1、Managing PeopleFor HR Staff管理人員(HR職員)Management problem always turns out to be people problem.Quotations about managementManagement is nothing more than motivating other people.I believe managing is like holding a dove in your hand. If you hold it too tightly you kill it, but if you hold it too loos

2、ely, you lose it.If you want to manage somebody, manage yourself. Do that well and youll be ready to stop managing. And start leading.Which of the above quotations do you agree with? Why?Managing People / Pulse2人才人財人材Managing People / Pulse3人材人裁人財潛力股藍籌股渣滓股人才Leadership and Team Building指點力與團隊的建立“ Its

3、 impossible to lead people who dont trust you.“不能夠指點對他不信任的人.“No matter what a leader does, if followers dont respond, then the leader fails.“不論指點如何做,只需跟隨者不予回應,那么,這個指點就是失敗的.- Stephen RobbinsManaging People / Pulse5Leadership is the art of 指點力是一種藝術,即:Getting more from people than they think they are c

4、apable of.獲取更多超越人們認識本人才干之外的東西.Influencing people to strive willingly to achieve a common goal.影響人們自愿地努力達成共同的目的.Inspiring loyalty, trust, commitment and respect.鼓勵忠實,信任,承諾與尊重.Getting things done with expected results.到達預期的結果.Managing People / Pulse6Manager versus Leader經理與領袖Management is seen as a pr

5、ocess concerned with achieving goals, whereas leadership is more about inspiring people to achieve the goals.管理是伴隨達成目的的一種過程,而指點力那么更多地是激發人們去達成目的.Manager focus :經理的重點Planning and budgeting方案與預算Organizing 組織Staffing人員配置Controlling and problem solving 控制與處理問題Leader focus:指點的重點:Establishing vision, provi

6、ding direction.建立遠景,提供方向Influencing and aligning people to that direction.影響與確保人們沿著所定方向行事Motivating and inspiring them.鼓勵Managing People / Pulse7Manager versus Leader經理與指點Managers經理Do the things right把事情做對Give orders 下達指令Implement plans實施方案Organize work組織任務Managing Individuals 管理個人Leaders:指點Do the r

7、ight right做對的事Generate ideas激發意見Empower people授權Coach teams訓練團隊Develop People人員開發Managing People / Pulse8Leadership Qualities指點的素質Vision 遠景Competence才干Persistence 毅力Communicating and active listening溝通與積極地傾聽Self-confidence自信Charisma個人魅力Integrity老實Strive for excellence追求杰出Maintain team spirit; concer

8、n for others維持團隊精神;關懷他人Continuous learning and developing oneself繼續學習與提升自我Managing People / Pulse9TRUSTTrust yourselfTrust the people delegate不要由于怕位置遭到要挾， 就壓制員工的提升用人不疑， 疑人不用Managing People / Pulse10Types of leadership by Nadler and Tushman指點力的類型 摘自Nadler and TushmanCharismatic Leader魅力型領袖Project a p

9、owerful, confident and dynamic presence.表現得強有力,自信,充溢活力.Possess a special quality that enable him to mobilize activities.擁有很強的煽動力.Articulate with a compelling vision.對事物具有深化的洞察力.Demonstrate personal excitement表達本身熱情Express personal support and empathy during a change process.當事物出現變化時,表現出支持與同情.Managin

10、g People / Pulse11Instrumental Leader實施型指點Focus on building competent teams努力于建立有競爭力的團隊Clarify required behaviors采取必要的行動Put in performance measurement納入行為的度量規范Administer rewards and punishments to motivate desired behavior.經過獎勵與懲罰鼓勵好的行為.Are you a charismatic or instrumental leader?他是魅力型的指點還是實施型的指點呢?

11、Types of leadership by Nadler and Tushman指點力的類型 摘自Nadler and TushmanManaging People / Pulse12Team Building團隊建立Definition定義Team is a group of people who perceives themselves to be mutually dependent and accountable in achieving a common goal.團隊指的是相互依賴,相互擔任,為共同目的努力的一組人.Building teams is like putting t

12、ogether a puzzle.團隊建立就像是搭積木.Managing People / Pulse13We Are a Part of Many Teams我們是眾多團隊中的一部分Formal Teams正式的團隊 Departments and other defined groups部門與其他所定義的組Informal Teams非正式團隊Working with someone on a project與某人努力于一個工程Participating on a short-term task force短期參與一項義務Collaborating across department li

13、nes跨部門的協作Working with customers and vendors與客戶及供應商一同任務We may move in and out of many different “teams on any given workday.我們每天都在許多不同的“團隊中進進出出.Team Building團隊建立Managing People / Pulse14Benefits of teams to an organization團隊對于組織的益處Team output usually exceeds individual output : create positive synerg

