调试所-管理杂谈.ppt

1、管理杂谈四川省电力调整试验所锅炉室,管理学方面某些概念要点 Concept 团队Team Work 时间管理 Time Management 文化建设 Culture Construction 企业文化建设案例 Case Analysis,1.管理学方面某些概念要点 Concept,领导Leader-Leadership -To do the right thing做正确的事 -Guide or direct (group/movement) 管理者Manager-Management -To do the thing right把事做正确 下属Subordinate-Execution -B

2、y Industry Standard根据标准把事做到位,2. 团队Team Work,What is a Team?什么是团队？,“A small number of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable.” “致力于共同的信念、共同的绩效目标和工作方法，彼此依赖，能力互补的一小群人。”,Critical Areas for

3、 Teams团队的重要方面,Goals 目标 Roles 角色 Process 过程 Relationships 关系,4 Stages of Team Formation团队形成的四个阶段,Forming 形成 Storming 风暴 Norming 规范 Performing执行,Forming 形成阶段,The initial stage of team development. 团队建设的最初阶段。 Members concerned about task issues goals to be accomplished, their role, what others expect o

4、f them and how much energy they will have to invest. 团队成员关心任务问题，需要达到什么目标，他们的角色是什么，对他们的期望是什么，以及他们必须投入多大的精力。 Relationship issues center around trust and how open and honest they should be with other team members.关系问题集中在信任度和他们与其他团队成员间的开放度与诚实度。 Leader actions should be directed toward decreasing member

5、anxiety.领导者应该采取行动减少团队成员的焦虑感。,Storming 风暴阶段,Members begin to have conflicts over goals and personalities. 团队成员开始因为目标与个性发生冲突。 Taskrelated concerns are gaining consensus on what to accomplish (goals) and finalizing preparations for achieving agreed upon tasks. 在应该完成什么样的任务和完成准备工作等与任务相关的方面达成一致意见。 Relatio

6、nship concerns are resolving dependency issues and conflict, as well as negotiating roles and forming coalitions. 与关系相关的问题集中在解决信赖问题和冲突、商讨成员角色以及通力合作等方面。 Leader needs to deal with role and conflict issues, manage dependency and facilitate consensus building. 领导需要处理角色与冲突问题，促进相互依赖和推动达成一致意见。,Norming 规范阶段

7、,The first stage in which members are primarily task-focused, concerned with accomplishing the task and collective problem solving. 团队成员以任务为核心、关心任务的完成以及集体解决问题的第一阶段。 Methods of working can be fully agreed upon in this stage. 在这一阶段，工作方法能够达成完全一致。 In the relationship area, members are concerned with enc

8、ouraging conformity and controlling deviance. 在关系方面，团队成员注重鼓励达成一致、控制反常状况的出现。 Leaders need to ensure they are providing the opportunity for involvement by all and encouraging mutual learning. 领导应该确保团队成员所有的人都参与进来并鼓励相互学习。,Performing 执行阶段,The team is most mature at this stage.这一阶段团队最为成熟。 Members are coll

9、ectively evaluating how the team is performing, and identifying and implementing self-corrective actions for areas needing improvement. 团队成员共同评价团队的业绩，在需要改进的地方能够自我识别并实行改进。 In the relationship area, members are experimenting with new freedom from team sanctions and the team is benefiting from this new

10、found creativity. 在关系方面，团队成员从团队的规则中体会到了新的自由，团队从新发现的创造性中获益。 Leaders in these situations should merely point out problems, facilitate team process as required and otherwise fade into the background. 领导只需要指出问题所在，推动团队按照需要前进，或者隐入后台。,6 Characteristics of Effective Teams高效团队的六个特征,Clarity and acceptance of

11、teams purpose, vision, mission, goals and tasks. 明确并接受团队的意图、愿景、使命、目标与任务。 Clear roles and work assignments. 明确的角色与工作分配。 Appropriate decision-making processes. 适当的决策制定程序。 Team self-assessment. 团队的自我评估。 Active involvement by and informality among team members. 团队成员的积极参与和非正式交往。 Trustful, open and honest

12、 communications. 信任、开放与诚实的交流。,What is Trust?何为信任？,The belief that those on whom we depend will meet our positive expectations of them.对我们所依赖的人能满足我们的积极期望的信念。,A Trust-Building Model信任建立模型,Achieve Results 取得成效,信任,Organizational Structure 领导风格,Culture 文化,Act with Integrity 正直地行动,Leadership Style 结构,Demo

13、nstrate Concern 表达关怀,Imperatives 必要条件,Key Organizational Factors 关键组织因素,Key Organizational Factors关键的组织因素,Leadership Style 领导风格 Structure组织结构 Culture 文化,3.时间管理 Time Management,重要紧急,不重要紧急,不重要不紧急,重要不紧急,重要性,紧迫性,4.文化建设 Culture Construction,宗教（佛教/道教/儒家/中庸/基督ect.) 非精神的物质的价值取向 70%认同性 融合性,5.企业文化建设案例 Case Analysis,汉胜工业设备（上海）有限公司企业文化建设,宋广森汉胜(上海)公司成都办事处 Email: TEL: +86-28-8619-9277 FAX: +86-28-8619-9341 CELL: +86-134-0848-2277,汉胜工业设备（上海）有限公司简介,Office Entity,公司发展中管理面临的问题,Head flow from management team Performance go down,汉胜(上海)公司企业文化建设的必要性,标识,规则，制度,行为方式,核心价值观,核心价值