【正文】 6. Dwell on weakness and failures. 在弱點(diǎn)和失敗上癡纏。 4. Care only about yourself and your concerns. 自關(guān)心自己和自己的問(wèn)題。 2. Stress busyness rather than results. 強(qiáng)調(diào)忙而不是強(qiáng)調(diào)成果。 16. Seeing that progress is being made toward goals of my department. 看到部門(mén)的目標(biāo)在一步一步地接近和實(shí)現(xiàn)者 17. Working with a boss who knows how to delegate and who does delegate. 同一個(gè)知道分配任務(wù)并確實(shí)分配任務(wù)的上司共事。 that I am needed. 感覺(jué)有歸屬感；我們是收歡迎 的；我是被需要的。 14. Feeling like I belong。 13. Feeling that my work contributes to something bigger than myself amp。 11. Working with a boss who leads. 跟一個(gè)能領(lǐng)導(dǎo)自己的 老板共事。 9. Latitude in how I do my job. 如何完成自己工作的范圍。 7. Being told by my boss that I?ve done a good job. 得到上司的表?yè)P(yáng)工作做得好。 5. Feeling my job is important. 感覺(jué)我的工作的重要性。 3. Opportunities to do interesting projects. 去接觸一些令人感興趣的工作的機(jī)會(huì)。 Of the eight you?ve chosen, rank them in order of importance (most important is “1”, etc.) in the boxes to the right of the statement. 在八個(gè)你選擇的項(xiàng)目中，在右邊的框內(nèi)按重要性排列先后順序（最重要的是“ 1”，以此類(lèi)推） 1. The chance to do a good job. 有機(jī)會(huì)去做好一項(xiàng)工作。 APPENDIX E: Exercise 6 附錄 E 練習(xí) 6 Instructions指導(dǎo) : Select eight items from the list below that you feel inspire you to do your best jobs. Put a check mark on the line to the left of those eight statements. 選擇清單中八個(gè)你認(rèn)為最能激勵(lì)你自己做好工作的項(xiàng)目。 5. Consider setting aside time regularly to think through this information on your employees. While it may seem to absorb a lot of time, motivated employees are worth the investment. 留出時(shí)間把你的員工全部考慮一遍。 APPENDIX D: How can I set a climate for motivation? 附錄 D 我應(yīng)如何創(chuàng)造一種激勵(lì)士氣的氛圍？ EXERCISE 練習(xí) 5 1. When trying to identify ways to help employees motivate themselves, ask yourself these questions當(dāng)盡力去找到能激勵(lì)員工的方法時(shí)，也問(wèn)你自己同樣的問(wèn)題 : 2. With the answers to the above questions in mind, in what ways have you built or helped to tear down this employee?s motivation? 在腦海中有了上述問(wèn)題的答案后，列下自己曾怎樣挫傷過(guò)或幫助過(guò)員工提升士氣？ 3. Think about the four motivators mentioned in the video 想一想錄像中的四個(gè)激勵(lì)因素： Acplishment 成就感 Responsibilities 責(zé)任感 Discretion 判斷力 Learning and growth 學(xué)習(xí)和成長(zhǎng) Keeping this list and your answers to questions two and three in mind, write down the things to do that you feel could increase the motivational climate of that employee. 有了這些激勵(lì)因素以及問(wèn)題 2和 3的答案后，寫(xiě)下你認(rèn)為可以創(chuàng)造提升員工士氣氛圍的幾件事。兩周前當(dāng)你同他談他的工作表現(xiàn)時(shí)，他做出了一個(gè)真誠(chéng)的保證。本月他錯(cuò)過(guò)了三個(gè)最后期限并且他的工作質(zhì)量也非常地臃腫。 Robert Kramer has always been one of the best performers in your department. He?s highly results oriented and yet is a “team player,” always there when his coworkers need a helping hand. Lately, his performance has slipped. He?s missed his three deadlines this month and the work he has gotten in has been sloppy. His last report had four calculation errors and was missing the executive summary for which you had asked. When you talked to him two weeks ago about the change in his performance, he made an earnest pledge to change. Unfortunately, that?s not happening, and today he missed another deadline. 