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1、1,Management Basics管理基本功,Yum! ChinaApril 2008,2,Ground Rules基本规则,Turn mobile off/set to silent.BE HERE the full time, return promptly after breaks.Participate actively, help each other learn by sharing.Constantly relate to work applications.Any question is a good question.,把手机改为震动全程参与, 准时回来积极参与, 通过分
2、享相互学习时常想想如何在工作上学以致用.随时提问,3,My Role At Work .我在工作上的角色,What are the challenges ?有哪些挑战？,Individual contributor个人贡献者,Manager管理人,4,My Role As A Manager作为一个管理人,Getting Results取得实效,People Development人员发展,5,“For all the intellect and technique a manager can master, his success turns on a subtle, elusive qua
3、lity - the degree to which he can stimulate people to make the most of their own capabilities.”经理能否成功，极大程度上依赖于他能否最大程度地调动其下属的能力，单凭自己的智慧和技能能取得的成就是很微妙的。-Lester R. Bittel,莱斯特 R 比特尔,6,Managing vs. Leading管理 vs. 领导,7,Program Objectives课程目标,To provide you with the fundamental concepts, skills & tools to tr
4、ansit from an individual contributor to an effective manager.,为你提供基本的概念，技能和工具以帮助你从一个个人贡献者成功转型为一个有效的管理人。,8,Basic Skills of A Manager管理人的基本技能,What are the skills a manager should possess to be effective?,一个有效的管理人应该拥有哪些技能？,9,Basic Skills of A Manager管理人的基本技能,PlanningOrganizing / Time ManagementDirectin
5、gCoordinatingProblem Solving DelegationControlDecision MakingCommunication / Interpersonal skillsMotivating OthersPerformance ManagementLeading a team ,计划组织/时间管理指导协调解决问题委派控制决策沟通/人际技巧激励他人绩效管理领导团队,10,Basic Skills of A Manager管理人的基本技能,PlanningOrganizing / Time ManagementDirectingCoordinatingProblem Sol
6、vingDelegationControlDecision MakingCommunication / Interpersonal skillsMotivating OthersPerformance ManagementLeading a team ,计划组织/时间管理指导协调解决问题委派控制决策沟通/人际技巧激励他人绩效管理领导团队,11,How Am I Doing Now?我做的如何？,Planning计划Organizing /组织/Time Management 时间管理Directing指导Problem Solving 解决问题Delegation委派Control 控制Mot
7、ivating Others激励他人Leading a team 领导团队,12,Agenda 日程,13,Agenda 日程,14,Planning,计划,15,Reflect & Share反思&分享,Reflect on your experiences in planning and the learning from themGood PlanningPoor Planning,分享你在计划的经验及学习好的计划糟糕的计划,Refer to your manual参考你的学员手册,16,Value of Planning计划的价值,A good plan is half of the
8、success.More time on planning, less time in execution and in re-work.Instead of worrying about what to do, take time to think & plan!,良好的计划是成功的一半.计划越周全，执行越快.让我们将事前的忧虑，换为事前的思考和计划吧！,A Memory Exercise记忆练习,18,Core Elements of A Plan 计划内容,1. Vision1. 理想状况2. Current Situation2. 现状3. Goals (Long, Medium, S
9、hort Term)3. 目标(长,中,短期)4. Methods4. 方法5. Budgets5. 预算($,人,时间)6. Timetables /Deadlines6. 时限7. Implementation7. 执行计划8. Follow-up Plan8. 追踪方案,19,Core Elements of A Plan 计划内容,The VisionClear picture of the step change goal2. Description of Current SituationCurrent process / methodologyCurrent resource a
10、llocationAvailable resourcesCurrent input / outputCurrent efficiency & effectivenessFavorable/ unfavorable factorsSWOT (Strengths / Weaknesses / Opportunities / Threats)3. Goals Long , Medium, Short term,理想状况/愿景上台阶目标的清晰画面2. 现状现时工作程序及方法现时的资源分配可用资源现时的输入和出产量现时的效率和效能有利/ 不利因素优势 /劣势 / 机会 / 威胁3. 目标长, 中, 短期
