谁该为下属的未来发展负责.ppt
,Who Owns The Problem Of The Development Of The Individuals Who Report To You? 谁该为下属的未来发展负责?,Jean Lin林友琴 November 1997 O&MSH People Management Training一九九七年十一月 上海奥美人力资源管理训练,Bemused Observer?困惑的观察家?Expert?专家Doctor?医生Coach?教练,How Do You See Your Role As a Boss?你觉得自己扮演那一种型式的老板?,Expert 专家,Here's what's wrongDo this to fix it"这儿错了,这样改一改!"这老板负责下属的发展下属如果遵照指示,他就会有发展。,Doctor 医生,Now, what seems to be the trouble?"你有什麽地方不舒服?"?如果这人告诉老板那里有问题,老板便会告诉他怎麽解决。老板负责下属的发展这人如果可以把症状形容的很贴切,就会有发展的机会,Bemused Observer 困惑的观察者,I wish I understood what on earth you do"我希望了解你到底在干嘛?!" . but as I don't, I haven't anything to say that would be helpful"但既然我不懂,我现在没法对你有什麽帮助。"下属只能靠他自己去发展他的未来,Coach 教练,How are things going? "事情目前如何了?" What help, if any, do you need from me?"有什麽需要我帮忙的吗?"下属为自己的发展负责老板在需要的时候,以帮助者及安全网的角色出现。,Who Owns the Problem of the Development of the Individuals who Report to You? 谁该为下属的发展负责?,他们自己!,Managing the Relationship Both Ways 经营两方的关系,Boss老板Subordinate下属,ProfessionalLeader专业上领导者ProfessionalFollower专业上遵循者,The Ladder of Initiative 主动的阶梯,5Act on own. Routine reporting only 自己动手,只要定期报告4Act but advise at once 自己动手,但立刻寻求忠告3Recommend. Take resulting action 建议可行的方式,再采取行动2Ask what to do 问要做什麽、怎麽做 1Wait until told 等,直到被告知要做什麽才采取行动,我们这部门需要新的电 脑,问大家有没有特别的要求从IBM苹果、康柏那寻价,然後我们再一起讨论。,在总预算$50,000下,万你的部门照阶睿?)的电脑购买。,54321,Level 1 Versus Level 5 第一阶 V.S. 第五阶,The Ladder of Initiative 主动的阶梯,How the boss feels What the boss allows老板如何感觉老板允许什麽 RelaxedAct on own放松独立作业Somewhat anxiousAct but advise有点担心作业,但会给与忠告NervousRecommend紧张建议Rather neuroticAsk what to do有点神经质问要做什麽Psychotic Wait until told神经质等著被告知,Group Dynamics 团队互动的元素,Group Norms - Set Ways of Behaving 团队规范 - 设定行为的方式,团队规范 - 设定行为的方式多数是内显含蓄的,非外在显露。可能很难给明显清楚的解释。个体会被团队规范所影响,即使不能清楚的指出这些 规范到底是什麽。当你知道所谓的团队规范时,会比较容易去了解你自 己在团队中的行为。,Agree the Three Most Salient Group Norms that Operate in Your Office for People Management 在本公司3个明显的团队规范是什麽?,Discuss and Report Back 讨论和回报,在这些团队规范中,有那些感觉和假设存在?这些规范如何传达给其他人?对不遵守这规范的人,会发生什麽事?你们如何 像警察般监督他?不遵守规范的人会有什麽感觉?在现有的环境中,这些规范仍有意义吗?,