【正文】 價值體現(xiàn)和自我重要性體現(xiàn)的需要 DISCUSSION QUESTIONS 討論問題 1. Of the five supervisory skills brought out in the film, which do you feel is the most important? Which do you find easiest? Why? Which is most difficult? Why? 在錄像里的五個督導技能里面，哪一個你覺得最重要？哪一個最容易？為什么？哪一個最難？為什么？ 2. Most of us know the basics of anizing our work, yet few do it consistently. What usually stops you from “planning your work and working your plan?” What would it take to overe that obstacle? 我們絕大多數(shù)都知道安排組織我們工作的基本知識，但卻很少人能持之一恒。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？又或者是否同任務本身有關 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，帶領員工自己找到問題的解決方案？ ）從這個例子中，你學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，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”？ EVERYTHING YOU WANT TO KNOW ABOUT SUPERVISION OHP 6 Wele to our Supervisory Skills Workshop! EXERCISE 練習 1 Objective: to help participants begin the habit of task anization and to help them learn prioritizing from one another. 目標：幫助學員養(yǎng)成組織安排工作的習慣并幫助他們學會按工作的輕重緩急來安排完成的先后順序。 2. Hand out paper and pens. 發(fā)放紙和筆。 4. Have them rank those six in priority order and assign each a deadline date or time, whichever is appropriate. 讓他們按先后順序排列工作，并給每一項任務規(guī)定最后完成期限或所需完成時間（具體視宜而定） 5. Ask for two or three volunteers who are willing to share their ranking with the group. Have each read his or her list and explain the order they assigned the tasks. How did they choose to put them in the order they did? How do the ranking meet anizational or departmental goals? Ask the group if they would have ordered the tasks any differently. 提問兩到三個自愿者，讓他們同大家分享分享他們的排序方式及原理。在這個角色扮演練習中，一個學員做督導，一個做員工，第三個做觀察員。鼓勵她們開心 這是一個輕松、享受的分享知識和學習時間。讓‘督導’花十分鐘準備分配下列職責。 3. Ask the “employees” to respond to the delegation as they feel the employees in each vigte EVERYTHING YOU WANT TO KNOW ABOUT SUPERVISION OHP 7 Wele to our Supervisory Skills Workshop! would. While they should keep in mind the “supervisor” is the boss, they are free to raise any objections they think would likely e up. 讓‘員工’按員工的身份相應回應‘督導’的對答。 4. Ask the participants playing “observers” to watch how the steps from the video are implemented and, when the exercise is over, to report to the whole group how it went. 讓扮“觀察員”的學員仔細觀察錄像中的步驟是如何得到實施的并且當練習結(jié)束時，負責向整個班解釋該角色扮演的進展情況。你需要一個人重新歸檔這些文件。你正在猶豫是否給別人時，你知道 Chris的經(jīng)驗和工作方式會使該工作迅速得到解決。盡管你喜歡這種工作，但是白天的時間不夠，所以你想決定布置部分工作給 Mike/Michelle Callahan。 Mike/Michelle 太過激進，常常犯急，當期限接近時，你知道她 /他的工作關系會由于急躁和言語的失當而變得很緊張。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)。 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. EVERYTHING YOU WANT TO KNOW ABOUT SUPERVISION OHP 8 Wele to our Supervisory Skills Workshop! 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告時有些滯后。你決定由 Aaron/Erin來負責統(tǒng)籌其它部門的工作。 EXERCISE 練習 3 Objective: to help participants apply the steps of munication they?ve learned from this video. 目標：幫助學員學以致用錄像所 教的溝通步驟。讓他們盡力回憶該問題是如何處理的。 3. Now that they know the steps from the video, ask the participants how they would handle the same situation if it happened tomorrow. 現(xiàn)在他們知道了正確步驟，問一問他們今后會如何處理相同的狀況。 Instructions指導 : 1. Handout copies of Appendix C. If you haven?t yet hand out the Desk Reminder Cards. 發(fā)附錄 C。 3. After they?ve finished reading, ask them to take a few minutes to think through how they would