11、,20,SMART Goals SMART目标,S pecificM easurableA ttainable / Action-OrientedR esult-Oriented/ RelevantT imeline,具体可衡量的可达到/着重行动以成果为导向 / 相关有时限,21,Core Elements of A Plan 计划内容（续）,4. MethodsThe steps to reach each goal5. Estimated Budgets $ People Time6. Timetables / Deadlines,4.方法达到每个目标的步骤5.预算金钱人力时间6.时限,2
12、2,Core Elements of A Plan 计划内容（续）,7. Implement Plan Who needs to know? Who needs to tell them? How will the plan be communicated? When will the plan start? Who will be responsible for what? 8. Follow-up Plan What kind of information is needed? From whom? How often? In what form?,7.执行计划谁需要通知？谁通知他们？沟通
13、方法？计划开始时间？谁负责什么？8.追踪方案所需资料？由谁提供？多久一次？什么形式？,23,Application Exercise 练习,Refer to your manual参考学员手册,Draft a plan起草一份计划,24,Example例子,Example,25,Application Exercise 练习,Draft a plan起草一份计划,Refer to your manual参考学员手册,26,An Example- Project Charter例子项目计划,Background ObjectivesScope DeliverablesStakeholders A
14、ssumptions , Constraints, Risk / Concerns,项目背景项目目标项目范围项目成果项目的利益关系人假设，限制，风险/担忧,27,Organizing /Time Management,组织 / 时间管理,28,Time Management 管理时间,事半古人，功必倍之孟子 公孙丑,不能管理时间，便什么也不能管理。,彼德.杜拉克,时间就象海绵里的水，要想挤总会有的。,鲁迅,29,How Are You Doing?你现在怎样?,请仔细阅读每一个陈述并思考你同意或不同意的程度。在最接近你实际情况的那个椭圆里打钩。A类1.我相信我能控制或影响我一生中的绝大多数事情
15、。2.在工作中我常常做一些我喜欢的事情, 尽管我知道它们并非必须的。3.我很自律并很有毅力。4.我没有足够的时间来完成每一件事。5.我对我的生活感到很满意。,强烈反对,强烈同意,基本反对,基本同意,30,将圆圈内的分数加起来，得出分类总分将分类总分记在右边的方框内将所有12个分类总分相加将你的得分与时间管理大纲水平表相比较，得出你的时间管理水平,How Are You Doing?你现在怎样?,31,Organizing/Time Management组织 / 时间管理,Efficiency vs. Effectiveness 效率 效能,32,Effectiveness效能,Doing th
16、e right things做正确的事情Getting the desired results取得期望的结果,Task-oriented vs. Result-oriented以任务为导向 以成果为导向,33,To Be Result-Oriented 要成为以结果为导向,Link to company vision/goalLink to function/team vision/goalLink to your overall job goalPrioritized bluechips with clear action planAppropriate time allocationGet
17、ting results the right wayExecution excellencePersonal commitment & passion,与公司的使命,目标相联与部门的使命,目标相联与你个人总体工作目标相联排序你的蓝筹及明确的行动计划有效的时间分配适当的行为表现贯彻卓越个人的决心,投入感 & 热忱,34,中国百胜使命宣言,我们的使命是要将中国百胜餐饮建成为全中国乃至全世界最成功的餐饮企业。,顾客的最爱. 关爱成员的大家庭. 领先的市场地位. 最佳的利润.,成功 =,Link to Company Vision/Goal与公司的使命,目标相联,35,When you identif
18、y with your companys purpose, when you experience ownership in a shared vision, you find yourself doing your lifes work instead of just doing time.当你了解了公司的目标，了解了你们共同的目标，你就会发现你是在做终生的事业，而不是打发时间。-Naisbitt & Aburdene,Re-inventing the Corporation再创公司,The Value of Vision 使命的价值,36,AOP,2. Link to Function/T
19、eam Vision/Goal与部门的使命,目标相联,Functional Vision/Goals部门愿景/目标,37,Why does my job exist?我的工作存在的理由,3. Link to Your Overall Job Goal与你个人总体工作目标相联,38,4. Prioritized Blue Chips + Action排序你的蓝筹及明确的行动计划,39,To Be Result-Oriented 要成为以结果为导向,Appropriate time allocationGetting results the right wayExecution excellenc
20、e,有效的时间分配适当的行为表现贯彻卓越,40,8. Personal Commitment & Passion个人的决心,投入感 & 热忱,I am committed because .我会全力以赴, 因为,41,Application Exercise 练习,重新评估你的效能- 追求更佳的成果Re-evaluate your professional EFFECTIVENESS- commit to become RESULT-ORIENTED,Refer to your manual参考你的学员手册,42,Example例子,Example,43,Application Exercis