14、y.團隊的成果往往超出個人的成果:產生積極的協同作用.Team members can have different expertise to solve problems more effectively.團隊成員中有不同的專家會更加有效地處置問題.Creative ideas can be stimulated and generated.發明性的思想可以得到激發與產生.Team promote organizational learning in a work setting.團隊可以在任務中促進組織學習.Team members can be “ambassadors for orga

15、nizational change.團隊成員可以在組織發生變化時充任“大使的作用.Managing People / Pulse15Team Members Roles團隊成員的角色1. Encourager : Friendly, diplomatic and responsive to others in the group.鼓勵者:對組內的人要友好,進展交際,并做出呼應.2. Clarifier : Restates problems and solutions, summarizes point after discussion.廓清現實者:重申問題與處理方案,討論后做出總結.3. H

16、armonizer : Agrees with the rest of the group and brings opposite views together.協調者:認同組內其他人員,將不同觀念一致同來.4. Idea Generator : Spontaneous and creative; unconventional thinker.激發思想者:自發而有發明性;突破傳統.5. Ignition key: Practical organizer; Plays a leadership role in group action.驅動者:真實的組織者;在組織的行動中擔當指點的角色.Mana

17、ging People / Pulse166. Standard setter: Uncompromising in upholding the groups values and goals.規范的維護者:堅持組織的價值與目的時永不妥協.7. Detail specialist: Considers the facts and implication of a problem even minor issues.細節專家:思索現實與問題,哪怕是很小的一些事情的影響.Questions:問題:Which role is your preferred team role(s)? 他所欣賞的團隊的

18、職責是什么?Consider the members of your work-team, which are their preferred team role? Please note, some people may adopt more than one role, or several people may take on the same role.想一想他任務團隊中的成員是哪一種角色?留意,有些人能夠充任不止一種角色,也有能夠好幾個人充任同樣的角色.Team Members Roles團隊成員的角色Managing People / Pulse17Team Leaders Lea

19、dership Style領袖的指點類型Directive Style : leaders make the decision and other members follow no question or opposing points of views.指令型:指點做出決議,其他成員不論有無問題或反對意見,都得服從.Participative Style : leader present problems and set methods of decision making; final decision based on the input team members.參與型:指點提出問題

20、,設定做決議的方法;最后的決議建立在團隊成員的意見的根底上.Free-rein Style : Leaders and members together define the problems and make final decision.開放型:指點與成員一同界定問題并做出最后決議.Managing People / Pulse18Skills needed for an effective team有效團隊必需的技藝Technical Expertise.技術上的專家Problem solving and decision making skills.處理問題與做決議的技藝.Interp

21、ersonal Skills.溝通技巧.Managing People / Pulse19Characteristics of an effective team :有效團隊的特征:Clear goals明晰的目的Unified Commitment一致的承諾Mutual Trust and Openness 互置信任與坦誠.Appropriate Leadership適當的指點力Relevant skills相關的技藝.Good Communication良好的溝通.Internal and External Support內部與外部的支持.Managing People / Pulse20

22、Stages in Developing Teams :團隊開展的階段:1. Forming : Unclear objectives; Building relationship; Developing alliances.構成期:目的尚不明晰;建立關系;開展同盟.2. Storming : Maintain objectives; team members express concerns and frustration; handling conflicts within the team.激蕩期:目的的維護;團隊成員表述憂慮與波折感;處置團隊中的沖突.3. Norming : Obje

23、ctives established; Ways for resolving conflict, making decisions, and completing assignments develop; a sense of group cohesion develops. 規范期:目的建立;找到處理沖突,做決議及完成義務的方法;組內的凝聚力構成.4. Performing : a cohesive unit, focus on achieving team objectives, solving problems and completing tasks; members are supp

24、ortive to each other.行動期:一個凝聚力很強的單位,努力于團隊的目的,處理問題與完成義務;組員之間相互支持.Managing People / Pulse21Resolving Conflicts處理沖突Three types of conflicts :沖突的三種類型Task conflict : relates to content and goals of the work.義務沖突:與任務的內容與目的有關系Relationship conflict : focus on interpersonal relationships.關系沖突:集中于人與人之間的關系.Pro

25、cess conflict : relates to how work done.過程沖突:與如何任務有關.Conflict is destructive. Why?沖突具有破壞性.為什么?Is conflict always destructive? GM Case沖突總是有破壞性嗎?GM案例.Managing People / Pulse22Conflict is constructive when it沖突具有建立性的情況:Improves the quality of decisions.改善決議的質量.Stimulates creativity and innovation.激發發明

