askopen-endedquestions问一些特殊疑问句Listen聆听Setgoals设定目标Askforfeedback询问意见和反馈DISCIPLINE:纪律Givefactsandfigures提供事实和数据Getagreementthatthereisaproblem对问题的客观存在达成共识Explainconsequences解释后果Helpemployeesfindtheirownsolutions帮助员工找到他们问题的解决办法MOTIVATION: Motivation=theneedfor激励 激励=对下列的需要Accomplishment成就感Responsibility责任感Somesayinhowthejobisdone描述完成该工作的方式Learningandgrowth学习和提高OVERALLMOTIVATOR=THENEEDTOFEELIMPORTANT整体的激励=自我价值体现和自我重要性体现的需要DISCUSSIONQUESTIONS讨论问题Ofthefivesupervisoryskillsbroughtoutinthefilm,whichdoyoufeelisthemostimportant?Whichdoyoufindeasiest?Why?Whichismostdifficult?Why?在录像里的五个督导技能里面，哪一个你觉得最重要？哪一个最容易？为什么？哪一个最难？为什么？Mostofusknowthebasicsoforganizingourwork,yetfewdoitconsistently.Whatusuallystopsyoufrom“planningyourworkandworkingyourplan?”Whatwouldittaketoovercomethatobstacle?我们绝大多数都知道安排组织我们工作的基本知识，但却很少人能持之一恒。到底是什么阻止你“计划好工作并让计划运作的呢？”又有什么能协助你克服这些障碍呢？What’sthemostsuccessfulexampleofdelegationyou’vehad?Whatmadeitworksowell?Hasthatgoodexperienceencouragedyoutodelegateotherresponsibilities?Whyorwhynot?Withwhatresults?举例你最成功的一次分配工作的实例？并分析是什么使它能产生良好的效果的呢？这种成功的经验是否进一步促使你分配其他得责任呢？为什么是或为什么不是？结果又是什么呢？WhatdoyoufeelisthebiggestmistakeSupervisorsmakewhendelegating?Doesitlackofdefinitioninresults?Nodeadline?Ordoesithavetodowiththetaskitself–doemployeesfeelthey’reforcedtodotheworktheirsupervisordoesn’twanttodo?Howcantheseproblemsbeavoided?你认为上司分配工作最大误区是什么？分配时是否规定了期望的结果？是不是没有最后期限？又或者是否同任务本身有关-员工是否感到他们被安排做一些上司不愿意做的工作？这些问题应如何避免？Havetherebeencommunicationbottlenecksinyourdepartment?Whichofthecommunicationaspectsinthevideo(planning,askingopen-endedquestions,listening,settinggoals,askingforfeedback)wereneglectedinthatsituation?Afterseeingthisvideo,whatwouldyoudodifferentlytocorrecttheproblem?在你部门是否有沟通的困难段？录像中沟通的那一部分（计划，提特殊疑问句，聆听，询问反馈和意见）受到了忽视？在看过录像后，你会有什么不同的做法以便纠正该问题？Thinkbacktoyourpre-supervisorydays,canyoushareapositiveexampleofhowabosscoachedyouforadisciplinaryproblem?Whatdidheorshedotohelpyouchangeyourbehaviorwithoutmakingyoufeeldefeatedorangry?Didhe/sheincludethestepsinthevideo(givefactsandfigures,getagreementthere’saproblem,explainconsequences,helpemployeefindhis/herownsolution?)Inwhatwaysdidyoulearnfromthatexample?回想一下你做督导之前，你的上司是如何处理你的纪律问题的？她/他做了什么来帮助你改变行为模式，而又不让你感觉受到挫伤和变得生气？他/她是否使用了录像中的步骤（提供事实和数据，对问题的客观存在达成共识，阐明后果，带领员工自己找到问题的解决方案？）从这个例子中，你学到了哪些方面的知识？Asasupervisor,whendidyoufirstrealizethatyoucan’tmotivateyourstaff?Whatdidyoutryandwithwhatresults?作为督导，你什么时候首次意识到你不能激励你的员工？你做了哪些努力，结果如何？It’sbeensaidthattheonlywaytogetemployeestomotivatethemselvesistocreatea“climateformotivation,”toprovidechanceforgrowthandachievementintheworkenvironment.Whatprogramsoropportunitiesareprovidedinourcompany/yourdepartmentthatcoulddothat?Whataresomewaysyoucouldsetthatmotivationalclimateinyourdepartment?