21、e 练习,重新评估你的效能- 追求更佳的成果Re-evaluate your professional EFFECTIVENESS- commit to become RESULT-ORIENTED,Refer to your manual参考你的学员手册,44,Efficiency效率,Better Time Management 更佳时间管理,45,EfficiencyTime Log 效率时间记录表,Refer to your pre-work参考你的课前作业,分析你的时间都花在哪里：How are you using your time now?你现在是怎样使用时间的？,46,Effi
22、ciency: Better Time Management 效率:更佳时间管理,Refer to your pre-work参考你的课前作业,Combine结合Eliminate除掉Delegate委派,你如何改进?How can you improve?,47,Efficiency: Better Time Management 效率: 更佳时间管理,Prioritize!定义轻重缓急!,48,Efficiency: Better Time Management 效率:更佳时间管理,Prioritize!定义轻重缓急!,49,Priority 轻重缓急,Urgent 紧急,Not Urge
23、nt 不紧急,Important 重要,Not Important 不重要,50,4 Styles of Time Managers四种不同的时间管理人员,Which would you rather be? 你的选择？,51,Efficiency: Better Time Management 效率:更佳时间管理,Avoid避免,Urgent 紧急,Not Urgent 不紧急,Important 重要,Not Important不重要,First things first要事第一,Invest 投资,Abandon 抛弃,52,永远不会有时间做所有的事，但却有充足的时间做重要的事不要把紧急
24、当作要事吱吱叫的轮轴得上油,Priority 轻重缓急,53,Efficiency: Better Time Management 效率: 更佳时间管理,Beware of time robbers !慎防窃时大盗!,54,Time Robbers 窃时大盗,ExternalPhone callsMeetingsInterruptionsDeadlinesOthers mistakes / problemsPaperworkPoor communicationHandle crisisToo much routinesSocial gatherings,外在电话打扰会议打扰截止期他人的错误/问
25、题大量的文案不良的沟通处理危机太多日常琐事交际活动,55,Time Robbers 窃时大盗,InternalPoor organizationProcrastinationPoor self-disciplineUnrealistic goalsTry to do too muchLack of delegation/Rely on oneselfRush into decisionsPoor listeningLack motivationLack planning Lack creativity,内在组织较差拖延自我约束力较弱目标不现实想做太多的事情缺乏分配工作能力/过于依赖自己匆忙作决
26、定不善于倾听没有干劲缺少计划缺少创造力,56,Reflect & Commit反思&承诺,What are the 3 worst time robbers for me?How can I remove them?,Refer to your manual参考你的学员手册,窃取我时间最多的3个大盗是？我将如何排除它们？,57,Managing Time 管理时间,A/B,C,C/FJ,D/G/H/I/K,E,58,Managing Team Time 团队工作时间管理,不管你如何优秀，你不可能做所有的事情给大家一个良好掌握时间的学习榜样让大家看到你尊重他们和他们的时间，寻找节约他们时间的办法
27、问一下他人你是如何浪费他们的时间的，改变你的方法养成守时的习惯，准时完成你所许诺的事情在指导他人时不要太着急，花点时间做好花时间成为一个好听众,一个人挖一条沟用了四天，四个人挖一条沟用几天？,59,Directing,指导,60,Directing指导,The No.1 responsibility of a leader / manager:一个领导者/管理人第一位的职责是：,Provide clear direction提供清晰的方向,61,Directing指导,How do we normally provide directions?我们通常用什么方式作指导?,62,Differen
28、t Ways of Directing不同方式的指导,Giving a verbal orderMaking a suggestionMaking a requestRole modellingDemonstrationWriting down instructionsUsing policies & SOPs.,给予一个口头指令提出建议提出需求以身作则示范写下工作说明使用政策和标准操作流程.,Explicit / Subtle,明示 / 暗示,63,4 Cs of Qualifying A Diamond选择好钻石的 4C 原则,C arat克拉C olor颜色C larity纯净度C ut
29、切工,64,4 Cs of Directing 指导的 4C 原则,C omplete完整C oncise简要C lear清楚C apable of Fulfillment能够达到,65,Application Exercise练习,Use 4 Cs of directing to modify the following E-mail. 使用指导的4个C修改以下E-mail,66,Problem Solving,解决问题,67,Problem Solving解决问题,What are the typical problems that you face as a manager?作为一个管理
30、人,你常碰到什么问题?,68,Problem Solving解决问题步骤,1. What is the problem? 2. What are the possible causes?3. What are the possible solution?4. What is the best solution?5. What actions, when & by who?,1. 问题是什么?2. 可能的成因是什么?3. 有哪些可能的解决方法?4. 什么是最佳解决方法?5. 下一步行动,何时进行,由谁负责?,5 ?,69,1. What is the problem?问题是什么?,A probl
