专业经理技巧培训(1)

:,1.2.3.,4.,5.ProfessionalManagerialSkillsProfessionalManagerialSkills:1.,2.,,,3.,,4.5.,,Principle-CenteredLeadershipStephenR.CoveyFourlevelswithkeyprinciples1.---PersonalTrustworthiness2.---InterpersonalTrust3.---ManagerialEmpowerment4.---OrganizationalAlignmentCharacteristicsofPrinciple-CenteredLeadership1.Theyarecontinuallylearning2.Theyareservice-oriented3.Theyradiatepositiveenergy4.Theybelieveinotherpeople5.Theyleadbalancedlives6.Theyseelifeasanadventure7.,Theyaresynergistic8.Theyexerciseforself-renewalHabit1.BeProactive2.Beginwiththeendinmind3.Putfirstthingfirst4.Thinkwin/win5.Seekfirsttounderstand6.Synergies7.SharpenthesawModelingPrinciple-CenteredLeadershipPathfinding(Customer)(Stakeholder)Mission&StrategyResultsCulture(Behaviors)Structure&SystemsEmpoweringAligningFourRolesofaLeader•Modeling•Pathfinding•Aligning•Empowering()(Action)(Trust)(Confident)ModelingPathfinding(VisionandMission)••(Customers)(Stakeholders)Aligning•(Structure)(Systems)(Operationalprocesses)•TrainingNotesforStephenCoveyPrincipleCenteredLeadershipEmpowerment3.(WIN-WINAgreement)•••••6.(Accountability)4./(Self-DirectedIndividual/Team)3.(WIN-WINAgreement)•••••2.(Trust)2.(Trust)(Competence)---1.(Trustworthiness)(Character)----RosabethMossKanter-NewFrontierofManagement()••(Change-adaptorganization)•(CurrentPerformance)(OrganizationsPossibilities)•ChangeMasterNewFrontierofManagement•(Change-adaptorganization)~~~(AgentsofChange)~FrontierofManagement••---••---TheLeaderoftheFuture••••(Vision,Mission,Culture)(CoreCompetence)1.ƒƒTB-12.ƒƒƒTB-23.ƒƒTB-34.ƒ“”ƒ“”TB-45.ƒƒƒTB-26.ƒƒTB-67.ƒƒTB-78.ƒƒƒTB-89.ƒƒƒTB-91.2.3.4.5.6.7.8.9.10.11.12.TB-101.2.3.4.5.6.7.8.9.10.TB-111.2.3.4.5.6.7.8.9.10.11.TB-121.2.3.4.•••••TB-13FunctionalLeadershipOrganizationIndividualTeamSources---JohnAdair:FunctionalLeadershipP.1TB-14SituationalLeadership4312DirectiveBehaviorSupportiveBehaviorContinuumofLeadershipBehaviorUseofauthoritybymanagerAreaoffreedomforsubordinateTellsSellsConsultsSharesDelegatesSource:TarrenbaumandSchmidtModelTB-16(Sources:Katzenback&Smith–TheWisdomofTeams)AModelforHighPerformanceTeamPerformanceResultsPersonalGrowthPurpose,,,TB-17TheTeamPerformanceCurvePerformanceImpactHigh-performanceTeamRealTeamPotentialTeamPseudoTeamTeamEffectivenessWorkingGroupTB-18StormingPerformingNormingFormingTuckman’sTeamDevelopmentModelTB-19(TeamDevelopment)1.2.3.4.TB-20CommunicationTB-21(COMMUNICATION)ƒ(Who)ƒ(What)ƒ(Means/Channels)ƒ(Language)ƒ(Place)ƒ(Time)TB-22(FORMSOFCOMMUNICATION)ƒ(Individual)ƒ(Group)ƒ(Organization)ƒ(Mass)ƒ(InternalCommunication)-(Vertical)-(Horizontal)-(Diagonal)ƒ(ExternalCommunication)-(Outward)-(Inward)TB-23(MEANSOFCOMMUNICATION)ƒ(Written)ƒ(Spoken)ƒ(BodyLanguage/Action)ƒ(Visual)---TB-24TheoryYTheoryX1.DoingSomethingWorthwhile2.CreatingtheRightConditions3.ProvidingSatisfaction1.2.3.1.2.3.1.EnsuringCompetence2.AccommodatingIndividualNeeds3.ProvidingIncentives4.PraisingPositively5.Reward/Punishment1.KeepingPeopleInformed2.MaintainingPerformance3.PerformanceReview4.ControllingInfluences5.ImprovingSurroundings12345AuthorityVsPower(Vs)HPower(toinfluencepeople)LLAuthorityH••MoreAccomplishments••FocusonHigh-priorityTasks••EnablesSubordinatestoGrow&Develop••NotAlwaysHavetheKnowledge1.2.3.4.:TesttheEffectiveDelegation5.6.7.(Feedback):TesttheEffectiveDelegation1.2.3.4.Empowering••••••••••••••••••••••••••••••(ManagerialCoaching)LS3-1ManagerialCoaching••“•••LS3-2(CoachingProcess)•TELL•SHOW•DO•FEEDBACKLS3-3ManagerasCoachLS3-4GUIDEFACILITATOR/CALALYSTINSTRUCTOR/TEACHERBESTAVOIDLS3-5BalancingtheGoalsofDelegation(LearningGoals)•••(Coaching)(Delegation)(TaskGoals)LS3-61.(Coach)•••-----LS3-72.(Learner)•--•--••3.(Organization)••LS3-8••••••LS4-1.•••••B.••C.D.E.F.G.H.LS4-2••••LS4-3•••••••••***LS4-4•••••••••LS4-5()()()()()():()()()()()()()1.6570110---130$10062.1515‘1’‘15’3.15••••••1.2.VSVS3.92574.5.96.---+3+3+6-6-6+6-3-3213(X2)456(X3)78(X4)9(X5):________1.2.––––3.–––“”“”–––4.