有人曾说唯一的让员工自我激励的办法是创造一种“激励的氛围”，既在工作中为员工的成长和成就提供机会？你的单位/或部门有什么样的机会和活动来达到此目的的？你有没有其它一些办法来在你的部门创造这种“激励的氛围”？EXERCISE练习1Objective:tohelpparticipantsbeginthehabitoftaskorganizationandtohelpthemlearnprioritizingfromoneanother.目标：帮助学员养成组织安排工作的习惯并帮助他们学会按工作的轻重缓急来安排完成的先后顺序。Instructions指导:ReadappendixA,“The$25,000List”toparticipants.给学员阅读附录A“25,000英镑的清单”。Handoutpaperandpens.发放纸和笔。Askthemtolistthesixmostimportantthingstheyhavetoaccomplishtoday.让他们列出六件他们今天必须完成的任务。Havethemrankthosesixinpriorityorderandassigneachadeadlinedateortime,whicheverisappropriate.让他们按先后顺序排列工作，并给每一项任务规定最后完成期限或所需完成时间（具体视宜而定）Askfortwoorthreevolunteerswhoarewillingtosharetheirrankingwiththegroup.Haveeachreadhisorherlistandexplaintheordertheyassignedthetasks.Howdidtheychoosetoputthemintheordertheydid?Howdotherankingmeetorganizationalordepartmentalgoals?Askthegroupiftheywouldhaveorderedthetasksanydifferently.提问两到三个自愿者，让他们同大家分享分享他们的排序方式及原理。以及他们的排序是如何满足酒店或部门的目标的？问其他人是否会排序不同，以及为什么？EXERCISE练习2Objective:tohelpparticipantsapplythedelegationstepsthey’velearnedfromthevideo.目标：帮助学员学以致用录像中的分配工作技巧Instructions指导:Asktheparticipantstoformgroupsofthree.Duringthisrole-playingexercise,oneparticipantwillactassupervisor,oneasemployee,andthethird,asobserver.GiveeachgroupacopyofAppendixB,page12,andassigneachoneofthefollowingsituations.Encouragethemtohavefun–thisisatimeforrelaxed,enjoyablesharingandlearning.让学员三人一组。在这个角色扮演练习中，一个学员做督导，一个做员工，第三个做观察员。给每一组一份附录B的复印件，第12页，并分配下列的每一个案例。鼓励她们开心-这是一个轻松、享受的分享知识和学习时间。Ifyouhaven’talready,handoutcopiesofthedeskremindercards.Askthe“supervisors”tospendtenminutespreparingtodelegatethefollowingresponsibilities.Letthemknowtheyarefreetomakeupwhateverinformationtheyneedto,i.e.,deadlines,authoritylines,results,etc.分发课程要点的handout。让‘督导’花十分钟准备分配下列职责。让他们知道他们可以编造任何需要的细节，如最后期限、权限，期望的结果，等等。Askthe“employees”torespondtothedelegationastheyfeeltheemployeesineachvignettewould.Whiletheyshouldkeepinmindthe“supervisor”istheboss,theyarefreetoraiseanyobjectionstheythinkwouldlikelycomeup.让‘员工’按员工的身份相应回应‘督导’的对答。他们应记住‘督导’是老板，他们可以视实际情况提出任何反对意见。Asktheparticipantsplaying“observers”towatchhowthestepsfromthevideoareimplementedand,whentheexerciseisover,toreporttothewholegrouphowitwent.让扮“观察员”的学员仔细观察录像中的步骤是如何得到实施的并且当练习结束时，负责向整个班解释该角色扮演的进展情况。Situation情景AYou’vejustmovedyourfileroomacrossthehallandintheprocess,thetaxrecordsforfiscalyears’63through’68havegottenverymixedup.Youneedsomeonetocompletelyre-filealltheinformation.Theoneyoufeelismostqualifiedforthejob,ChrisImbertson,loathesfiling.Asmuchasyou’dliketogiveittosomeoneelse,youknowthatChris’experienceandworkstylewillgetthejobdonequickly.你刚巧搬迁文件室到对面大厅时，63年度到68年度的税收记录都混在了一起。你需要一个人重新归档这些文件。你感觉最合适做这项工作的人是ChrisImbertson，但碰巧他厌恶文件归档。你正在犹豫是否给别人时，你知道Chris的经验和工作方式会使该工作迅速得到解决。