26、與革新.Encourages interest and curiosity among team members.鼓勵團隊成員的興趣與獵奇心.Provides the medium through which problems can be aired and tensions released.提供問題得以宣導,壓力得以釋放的中間通道.Fosters an environment of self-evaluation and change.培育自我評價與改動的環境.Resolving Conflicts處理沖突(續)Managing People / Pulse23Managing Conf

27、lict沖突管理Keeping conflict at optimum level.將沖突堅持在理想的程度上.Stimulate conflict when work team becomes stagnant.當任務團隊變得愚鈍時,利用沖突來刺激.Manage the conflict if conflict level becomes too high當沖突的程度變得太高時,要管理沖突.Encourage double-loop thinking.鼓勵換位思索.Managing People / Pulse24Process in resolving conflict處理沖突的程序1. I

28、dentify the problem確定問題.2. Analyzing the causes and consequences of the problem分析問題的緣由及后果.3.Discuss alternative solutions 對可行的處理方案進展討論.4.Decide the best solutions決議最好的處理方案.5.Implement the chosen solutions實施所選擇的處理方案.6.Evaluate the result評價結果.Managing People / Pulse25Five styles of conflict management

29、管理沖突的5種類型Avoiding : Withdrawing from or postponing the conflict. 逃避:無視或拖延沖突.Forcing : Satisfying ones own needs at the expense of the other party.強迫:用犧牲一方的代價來滿足另一方.Accommodating : maintain harmonious relationships by placing anothers needs and concerns above your own.依從:將另一方的需求與關懷置于本人的利益之上來維持關系的協調.C

30、ompromising : Requires each party to give up something of value.折衷:要求雙方放棄某些價值.Collaborating : All parties concerned seek to satisfy all their needs.協作:一切關聯方共同尋求,滿足一切的需求.Managing People / Pulse26Degree of AssertivenessLowLowHighHighAccommodatingSeeking harmonyAt all costsCollaboratingSeeking solution

31、sFor mutual benefitAvoidingDenying conflictexistsForcingWinning throughintimationCompromisingBargaining to minimizelossesStyles Of Managing ConflictDegree of Cooperativeness協作性Managing People / Pulse27Degree of CooperativenessDegree of AssertivenessLowLowHighHighLose - WinWin - WinLose - LoseWin - L

32、oseHalf Win Half LoseResults of Handling ConflictManaging People / Pulse28Communication & Active Listening溝通與積極地傾聽“One often hears the remark, He talks too much, but when did anyone last hear the criticism, He listens too much?- Norman Augustine經常聽到這樣的說法,“他說得太多了,但很少有人聽到這樣的批判“他聽得太少了?- Norman Augustin

33、eManaging People / Pulse29 Communication - is the giving and receiving of information.溝通-就是信息的給出與接納Effective Communication有效的溝通 Both sender and receiver have the same understanding and interpretation of the message being transmitted.發出者與接納者都對被傳送的信息有同樣的了解與解釋.Managing People / Pulse30Communication Pro

34、cessSender(encodes)MessageChannelMessageReceiver(decodes)(Noise)(Noise)(Noise)FeedbackIntended meaning Perceived meaning Note : The entire communication process is susceptible to noise.Managing People / Pulse31Importance of communication in an organization組織中溝通的重要性Gain higher commitment to organizat

35、ions goals.獲得達成組織目的更高的承諾.Enhance understanding and sourcing opinions.加強了解與尋求意見.Build better relationship & trust between employer and employees.在雇主與雇員之間建立更好的關系與互置信任.Get things done smoothly and reduce unnecessary mistakes.讓事情順利完成,且減少不用要的錯誤.Getting and giving feedback.獲得與給出反響.Managing People / Pulse3

36、2Barriers to Effective Communication有效溝通的妨礙Individual Difference Perception, Value, Experience個人差別-概念,價值觀,閱歷.Personal Judgment / Bias個人的判別/偏見Filtering信息過濾Selective Listening選擇性的傾聽Language言語Information overload信息過量Distrust不信任Conflicting messages信息沖突.Managing People / Pulse33Overcoming the Barriers抑制妨

37、礙Be patient & prepared耐心與預備Give and ask for feedback給出反響與要求反響Use simple language運用簡單的言語Structure materials logically按邏輯組織資料Watch out nonverbal cues留意非言語提示Listen attentively用心傾聽Value individual difference尊重個體差別Managing People / Pulse34Non-verbal Communication (Body Language)非言語溝通(身體言語)Components類型Exa

