【正文】 7. Never tell an employee what they’re doing right. 從不肯定員工做得好的地方。15. Have a ‘say’ in setting the goals of my department. 在訂立部門目標時有自己的發(fā)言權(quán)。10. Opportunity for selfdevelopment and improvement. 自我發(fā)展和提高的機會。2. Getting along well with coworkers. 同同事友好相處。不幸的是承諾并未兌現(xiàn)，今天他又錯過了另一個最后期限。你相信他/她會出色完成任務(wù)，為此需要讓他們領(lǐng)導(dǎo)其它同事一段時間，但同時你擔(dān)心會因此造成一些問題。他/她的寫作和組織能力十分寶貴，但有一個小問題。3. “Employees”: respond to the delegations as you feel the employees described in your vignette would. Keep in mind that the “supervisor” is the boss, but you are free to raise any objections you think would likely e up. “員工”：按員工身份相應(yīng)對答，記住‘督導(dǎo)’是你的上司，但你仍要提出任何你認為可能出現(xiàn)的反對意見。六周以后，顧問收到了一份25000英鎊的支票，在但是蕭條的時期，這相當(dāng)于一筆巨款，還后附了一張紙條：“這就是我認為你的辦法的所值。The consultant said, “Mr. Schwab, take out a piece of paper and write down the six most important things you have to get done today.” After the six were written, he said, “Now, put those six items in priority order: number one is the highest priority. Then, assign numbers two, three, four, and five, on down to number six, which is of lowest priority. Begin working on number one, and keep in mind that you are working on the most important thing to achieve the objectives of your organization. Don’t worry about the others until number one is pletely finished. Take this idea, use it, and send me a check for whatever you think it’s worth.” 顧問說，“Schwab先生拿出一張紙并寫下六個最重要的今天必須完成的任務(wù)。3. Of the eight they’ve chosen, have participants rank them in order of importance (most important is “1”, etc.) in the boxes to the right of the statement. 在八個選擇的項目中，讓學(xué)員在右面的框內(nèi)根據(jù)重要性排列它們的順序（最重要的為1）。給他們5至10分鐘完成。Instructions指導(dǎo):1. Hand out Appendix D. 發(fā)放附錄D2. Ask the participant think of one person reporting to them and seems lack motivation. Keeping that person in mind and without sharing the name or situation, ask them to write the answers to the following questions. While this is only the beginning of finding appropriate motivators for all the staff, this exercise can help participants bee aware of how to build a climate of motivation. 讓學(xué)員想一個他自己手下的而又缺乏動力的員工?？隙ê挽柟趟麄儚匿浵裰兴鶎W(xué)到的內(nèi)容并強調(diào)他們忽略的步驟。讓他們盡力回憶該問題是如何處理的。為了做最佳的決定，你需要價格、兼容性、軟件、硬件、以及維修保養(yǎng)的合同，以及其它一切的變數(shù)。你需要一個人重新歸檔這些文件。鼓勵她們開心這是一個輕松、享受的分享知識和學(xué)習(xí)時間。到底是什么阻止你“計劃好工作并讓計劃運作的呢？”又有什么能協(xié)助你克服這些障礙呢？3. What’s the most successful example of delegation you’ve had? What made it work so well? Has that good experience encouraged you to delegate other responsibilities? Why or why not? With what results? 舉例你最成功的一次分配工作的實例？并分析是什么使它能產(chǎn)生良好的效果的呢？這種成功的經(jīng)驗是否進一步促使你分配其他得責(zé)任呢？為什么是或為什么不是？結(jié)果又是什么呢？4. What do you feel is the biggest mistake Supervisors make when delegating? Does it lack of definition in results? No deadline? Or does it have to do with the task itself – do employees feel they’re forced to do the work their supervisor doesn’t want to do? How can these problems be avoided? 你認為上司分配工作最大誤區(qū)是什么？分配時是否規(guī)定了期望的結(jié)果？是不是沒有最后期限？又或者是否同任務(wù)本身有關(guān)員工是否感到他們被安排做一些上司不愿意做的工作？這些問題應(yīng)如何避免？