【文章內(nèi)容簡介】 vourable, is called the halo effect. Ask yourself:The key here is to look for consistency.Stage 2 – Motivation amp。 PerformanceWhat motivates you to work?Why does this act as a driver in the way you do your work?38Motivation @ Work? Relationship with Manager? Financial Motives? Recognition and Praise? Cooperation with Others? Promotion39? The Job Content? Achievement? ResponsibilityGroup Needs – Task, Team amp。 IndividualTask NeedsTeam Needs40Individual NeedsThe leader must try to achieve a balance by acting in all three areas of overlapping need.41Stage 3 – Performance Management ProcessPerformance Management Cycle1. Job ClarificationWhat is clarification? Why is it necessary?What happens when clarification is inadequate?Step 2 – _________________________Step 1 – ______________________Step 3 – ________________Step 4 – ________________42What processes do we go through when results are inadequate????????2. Key Result Areas3. Regular Meetings434. Annual PDR44Stage 4 – Reviewing ObjectivesWhy have KRA39。s before setting objectives?What is the purpose of having objectives?Discuss the process of setting an objective – the SMART objective? S____________? M___________? A____________? R____________? T____________Stage 5 – Monitoring PerformanceWhat does monitoring involve?Notes45INFLUENCING amp。 PERDUADINGworkbookObjectives46By the end of the session, you will be able to:? identify the behaviours associated with influencing others at work? practice using assertive behaviour? prepare for a negotiating situation? demonstrate influencing skills and negotiating techniques in a role playStage 1 The Manager’s Role as an InfluencerInfluencing and making a positive impact on people at work (manager, employees, customers and suppliers), is a key part of a manager’s role.What situations do you face where you have to exert influence at work?47Stage 2 – Influencing BehaviourBehaviours that can influenceWhen influencing or being influenced by others, the behaviour used can be aggressive, passive or assertive. Recognising behavioursAggressivePassiveAssertiveStage 3 Assertiveness48Assertive behaviour is based on appropriate responses. It is ? rational and reasonable, ? takes into account the fact that we all have rights/expectations which should be met or understood, ? not emotional behaviour than can be outward (aggressive) or inward (passive).Metaphorically, this can be represented as a clock – Assertiveness being ______________Passivity being _____________Aggression being ______________________________________________________________________49Influencing others – Assertiveness, Passivity amp。 AgressionInfluencing people at work and making an impact on results is a key part of a manager’s role. To develop assertiveness, managers need to be aware of the different behaviours and how they can help them succeed in their roles.Characteristics of managers with a high level of influence:?????Characteristics of managers with low influence:?????Managers who demonstrate high influence are those who are able to behave in an assertive manner. Assertiveness is demonstrated by individuals who know what they feel and what they want, take definite and clear action to express their views, refuse to be sidetracked, and ensure others know where they stand.50Rights Of AssertivenessAssertiveness rights at work will include such things as the right to:??????????Choosing The Behaviour To UseRights are also about choice. Managers have a choice about how they behave and when they are assertive in their role. Whether responding to someone else’s behaviour or initiating action, there are three principle options on how to choose to behave:? Passive behaviour? Aggressive behaviour? Assertive behaviourPassive Behaviour is often nonassertive behaviour and is demonstrated by:Beliefs or norms in this type of situation are:Aggressive behaviour means:51Beliefs or norms in this situation are:Assertive behaviour means:?????The beliefs in a situation where assertive behaviour is the norm are:52The Effects Of The Different Behaviours1. Passivity2. Aggression533. AssertiveAssertive behaviour leads to:The 5 Operational areas of Assertiveness1. MAKING A REQUEST/ASKING FOR WHAT YOU WANT542. SAYING “NO”3. EXPRESSING YOUR FEELINGS4a. HANDLING CRITICISM FROM OTHERS55564b. OFFERING CRITICISM TO OTHERS5a. HANDLING COMPLIMENTS AND APPRECIATIONS5b. RECEIVING COMPLIMENTS5758Stage 4 Influencing in a Negotiating SituationWhat is negotiation?What are some mon assumptions about negotiation?What makes someone successful in a negotiation? What skills/knowledge and attitude would they possess?Knowledge includes:Skills include:5960Attitude includes:The Negotiating CycleA negotiating cycle has many steps in it the actual meeting being only one part.NegotiationCycleStep 1ApproachStep 2PlanningStep 3Meeting61Step 1 One side makes an approach to anotherStep 2 PlanningStep 3 The negotiation meetingThe negotiation meeting has 4 distinct Phases:Phase 1 ___________Phase 2 – _____________________Phase 3 – _______________Phase 4 – ________________62Opening Phase Includes:Reflecting PhaseAdjusting PhaseThe Agree