31、em well-stated is a problem half-solved如把问题定义清楚, 一半的问题已被解决,70,2. What are the possible causes? 可能的成因是什么?,71,3. What are the possible solutions?有哪些可能的解决方法?,Must address the major causes identified in the last stepApply green light thinking stay open,务必对应上一步骤所定义的主要成因运用绿灯思考 保持开放的心态,72,4. What is the be
32、st solution?什么是最佳解决方法?,Apply red light thinkingSanity check “Will this solution really solve the problem?”,运用红灯思考俯心自问: “这个方案真的能解决问题?”,73,5. What action, when & by who?下一步行动,何时进行,由谁负责?,Thinking without action will not solve the problemWork out implementation details - be specific on who, what, when &
33、 how.,有想法没行动是不会解决问题的订立执行计划 具体订定谁来做,如何做,做什么及时间表,74,Application Exercise练习,Apply the problem solving steps to Option 1: A problem you are facing currentlyOption 2: To one of the following typical problem managers face:Less than desirable cross functional alignment in projectsThe project team fail to e
34、xecute against the plan,运用解决问题的步骤来分析解决选题1: 一个你正面对的问题选题2: 以下一个管理人常常碰到的问题:执行项目时跨部门沟通不理想项目成员未能按计划执行任务,75,How Are You Doing ? 你现在怎样？,Answer: Y/NDo you often take work home? Are you interrupted for advice and information on a frequent basis? Do you work out details others could handle? Do you find yourse
35、lf rushing to meet deadlines? Do you spend time doing tasks for others that they could do for themselves? Do you find your “IN” tray full when you return after few days away?,回答: 是/否你常常携带工作回家做.你时常被别人打扰,询问意见或资料.你会理会到一些其他的同事可处理的小节。你时常都在赶工或匆忙的追赶最后限期?你会花时间办一些其他同事也可办理的事项?你离开岗位数天后,发现有大量工作需要处理.,76,Reflect想
36、一想,List 1-3 things that you do regularly You spend a lot of time in doing, and You are good at, and They are important to you/the company,列举1-3件事, 是：你花大量时间做的，且你做得好的，且对你或公司重要的事情,77,Delegation,委派,78,What is Delegation?什么是委派?,委派是赋予对方方向和能力来完成目标Delegation is providing others with the direction & competen
37、cies to reach the goal.,79,What is Delegation?什么是委派?,Delegation is providing others with the direction & competencies to reach the goal.委派是赋予对方指导和能力来完成目标,80,What is Delegation?什么是委派?,Delegation is providing others with the direction & competencies to reach the goal.委派是赋予对方指导和能力来完成目标,81,Delegation vs
38、. Empowerment 委派 vs. 授权,82,Think About想一下,What if managers dont delegate?如果管理人不委派会怎样？,83,Think About想一下,Why dont managers delegate?为什么管理人不委派工作？,84,Problems of Delegation委派的障碍,害怕委派，因为他们认为这是放弃控制权担心下属没有能力完成工作时间来不及，还是我做吧只授予职责而不授予权力，造成员工不满授予职责但不提供准备或支持仓促委派不给被委派的人任何鼓励.,Fear of losing controlWorry the staf
39、f cannot complete the taskNot enough time, better do it by meOnly delegate the responsibility but not the authority. Delegatee becomes discontentment.Delegate responsibilities but not able to provide proper supportRush into itNo recognition given to delegatee.,85,Think About想一下,What are the benefits
40、 of delegation? To your subordinatesTo youTo your team/company委派有什么好处? 对你的下属对你对你的团队,86,Benefits of Delegation委派的好处,可以吸取更多的构想培养员工提高效能，更少的人完成更多的工作建立自豪感和发扬团体协作精神把你的侧重点从具体工作转移到管理工作,Get more ideasA way to develop othersRaise effectiveness, do more with lessCreate sense of pride & groom teamworkAllow you