你部門(mén)表現(xiàn)最好的員工之一 Robert Kramer是一個(gè)追求結(jié)果的人，同時(shí)也是一個(gè)富有‘團(tuán)隊(duì)精神’的人，在別人需要時(shí)總是能提供協(xié)助。 APPENDIX C: EXERCISE 4 Apply the video?s teaching points on discipline to the following example. After you?ve read through it, we?ll discuss how you?d approach the problem. 把錄像中的有關(guān)紀(jì)律的教學(xué)要點(diǎn)聯(lián)系到下列例子中。你決定由 Aaron/Erin來(lái)負(fù)責(zé)統(tǒng)籌其它部門(mén)的工作。 Situation 情景 D You?re way behind schedules on producing the pany?s annual report. You know that if you can get the word processing from all the other departments coordinated, you can move ahead with other tasks. You decide to put one of the best procedures in the word processing area, Aaron/Erin, in charge of pulling together all the other departments? work. While you know he/she will do an excellent job, you also know it will put him/her in authority for a brief time over his/her peers. You are concerned about the problems this might cause. 你在完成公司年度報(bào)告時(shí)有些滯后。為了做最佳的決定，你需要價(jià)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)。 Mike/Michelle 太過(guò)激進(jìn)，常常犯急，當(dāng)期限接近時(shí)，你知道她 /他的工作關(guān)系會(huì)由于急躁和言語(yǔ)的失當(dāng)而變得很緊張。盡管你喜歡這種工作，但是白天的時(shí)間 不夠，所以你想決定布置部分工作給Mike/Michelle Callahan。你正在猶豫是否給別人時(shí)，你知道 Chris的經(jīng)驗(yàn)和工作方式會(huì)使該工作迅速得到解決。你需要一個(gè)人重新歸檔這些文件。 4. “Observers”: watch how the steps from the video are implemented during the role play and, when the exercise is over, report to the whole group how it went. “觀察者”：觀察錄像中的步驟是如何在該角色扮演練習(xí)中得到體現(xiàn)的，練習(xí)做完后，向整個(gè)集體匯報(bào)他運(yùn)行的方法。任意編造任何所需的細(xì)節(jié)，如，最后期限，匯報(bào)工作線(xiàn)，結(jié)果等等。盡量從練習(xí)中得到快樂(lè) 因?yàn)檫@是學(xué)習(xí)、交流和分享的過(guò)程。在這個(gè)角色扮演練習(xí)中，一個(gè)學(xué)員扮督導(dǎo)，一個(gè)扮員工，第三個(gè)扮觀察者?！? APPENDIX B: EXERCISE 2 附錄 2：練習(xí) 2 Objective: to give you a chance to apply the delegation steps from the video. 目標(biāo)：給你一個(gè)機(jī)會(huì)去實(shí)踐錄像中的‘分配工作’技巧。教了他的員工如何去做后，他們的成就也比以前更多了。 Mr. Schwab took the consultant?s advice and tried the idea. He found it extremely effective – he was acplishing more than he ever had before. He taught his staff how to do it, and they got more than ever before. Six weeks later, the consultant received a check for $25,000, a huge sum during the depression, and a note: “This is what I think your idea is worth.” Schwab先生采納了顧問(wèn)的建議并加以實(shí)施。不要考慮其它直到你完成了第一項(xiàng)?！绷?xiàng)寫(xiě)完后，他說(shuō)，“現(xiàn)在，把這六個(gè)項(xiàng)目按先后順序排序， 1 為最急。盡管很匆忙，Schwab說(shuō)他會(huì)聽(tīng)一些，如果有效，他會(huì)在合理范圍支付一個(gè)好價(jià)錢(qián)。 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 that could increase Schwab?s employees? effectiveness significantly. Although in a hurry, Schwab said he?d listen to some of the techniques and, if they did increase the effectiveness of his anization, he would pay anything within reason. 在 30年代，一個(gè)管理顧問(wèn)主動(dòng)找到 Charles Schwab，一個(gè)當(dāng)時(shí)較小的鋼鐵公司的總裁。強(qiáng)調(diào)有一些激勵(lì)的因素可能尚未知曉。 4. Discuss the last question on the participants? worksheet (reprinted below). Caution them again against assuming what motivate them will motivate others. Stress instead that there are often motivating factors of which we are pletely unaware. 討論學(xué)員 Worksheet的最后一個(gè)問(wèn)題。讓他