38、mples例子Meanings Communicated溝通的含義Visual可視的Image形象Clothing; hygiene服裝;衛生Values; competence價值;能力Facial expressions面部表情Frown; smile; sneer皺眉;微笑;冷笑Unexpressed feeling無法表達的感情Eye movement眼睛運動Looking away; staring轉移視線;盯著看Intention; state of mind意圖;思想的狀況Posture姿態Leaning in; slumped傾斜; 癱倒Attitude態度Gesture手勢H

39、andshake握手Intention, feeling意圖,感覺Managing People / Pulse35Components類型Examples例子Meanings Communicated溝通的含義Vocal有聲的How things are said說話的方式Loudness; pitch; rate; clarity大聲;基調;速率;清楚度Different meanings (eg. Sarcasm; disapproval; agreement; surprise)不同的含義(如諷刺,不贊成,同意;吃驚)Touch接觸Gentle touch on arm輕觸手臂Supp

40、ort and concern支持與關心Body closeness身體封閉0 2 feet0-2英尺Feeling of intimacy親昵的感覺Non-verbal Communication (Body Language)非言語溝通(身體言語)Managing People / Pulse36Active Listening Skills積極傾聽的技巧Why Be a Good Listener ?為什么要做個好聽眾?Gather Information搜集信息Build Trust建立信任Lower Resistance降低抵觸Respect尊重Managing People / P

41、ulse37Effective Active Listening Skills 行之有效的積極的傾聽技巧Maintain eye contact.堅持眼睛的接觸Exhibit affirmative head nods and appropriate facial expressions.用點頭及適當的面部表情表示一定Avoid distracting actions or gestures.防止轉移留意力的行為或舉止Ask questions.提出問題Paraphrase.解釋Avoid interrupting the speaker.防止打斷演講者Dont over-talk.不要說得太

42、多Managing People / Pulse38Questioning Techniques提問題的技巧Why using questions為什么要提問To probe (fact / feeling finding).探測(現實/感受結果)To obtain higher level of participation.更高程度地參與To check understanding.對了解的進展核實To bring attention back to the subject.將留意力轉回到主題上.Managing People / Pulse39Open-ended QuestionTo e

43、xplore and gather more information about peoples view and opinionEncourage people to talk, use 5W, 1H“What improvements you might think of the current incentive program?“Tell me more about your concerns.“Who will actually be making the decision on this?“How can you do that?Managing People / Pulse40C

44、lose-ended QuestionRequire other party to answer “yes or “no to the question; Choose from alternativesConfirmation of specific information and check mutual understanding“When do you ready for the report? Tue or Thur?“Do you think it should be changed?“Is there anything else youre concerned about?Man

45、aging People / Pulse41Improving Organization Communication ActivitiesManager act as bridge and a role modelCompany NewsletterOpen Door PolicyStaff Opinion SurveyCompany Meetings; Department Meetings; Session BriefingManaging People / Pulse42Improving Organization Communication Activities (contd)Staf

46、f FunctionBriefing SessionDialogue with CEO; Letter/ to CEO;Sharing results* High performing managers tend to be more media sensitive than low performing managers*Managing People / Pulse43Communication Channel in some companiesGeneral ElectricKodakSiemensOpen Door PolicyOpen Door PolicySiemens Newsl

47、etterWork Out (群策群力)Work annual meeting (工作年會)Annual information session to employeeE-mail to/from CEOLetter to CEOTalk directly to CEOStaff Opinion SurveyStaff Opinion SurveyStaff Satisfaction SurveyStaff Meeting (員工大會)Annual/Quarterly staff meetingIntranetManaging People / Pulse44D. Motivation in

48、OrganizationIf employees arent motivated, the fault is with managers and organizational practices, not the employees!- Stephen Covey Managing People / Pulse45 Motivationis an inner drive that directs employees behavior towards organizational goals.Why employees arent motivated?Possible problem lies

49、in :SelectionAmbiguous goalsPerformance appraisal systemOrganizations reward systemManagers inability to shape employees perception of the appraisal and reward system.Managing People / Pulse46 How Motivation Works?Managers belief about motivation:Employees inspiration to work can be motivated.Employ

50、ee would like to do a good job instead of making mistakes. Bill Hewlett of Hewlett-Packard said, “People want to do a good job, and if they are provided with the proper environment, they will do so.To a large extent, employees would like to have autonomy on his work.Managing People / Pulse47 Underly

51、ing belief about human characteristics in the workplace:Employee are motivated by things they want.Employee would like to have the autonomy to decide his/her career development.Employee would like to be recognized to be excellent in certain area and he/she will do his/her best to maintain this standard of excellence.Managing People / Pulse48 Underlying belief about human characteristics in the