Situation情景BYou’vebeenputinchargeofassemblingatrainingmanualforyourdivision.Althoughyouenjoythiskindofwork,therearen’tenoughhoursinthedaytodoit,soyou’vedecidedtodelegatepartofthetasktoMike/MichelleCallahan.His/herskillsinwritingandorganizationwillbeinvaluable,butthereisasmallproblem.Mike/Michelletendstobeoverlyaggressive,oftenpushy,whendeadlinesgetcloseandyouknowhis/herworkrelationshipshavesufferedinthepastbecauseofthisabruptness.你被委派负责做你们部门的培训手册。尽管你喜欢这种工作，但是白天的时间不够，所以你想决定布置部分工作给Mike/MichelleCallahan。他/她的写作和组织能力十分宝贵，但有一个小问题。Mike/Michelle太过激进，常常犯急，当期限接近时，你知道她/他的工作关系会由于急躁和言语的失当而变得很紧张。Situation情景CYou’vebeengiventhetaskofpickinganewcomputersystemforyoursalesdepartment.Inordertomakethebestdecision,youneedinformationonprices,compatibility,software,hardware,andmaintenanceagreements,amongahostofothervariables.YouchoosetodelegatethegroundworktoJay,yourdepartment’sresidentcomputerbuff.AlthoughyouknowJayhasthebackgroundtofindoutwhatyouneed,you’realittleconcernedthathe/shewillgooverboardandcollectmuchmoreinformationthanyouneed,wastingtimeintheprocess.你受命为销售部挑选一种新的电脑系统。为了做最佳的决定，你需要价格、兼容性、软件、硬件、以及维修保养的合同，以及其它一切的变数。你准备把基础工作布置给Jay，尽管你知道Jay的经历可以帮你找到你的需要，但你还是有点担心他做过了，浪费了许多时间做一些没必要的工作。Situation情景DYou’rewaybehindschedulesonproducingthecompany’sannualreport.Youknowthatifyoucangetthewordprocessingfromalltheotherdepartmentscoordinated,youcanmoveaheadwithothertasks.Youdecidetoputoneofthebestproceduresinthewordprocessingarea,Aaron/Erin,inchargeofpullingtogetheralltheotherdepartments’work.Whileyouknowhe/shewilldoanexcellentjob,youalsoknowitwillputhim/herinauthorityforabrieftimeoverhis/herpeers.Youareconcernedabouttheproblemsthismightcause.你在完成公司年度报告时有些滞后。你知道如果你能从相关部门得到文字处理的内容，你就可以腾出手来做其它的任务。你决定由Aaron/Erin来负责统筹其它部门的工作。你相信他/她会出色完成任务，为此需要让他们领导其它同事一段时间，但同时你担心会因此造成一些问题。EXERCISE练习3Objective:tohelpparticipantsapplythestepsofcommunicationthey’velearnedfromthisvideo.目标：帮助学员学以致用录像所教的沟通步骤。Instructions指导:Askparticipantstoshareuptofiveofthetouchiestwork-relatedcommunicationproblemsthey’veencounteredorwithwhichthey’veheardofothersdealing.Askthemrememberasmuchastheycanabouthowthesituationwerehandled.让学员分享五个最棘手他们遇到的同工作有关的沟通问题或者听见别人在处理的沟通问题。让他们尽力回忆该问题是如何处理的。Forthosesituationsthatdidn’tworkoutaswellastheycouldhave,discusswhatstepsinthe“communication”sectionweremissedorinappropriatelyhandled.对于那些没有处理好和可以处理得更好的情况，讨论“沟通”部分缺损或处理不当的步骤。Nowthattheyknowthestepsfromthevideo,asktheparticipantshowtheywouldhandlethesamesituationifithappenedtomorrow.现在他们知道了正确步骤，问一问他们今后会如何处理相同的状况。EXERCISE练习4Objective:tohelpparticipantsapplythevideo’steachingpointsondiscipline.目标：帮助学员学以致用录像中有关纪律的要点。Instructions指导:HandoutcopiesofAppendixC.Ifyouhaven’tyethandouttheDeskReminderCards.发附录C。