41、to move focus from doing to managing,87,Delegate to Whom?将工作委派给谁？,Capability 能力A = Demonstrated capability 已展现能力B = Potentially capable 有潜能C = Not capable 没有能力,Time 时间A = Yes 有时间B = Need to reprioritize workload 需要重新审视工作负荷C = No 没有时间,88,7 Steps to Effective Delegation 有效委派工作的7步曲,1. 事前计划要达到的成果阶段性目标规则
42、与限制2. 选择适当人选3. 告知被委派者计划4. 由被委派者订立行动计划5. 与对方达成共识6. 跟进阶段性目标7. 分享成功,Plan aheadResults to be achievedMilestones (time phased)Rules & LimitationsSelect the right personRelate plan to delegateeDelegatee to formulate action planReview action plan for agreementFollow up on time-phased milestonesShare the su
43、ccess,89,Application Exercise练习,Plan your delegation.计划一个你在实际工作中的委派Role play角色扮演并练习,Refer to manual参考学员手册,选1件事, 是：你花大量时间做的，且你做得好的，且对你或公司最重要的事情,Pick 1 thing that you do regularly You spend a lot of time in doing, and You are good at, and They are important to you/the company,90,When delegating, remem
44、ber.委派工作时要注意.,91,Download下载,Ask yourself what have I learned today?Get in pairs and share your views,问问自己：我学到什么? 二人一组，分享看法,92,Recap Day 1第一天总结,Directing 指导 4Cs,93,Management Basics管理基本功,Yum! ChinaNovember 2007,94,Recap Day 1第一天总结,Directing 指导 4Cs,95,Sharing your A Has分享你的体会,Share 1 or 2 of your Ahas
45、 with others in the table.和你的组员分享1-2个学习体会,96,Agenda 日程,97,My Role As A Manager作为一个管理人,Whats important as a leader is not what happens when youre there; its what happens when youre not there.关键不是在领导者在场时,是否能取得成果;而是当他不在场时,下属是否还能取得成果.,98,Under Different Situations 在不同的情景下 .,是否有一种最佳的领导风格让管理人来采用?Is there
46、one best leadership style for a manager to adopt?,99,Leadership Style/Behavior 领导风格/行为,There is no best leadership style! To be really effective, we need to adjust our leadership behavior in different situationsfor staff who are at different development stagesfor staff who are at same development st
47、age but are tasked to achieve different goals,没有最佳的领导风格要达到高效,我们需要按不同的情景,调整我们的领导行针对在不同发展阶段的人员针对被委派不同目标但在相同发展阶段的人员,100,Situational Leadership情境领导,Applying the most appropriate leadership behavior for the situation按情景来使用最适当的领导行为,101,Situational Leadership The Approach情景领导 方法,Determine employees develop
48、ment level & needsCompetenceCommitment to the goal/taskApply the best combination of leadership behavior to match the specific situation / needDirective behaviorSupportive behavior,辩别员工所在的发展阶段和需求能力对于目标/任务的意愿以最适当的领导行为来配合每一位员工的情境/需求指导支持,102,Situational Leadership The Approach情景领导 方法,Determine employee
49、s development level & needsCompetenceCommitment to the goal/taskApply the best combination of leadership behavior to match the specific situation / needDirective behaviorSupportive behavior,辩别员工所在的发展阶段和需求能力对于目标/任务的意愿以最适当的领导行为来配合每一位员工的情境/需求指导支持,103,Development Level 发展阶段,Competence Goal/ task specifi
50、c knowledge & skills Transferable knowledge & skillsCommitment Motivation Confidence,能力目标/与工作有关的知识与技能可转化的知识与技能意愿动机信心,104,4 Development Stages 四种发展阶段,D1: The enthusiastic beginner D2: The disillusionedD3: The capable, but cautious performer D4: The self-reliant achiever,D1: 热情的开始者D2: 彷徨的学习者D3: 能干但小心翼
