unit 8 team building

Chapter8TeamBuildingManagingPeople/PulseManagingpeople---Humanresourcestask Leadershipandteambuilding Conflictsresolving Communicationandactivelistening MotivationinorganizationManagingPeople/Pulse LeadershipandTeamBuilding领导力与团队的建设“It’simpossibletoleadpeoplewhodon’ttrustyou.”“不可能领导对你不信任的人.”“Nomatterwhataleaderdoes,iffollowersdon’trespond,thentheleaderfails.”“不管领导如何做,只要跟随者不予回应,那么,这个领导就是失败的. -StephenRobbinsManagingPeople/PulseLeadershipistheartof领导力是一种艺术,即: Gettingmorefrompeoplethantheythinktheyarecapableof. 获取更多超越人们认识自己能力之外的东西. Influencingpeopletostrivewillinglytoachieveacommongoal. 影响人们自愿地努力达成共同的目标. Inspiringloyalty,trust,commitmentandrespect. 鼓励忠诚,信任,承诺与尊重. Gettingthingsdonewithexpectedresults. 达到预期的结果.ManagingPeople/Pulse ManagerversusLeader经理与领袖Managementisseenasaprocessconcernedwithachievinggoals,whereasleadershipismoreaboutinspiringpeopletoachievethegoals.管理是伴随达成目标的一种过程,而领导力则更多地是激发人们去达成目标. Managerfocus: 经理的重点 Planningandbudgeting 与预算 Organizing 组织 Staffing 人员配置 Controllingandproblemsolving 控制与解决问题 Leaderfocus: 领导的重点: Establishingvision,providingdirection. 建立远景,提供方向 Influencingandaligningpeopletothatdirection. 影响与确保人们沿着所定方向行事 Motivatingandinspiringthem. 激励ManagingPeople/PulseManagerversusLeader经理与领导 Managers 经理 Dothethingsright 把事情做对 Giveorders 下达指令 Implementplans 实施计划 Organizework 组织工作 ManagingIndividuals 管理个人 Leaders: 领导 Dotherightright 做对的事 Generateideas 激发意见 Empowerpeople 授权 Coachteams 训练团队 DevelopPeople 人员开发ManagingPeople/PulseLeadershipQualities领导的素质 Vision 远景 Competence 能力 Persistence 毅力 Communicatingandactivelistening 沟通与积极地倾听 Self-confidence 自信 Charisma 个人魅力 Integrity 诚实 Striveforexcellence 追求卓越 Maintainteamspirit;concernforothers 维持团队精神;关心他人 Continuouslearninganddevelopingoneself 持续学习与提升自我ManagingPeople/PulseTypesofleadershipbyNadlerandTushman领导力的类型摘自NadlerandTushman CharismaticLeader 魅力型领袖 Projectapowerful,confidentanddynamicpresence. 表现得强有力,自信,充满活力. Possessaspecialqualitythatenablehimtomobilizeactivities. 拥有很强的煽动力. Articulatewithacompellingvision. 对事物具有深刻的洞察力. Demonstratepersonalexcitement 体现自身激情 Expresspersonalsupportandempathyduringachangeprocess. 当事物出现变化时,表现出支持与同情.ManagingPeople/PulseTypesofleadershipbyNadlerandTushman领导力的类型摘自NadlerandTushman InstrumentalLeader 实施型领导 Focusonbuildingcompetentteams 致力于建立有竞争力的团队 Clarifyrequiredbehaviors 采取必要的行动 Putinperformancemeasurement 纳入行为的度量 Administerrewardsandpunishmentstomotivatedesiredbehavior. 通过奖励与惩罚激励好的行为.Areyouacharismaticorinstrumentalleader?你是魅力型的领导还是实施型的领导呢?ManagingPeople/PulseTeamBuilding团队建立 Definition 定义 Teamisagroupofpeoplewhoperceivesthemselvestobemutuallydependentandaccountableinachievingacommongoal. 团队指的是相互依赖,相互负责,为共同目标努力的一组人. Buildingteamsislikeputtingtogetherapuzzle. 团队建设就像是搭积木.ManagingPeople/PulseTeamBuilding团队建设 WeAreaPartofManyTeams 我们是众多团队中的一部分 FormalTeams 正式的团队 Departmentsandotherdefinedgroups 部门与其他所定义的组 InformalTeams 非正式团队 Workingwithsomeoneonaproject 与某人致力于一个项目 Participatingonashort-termtaskforce 短期参加一项任务 Collaboratingacrossdepartmentlines 跨部门的合作 Workingwithcustomersandvendors 与客户及供应商一起工作 Wemaymoveinandoutofmanydifferent“teams”onanygivenworkday. 我们每天都在许多不同的“团队”中进进出出.ManagingPeople/PulseBenefitsofteamstoanorganization团队对于组织的好处 Teamoutputusuallyexceedsindividualoutput:createpositivesynergy. 团队的成果往往超出个人的成果:产生积极的协同作用. Teammemberscanhavedifferentexpertisetosolveproblemsmoreeffectively. 团队成员中有不同的专家会更加有效地处理问题. Creativeideascanbestimulatedandgenerated. 创造性的思想可以得到激发与产生. Teampromoteorganizationallearninginaworksetting. 团队可以在工作中促进组织学习. Teammemberscanbe“ambassadors”fororganizationalchange. 团队成员可以在组织发生变化时充当“大使”的作用.ManagingPeople/PulseTeamMembers’Roles团队成员的角色1.Encourager:Friendly,diplomaticandresponsivetoothersinthegroup.