Askparticipantstoreadthroughtheexample,keepinginmindtheteachingpointsfromthe“discipline”sectionofthevideo.让学生阅读例子，记住录像中有关‘纪律’的教学要点。Afterthey’vefinishedreading,askthemtotakeafewminutestothinkthroughhowtheywouldapproachthisdisciplineproblem,makinganynotestheywishonthebackofthepage.阅读完后，让他们用几分钟思考一下他们解决纪律问题的方法，并在该页纸的背后做好笔记。Discusswiththeparticipantshowthey’dhandlethissituation.Reinforcewhatthey’velearnedformthevideo,andstressanystepstheyomit.同学员讨论他们处理案例的方法。肯定和巩固他们从录像中所学到的内容并强调他们忽略的步骤。RobertKramerhasalwaysbeenoneofthebestperformersinyourdepartment.He’shighlyresults-orientedandyetisa“teamplayer,”alwaystherewhenhisco-workersneedahelpinghand.Lately,hisperformancehasslipped.He’smissedhisthreedeadlinesthismonthandtheworkhehasgotteninhasbeensloppy.Hislastreporthadfourcalculationerrorsandwasmissingtheexecutivesummaryforwhichyouhadasked.Whenyoutalkedtohimtwoweeksagoaboutthechangeinhisperformance,hemadeanearnestpledgetochange.Unfortunately,that’snothappening,andtodayhemissedanotherdeadline.你部门表现最好的员工之一RobertKramer是一个追求结果的人，同时也是一个富有‘团队精神’的人，在别人需要时总是能提供协助。最近，他的表现有所滑坡。本月他错过了三个最后期限并且他的工作质量也非常地臃肿。他的最近的一个报告有四个计算错误，并缺了你要求的总结。两周前当你同他谈他的工作表现时，他做出了一个真诚的保证。不幸的是承诺并未兑现，今天他又错过了另一个最后期限。EXERCISE练习5Objective:tohelpparticipantsidentifywaystobuildamotivationalclimatefortheiremployees.目标：帮助学员发掘为员工创造“激励氛围”的途径。Instructions指导:HandoutAppendixD.发放附录DAsktheparticipantthinkofonepersonreportingtothemandseemslackmotivation.Keepingthatpersoninmindandwithoutsharingthenameorsituation,askthemtowritetheanswerstothefollowingquestions.Whilethisisonlythebeginningoffindingappropriatemotivatorsforallthestaff,thisexercisecanhelpparticipantsbecomeawareofhowtobuildaclimateofmotivation.让学员想一个他自己手下的而又缺乏动力的员工。记住该员工，但不要说出他的名字或具体状况，让他们把下列问题的答案写下来。这仅仅是找到所有员工自我激励的方法的开始，该练习能帮助所有学员清楚如何去建立一个激励士气的环境。Whatdoyouknowaboutthepersonal/professionalgoalsofthisunmotivatedemployee?你对这些没有动力的员工的个人/职业目标所知多少？Whatdoesthispersonenjoymostabouthis/herjob?这个人最喜欢他工作的哪些部分？Whatdoesthispersonenjoyleaseabouthis/herjob?该员工最不喜欢他工作的那部分？Whatthreethingsdoesthispersonseemexcitedaboutwhentalkingabouthis/herpersonaltime?当他谈到他的个人时间时有哪三件事让他最激动？Whatkindsoftaskshavethispersonvolunteeredtodo?Withwhatresults?Whatcanthistellyouabouthim/her?有哪些任务是该员工主动要做的？结果将是怎么样？这能给你什么提示呢？Participantsmayfindtheyhavetroubleansweringthesequestions.Oftennotknowingenoughaboutemployeesisthereasonsupervisorshavedifficultysettingaclimatethatmotivates.Encouragethemtospendtimewiththepeoplereportingtothem;toaskopen-endedquestionstolearnmoreaboutthemandwhatencouragesthemtodothebestjobtheycan.学员会发现有困难回答这些问题。大部分原因是因为督导有困难创造一种自我激励的氛围。激励他们和自己的下属多些接触和相处，以及问一些特殊疑问句来多谢了解他们并发现什么工作最能激励他们。Withtheanswerstotheabovequestionsinmind,inwhatwayshaveyoubuiltorhelpedtoteardownthisemployee’smotivation?在上述问题记在心中，你曾如何建立和摧毁员工的士气和动力的？