5. Have there been munication bottlenecks in your department? Which of the munication aspects in the video (planning, asking openended questions, listening, setting goals, asking for feedback) were neglected in that situation? After seeing this video, what would you do differently to correct the problem? 在你部門是否有溝通的困難段？錄像中溝通的那一部分（計劃，提特殊疑問句，聆聽，詢問反饋和意見）受到了忽視？在看過錄像后，你會有什么不同的做法以便糾正該問題？6. Think back to your presupervisory days, can you share a positive example of how a boss coached you for a disciplinary problem? What did he or she do to help you change your behavior without making you feel defeated or angry? Did he/she include the steps in the video (give facts and figures, get agreement there’s a problem, explain consequences, help employee find his/her own solution?) In what ways did you learn from that example? 回想一下你做督導(dǎo)之前，你的上司是如何處理你的紀律問題的？她/他做了什么來幫助你改變行為模式，而又不讓你感覺受到挫傷和變得生氣？他/她是否使用了錄像中的步驟（提供事實和數(shù)據(jù)，對問題的客觀存在達成共識，闡明后果，帶領(lǐng)員工自己找到問題的解決方案？ ）從這個例子中，你學(xué)到了哪些方面的知識？7. As a supervisor, when did you first realize that you can’t motivate your staff? What did you try and with what results? 作為督導(dǎo)，你什么時候首次意識到你不能激勵你的員工？你做了哪些努力，結(jié)果如何？8. It’s been said that the only way to get employees to motivate themselves is to create a “climate for motivation,” to provide chance for growth and achievement in the work environment. What programs or opportunities are provided in our pany/your department that could do that? What are some ways you could set that motivational climate in your department? 有人曾說唯一的讓員工自我激勵的辦法是創(chuàng)造一種“激勵的氛圍”，既在工作中為員工的成長和成就提供機會？你的單位/或部門有什么樣的機會和活動來達到此目的的？你有沒有其它一些辦法來在你的部門創(chuàng)造這種“激勵的氛圍”？EXERCISE 練習(xí)1Objective: to help participants begin the habit of task organization and to help them learn prioritizing from one another. 目標：幫助學(xué)員養(yǎng)成組織安排工作的習(xí)慣并幫助他們學(xué)會按工作的輕重緩急來安排完成的先后順序。以及他們的排序是如何滿足酒店或部門的目標的？問其他人是否會排序不同，以及為什么？EXERCISE 練習(xí)2Objective: to help participants apply the delegation steps they’ve learned from the video.目標：幫助學(xué)員學(xué)以致用錄像中的分配工作技巧Instructions指導(dǎo):1. Ask the participants to form groups of three. During this roleplaying exercise, one participant will act as supervisor, one as employee, and the third, as observer. Give each group a copy of Appendix B, page 12, and assign each one of the following situations. Encourage them to have fun – this is a time for relaxed, enjoyable sharing and learning. 讓學(xué)員三人一組。他們應(yīng)記住‘督導(dǎo)’是老板，他們可以視實際情況提出任何反對意見。他/她的寫作和組織能力十分寶貴，但有一個小問題。你相信他/她會出色完成任務(wù)，為此需要讓他們領(lǐng)導(dǎo)其它同事一段時間，但同時你擔(dān)心會因此造成一些問題。2. Ask participants to read through the example, keeping in mind the teaching points from the “discipline” section of the video. 讓學(xué)生閱讀例子，記住錄像中有關(guān)‘紀律’的教學(xué)要點。兩周前當(dāng)你同他談他的工作表現(xiàn)時，他做出了一個真誠的保證。大部分原因是因為督導(dǎo)有困難創(chuàng)造一種自我激勵的氛圍。Instructions指導(dǎo):1. Hand out copies of Appendix E. 發(fā)出附錄E。APPENDIX 附錄A ORGANIZATION: The $25,000 List 組織能力：25000英鎊的單子In the 1930’s, a management consultant called on Charles Schwab, the president of a then relatively small steel pany. The consultant told Mr. Schwab he had some techniques to share t