Managing_People如何管理人员

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ManagingPeopleForHRStaff管理人员(HR职员)Managementproblemalwaysturnsouttobepeopleproblem.QuotationsaboutmanagementManagementisnothingmorethanmotivatingotherpeople.Ibelievemanagingislikeholdingadoveinyourhand.Ifyouholdittootightlyyoukillit,butifyouholdittooloosely,youloseit.Ifyouwanttomanagesomebody,manageyourself.Dothatwellandyou'llbereadytostopmanaging.Andstartleading.Whichoftheabovequotationsdoyouagreewith?Why?ManagingPeople/Pulse2人才人财人材ManagingPeople/Pulse3人材人裁人财潜力股蓝筹股垃圾股人才A.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.-StephenRobbinsManagingPeople/Pulse5Leadershipistheartof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/Pulse6ManagerversusLeader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/Pulse7ManagerversusLeader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/Pulse8LeadershipQualities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/Pulse9TRUSTTrustyourselfTrustthepeopledelegate不要因为怕位置受到威胁,就压制员工的提升用人不疑,疑人不用ManagingPeople/Pulse10TypesofleadershipbyNadlerandTushman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/Pulse11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NadlerandTushmanManagingPeople/Pulse12TeamBuilding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/Pulse13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/Pulse14Benefitsofteamstoanorganization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/Pulse15TeamMembers’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: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/Pulse166.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/Pulse17TeamLeader’sLeadershipStyle领袖的领导类型Directiv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