Eitherwriteontheboardoronanoverheadthefourmotivatorsmentionedinthefilm:在白板上或投影片上写下录像中的四个激励因数Accomplishment成就感Responsibility责任感Discretion判断力Learningandgrowth学习和提高Askparticipants,keepingthislistandtheiranswerstoquestionstwoandthreeinmind,towritedownthreethingstodothatcanincreasethemotivationalclimateofthatemployee.Allowadequatetimeforthemfinish,perhaps5to10minutes.让学员保持住该单，记住问题2和3的答案，写下三件能建立激励员工的氛围的事情。给他们5至10分钟完成。Askthemtowritetheactionstepsthey’lltaketobringthisaboutandplanthedatesonwhichtheywilltakethem.让他们建立激励氛围的行动计划并且行动时间。Suggesttotheparticipantsthattheysetasidetimeregularlytothinkthroughthisinformationonalloftheiremployees.Whileitmayseemtoabsorbalotoftime,motivatedemployeesareworththeirinvestment.建议学员定期花一些时间去思考一下所有下属员工，并过一遍上述问题，尽管花时间不少，但提升员工士气将是十分值得的。EXERCISE练习6Objective:tohelpparticipantslearnwhatmotivatedthem.Whiletheyshouldn’tassumethatwhatmotivatesthemwillmotivatesothers,it’shelpfultobecomeawareoftheinfluenceofwhatcanseemtobeneutralfactors.目标：帮助员工学会能提升他们士气的因素。同时意识到并非所有能激励他们的因素都可以激励别人，但显然一些中性的因素的影响确是不言而喻的。Instructions指导:HandoutcopiesofAppendixE.发出附录E。Askparticipantstoselecteightitemsforthelistbelowthattheyfeelinspirethemtodotheirbestjobs.Havethemputacheckmarkonthelinetotheleftofthosestatements.让学员选择八个最能激励他做好工作的项目。让他们在这些句子的左边画下一个符号。Oftheeightthey’vechosen,haveparticipantsranktheminorderofimportance(mostimportantis“1”Discussthelastquestionontheparticipants’worksheet(reprintedbelow).Cautionthemagainagainstassumingwhatmotivatethemwillmotivateothers.Stressinsteadthatthereareoftenmotivatingfactorsofwhichwearecompletelyunaware.讨论学员Worksheet的最后一个问题。再次提醒不要以为能激励自己的因素就一定能激励别人。强调有一些激励的因素可能尚未知晓。HandoutcopiesofAppendixF,alistofthingstokeepinmindwhenanalyzingthemotivationclimateoftheirdepartments.发出附录F，一边记住这些内容一边分析他们部门的激励氛围。

APPENDIX附录AORGANIZATION:The$25,000List组织能力：25000英镑的单子Inthe1930’s,amanagementconsultantcalledonCharlesSchwab,thepresidentofathenrelativelysmallsteelcompany.TheconsultanttoldMr.SchwabhehadsometechniquestosharethatcouldincreaseSchwab’semployees’effectivenesssignificantly.Althoughinahurry,Schwabsaidhe’Theconsultantsaid,“Mr.Schwab,takeoutapieceofpaperandwritedownthesixmostimportantthingsyouhavetogetdonetoday.”Afterthesixwerewritten,hesaid,“Now,putthosesixitemsinpriorityorder:numberoneisthehighestpriority.Then,assignnumberstwo,three,four,andfive,ondowntonumbersix,whichisoflowestpriority.Beginworkingonnumberone,andkeepinmindthatyouareworkingonthemostimportantthingtoachievetheobjectivesofyourorganization.Don’tworryabouttheothersuntilnumberoneiscompletelyfinished.Takethisidea,useit,andsendmeacheckforwhateveryouthinkit’sworth.”顾问说，“Schwab先生拿出一张纸并写下六个最重要的今天必须完成的任务。”六项写完后，他说，“现在，把这六个项目按先后顺序排序，1为最急。开始从一号开始具体落实，并记住你是在做最重要的工作来到达你公司的目标。不要考虑其它直到你完成了第一项。使用该主意，然后寄给我合理价钱的支票。Mr.Schwabtooktheconsultant’sadviceandtriedtheidea.Hefounditextremelyeffective–hewasaccomplishingmorethanheeverhadbefore.Hetaughthisstaffhowtodoit,andtheygotmorethaneverbefore.Sixweekslater,theconsultantreceivedacheckfor$25,000,ahugesumduringthedepression,andanote:“ThisiswhatIthinkyourideaisworth.”Schwab先生采纳了顾问的建议并加以实施。他发现特别有效-他成就了比以前更多的事情。教了他的员工如何去做后，他们的成就也比以前更多了。六周以后，顾问收到了一份25000英镑的支票，在但是萧条的时期，这相当于一笔巨款，还后附了一张纸条：“这就是我认为你的办法的所值。”

APPENDIXB:EXERCISE2附录2：练习2Objective:togiveyouachancetoapplythedelegationstepsfromthevideo.目标：给你一个机会去实践录像中的‘分配工作’技巧。Instructions指导:Formgroupsofthree.Duringthisrole-playingexercise,oneparticipantwillactassupervisor,oneasemployee,andthethird,asobserver.Yourtrainingleaderwillassignyouoneofthefollowingsituations.Havefunwiththisexercise–it’satimeforrelaxedenjoyablesharingandlearning.三人一组组队。在这个角色扮演练习中，一个学员扮督导，一个扮员工，第三个扮观察者。你的培训导师将分配你下列案例。尽量从练习中得到快乐-因为这是学习、交流和分享的过程。“Supervisors”:spendtenminutespreparingtodelegatetheresponsibilitiesinthesituationyou’vebeenassigned.Feelfreetomakeupwhateverinformationyouneedto,i.e.,deadlines,authoritylines,results,etc.“督导”：花十分钟时间准备分派下列案例情况的责任。任意编造任何所需的细节，如，最后期限，汇报工作线，结果等等。“Employees”:respondtothedelegationsasyoufeeltheemployeesdescribedinyourvignettewould.Keepinmindthatthe“supervisor”istheboss,butyouarefreetoraiseanyobjectionsyouthinkwouldlikelycomeup.“员工”：按员工身份相应对答，记住‘督导’是你的上司，但你仍要提出任何你认为可能出现的反对意见。“Observers”:watchhowthestepsfromthevideoareimplementedduringtheroleplayand,whentheexerciseisover,reporttothewholegrouphowitwent.“观察者”：观察录像中的步骤是如何在该角色扮演练习中得到体现的，练习做完后，向整个集体汇报他运行的方法。Situation情景AYou’vejustmovedyourfileroomacrossthehallandintheprocess,thetaxrecordsforfiscalyears’63through’68havegottenverymixedup.Youneedsomeonetocompletelyre-filealltheinformation.Theoneyoufeelismostqualifiedforthejob,ChrisImbertson,loathesfiling.Asmuchasyou’dliketogiveittosomeoneelse,youknowthatChris’experienceandworkstylewillgetthejobdonequickly.你刚巧搬迁文件室到对面大厅时，63年度到68年度的税收记录都混在了一起。你需要一个人重新归档这些文件。你感觉最合适做这项工作的人是ChrisImbertson，但碰巧他厌恶文件归档。你正在犹豫是否给别人时，你知道Chris的经验和工作方式会使该工作迅速得到解决。Situation情景BYou’vebeenputinchargeofassemblingatrainingmanualforyourdivision.Althoughyouenjoythiskindofwork,therearen’tenoughhoursinthedaytodoit,soyou’vedecidedtodelegatepartofthetasktoMike/MichelleCallahan.His/herskillsinwritingandorganizationwillbeinvaluable,butthereisasmallproblem.Mike/Michelletendstobeoverlyaggressive,oftenpushy,whendeadlinesgetcloseandyouknowhis/herworkrelationshipshavesufferedinthepastbecauseofthisabruptness.你被委派负责做你们部门的培训手册。尽管你喜欢这种工作，但是白天的时间不够，所以你想决定布置部分工作给Mike/MichelleCallahan。他/她的写作和组织能力十分宝贵，但有一个小问题。Mike/Michelle太过激进，常常犯急，当期限接近时，你知道她/他的工作关系会由于急躁和言语的失当而变得很紧张。Situation情景CYou’vebeengiventhetaskofpickinganewcomputersystemforyoursalesdepartment.Inordertomakethebestdecision,youneedinformationonprices,compatibility,software,hardware,andmaintenanceagreements,amongahostofothervariables.YouchoosetodelegatethegroundworktoJay,yourdepartment’sresidentcomputerbuff.AlthoughyouknowJayhasthebackgroundtofindoutwhatyouneed,you’realittleconcernedthathe/shewillgooverboardandcollectmuchmoreinformationthanyouneed,wastingtimeintheprocess.你受命为销售部挑选一种新的电脑系统。为了做最佳的决定，你需要价格、兼容性、软件、硬件、以及维修保养的合同，以及其它一切的变数。你准备把基础工作布置给Jay，尽管你知道Jay的经历可以帮你找到你的需要，但你还是有点担心他做过了，浪费了许多时间做一些没必要的工作。Situation情景DYou’rewaybehindschedulesonproducingthecompany’sannualreport.Youknowthatifyoucangetthewordprocessingfromalltheotherdepartmentscoordinated,youcanmoveaheadwithothertasks.Youdecidetoputoneofthebestproceduresinthewordprocessingarea,Aaron/Erin,inchargeofpullingtogetheralltheotherdepartments’work.Whileyouknowhe/shewilldoanexcellentjob,youalsoknowitwillputhim/herinauthorityforabrieftimeoverhis/herpeers.Youareconcernedabouttheproblemsthismightcause.你在完成公司年度报告时有些滞后。你知道如果你能从相关部门得到文字处理的内容，你就可以腾出手来做其它的任务。你决定由Aaron/Erin来负责统筹其它部门的工作。你相信他/她会出色完成任务，为此需要让他们领导其它同事一段时间，但同时你担心会因此造成一些问题。APPENDIXC:EXERCISE4Applythevideo’steachingpointsondisciplinetothefollowingexample.Afteryou’vereadthroughit,we’lldiscusshowyou’dapproachtheproblem.把录像中的有关纪律的教学要点联系到下列例子中。在你读过后，我们再讨论你是如何解决该问题的。RobertKramerhasalwaysbeenoneofthebestperformersinyourdepartment.He’shighlyresults-orientedandyetisa“teamplayer,”alwaystherewhenhisco-workersneedahelpinghand.Lately,hisperformancehasslipped.He’smissedhisthreedeadlinesthismonthandtheworkhehasgotteninhasbeensloppy.Hislastreporthadfourcalculationerrorsandwasmissingtheexecutivesummaryforwhichyouhadasked.Whenyoutalkedtohimtwoweeksagoaboutthechangeinhisperformance,hemadeanearnestpledgetochange.Unfortunately,that’snothappening,andtodayhemissedanotherdeadline.你部门表现最好的员工之一RobertKramer是一个追求结果的人，同时也是一个富有‘团队精神’的人，在别人需要时总是能提供协助。最近，他的表现有所滑坡。本月他错过了三个最后期限并且他的工作质量也非常地臃肿。他的最近的一个报告有四个计算错误，并缺了你要求的总结。两周前当你同他谈他的工作表现时，他做出了一个真诚的保证。不幸的是承诺并未兑现，今天他又错过了另一个最后期限。APPENDIXD: HowcanIsetaclimateformotivation?附录D 我应如何创造一种激励士气的氛围？EXERCISE练习5Whentryingtoidentifywaystohelpemployeesmotivatethemselves,askyourselfthesequestions当尽力去找到能激励员工的方法时，也问你自己同样的问题:Withtheanswerstotheabovequestionsinmind,inwhatwayshaveyoubuiltorhelpedtoteardownthisemployee’smotivation?在脑海中有了上述问题的答案后，列下自己曾怎样挫伤过或帮助过员工提升士气？Thinkaboutthefourmotivatorsmentionedinthevideo想一想录像中的四个激励因素：Accomplishment成就感Responsibilities责任感Discretion判断力Learningandgrowth学习和成长Keepingthislistandyouranswerstoquestionstwoandthreeinmind,writedownthethingstodothatyoufeelcouldincreasethemotivationalclimateofthatemployee.有了这些激励因素以及问题2和3的答案后，写下你认为可以创造提升员工士气氛围的几件事。Writedown3actionstepsyou’lltaketobringthisaboutandthedatesonwhichyouwilltakethem.写下3个行动计划，