鼓励者:对组内的人要友好,进行交际,并做出响应.2.Clarifier:Restatesproblemsandsolutions,summarizespointafterdiscussion.澄清事实者:重申问题与解决,讨论后做出总结.3.Harmonizer:Agreeswiththerestofthegroupandbringsoppositeviewstogether.协调者:认同组内其他人员,将不同观点统一起来.4.IdeaGenerator:Spontaneousandcreative;unconventionalthinker.激发思想者:自发而有创造性;打破传统.5.Ignitionkey（点火开关）:Practicalorganizer;Playsaleadershiproleingroupaction.驱动者:切实的组织者;在组织的行动中担当领导的角色.ManagingPeople/PulseTeamMembers’Roles团队成员的角色6.Standardsetter:Uncompromisinginupholdingthegroup’svaluesandgoals.标准的维护者:坚持组织的价值与目标时永不妥协.7.Detailspecialist:Considersthefactsandimplicationofaproblemevenminorissues.细节专家:考虑事实与问题,哪怕是很小的一些事情的影响.Questions:问题: Whichroleisyourpreferredteamrole(s)? 你所欣赏的团队的职责是什么? Considerthemembersofyourwork-team,whicharetheirpreferredteamrole?Pleasenote,somepeoplemayadoptmorethanonerole,orseveralpeoplemaytakeonthesamerole. 想一想你工作团队中的成员是哪一种角色?注意,有些人可能充当不止一种角色,也有可能好几个人充当同样的角色.ManagingPeople/PulseTeamLeader’sLeadershipStyle领袖的领导类型 DirectiveStyle:leadersmakethedecisionandothermembersfollownoquestionoropposingpointsofviews. 指令型:领导做出决定,其他成员不管有无问题或反对意见,都得遵从. ParticipativeStyle:leaderpresentproblemsandsetmethodsofdecisionmaking;finaldecisionbasedontheinputteammembers. 参与型:领导提出问题,设定做决定的方法;最后的决定建立在团队成员的意见的基础上. Free-rein（统治、支配）Style:Leadersandmemberstogetherdefinetheproblemsandmakefinaldecision. 开放型:领导与成员一起界定问题并做出最后决定.ManagingPeople/PulseSkillsneededforaneffectiveteam有效团队必需的技能 TechnicalExpertise. 技术上的专家 Problemsolvinganddecisionmakingskills. 解决问题与做决定的技能. InterpersonalSkills. 沟通技巧.ManagingPeople/PulseCharacteristicsofaneffectiveteam:有效团队的特征: Cleargoals 清晰的目标 UnifiedCommitment 一致的承诺 MutualTrustandOpenness 相互信任与坦诚. AppropriateLeadership 适当的领导力 Relevantskills 相关的技能. GoodCommunication 良好的沟通. InternalandExternalSupport 内部与外部的支持.ManagingPeople/PulseStagesinDevelopingTeams:团队发展的阶段:1.Forming:Unclearobjectives;Buildingrelationship;Developingalliances.形成期:目标尚不清晰;建立关系;发展同盟.2.Storming:Maintainobjectives;teammembersexpressconcernsandfrustration;handlingconflictswithintheteam.激荡期:目标的维护;团队成员表述忧虑与挫折感;处理团队中的冲突.3.Norming:Objectivesestablished;Waysforresolvingconflict,makingdecisions,andcompletingassignmentsdevelop;asenseofgroupcohesiondevelops.规范期:目标建立;找到解决冲突,做决定及完成任务的方法;组内的凝聚力形成.4.Performing:acohesiveunit,focusonachievingteamobjectives,solvingproblemsandcompletingtasks;membersaresupportivetoeachother.行动期:一个凝聚力很强的单位,致力于团队的目标,解决问题与完成任务;组员之间互相支持.ManagingPeople/Pulse ResolvingConflicts解决冲突Threetypesofconflicts:冲突的三种类型 Taskconflict:relatestocontentandgoalsofthework. 任务冲突:与工作的内容与目标有关系 Relationshipconflict:focusoninterpersonalrelationships. 关系冲突:集中于人与人之间的关系. Processconflict:relatestohowworkdone. 过程冲突:与如何工作有关. Conflictisdestructive.Why? 冲突具有破坏性.为什么? Isconflictalwaysdestructive?GMCase 冲突总是有破坏性吗?GM案例.ManagingPeople/Pulse ResolvingConflicts解决冲突(续)Conflictisconstructivewhenit冲突具有建设性的情况:Improvesthequalityofdecisions.改善决定的质量.Stimulatescreativityandinnovation.激发创造与革新.Encouragesinterestandcuriosityamongteammembers.鼓励团队成员的兴趣与好奇心.Providesthemediumthroughwhichproblemscanbeairedandtensionsreleased.提供问题得以宣导,压力得以释放的中间通道.Fostersanenvironmentofself-evaluationandchange.培育自我评估与改变的环境.ManagingPeople/PulseManagingConflict冲突管理 Keepingconflictatoptimumlevel. 将冲突保持在理想的水平上. Stimulateconflictwhenworkteambecomesstagnant. 当工作团队变得迟钝时,利用冲突来刺激. Managetheconflictifconflictlevelbecomestoohigh 当冲突的程度变得太高时,要管理冲突. Encouragedouble-loopthinking. 鼓励换位思考.ManagingPeople/PulseProcessinresolvingconflict解决冲突的程序1.Identifytheproblem确定问题.2.Analyzingthecausesandconsequencesoftheproblem问题的原因及后果.3.Discussalternativesolutions对可行的解决方案进行讨论.4.Decidethebestsolutions决定最好的解决方案.5.Implementthechosensolutions实施所选择的解决方案.6.Evaluatetheresult评估结果.ManagingPeople/PulseFivestylesofconflictmanagement管理冲突的5种类型 Avoiding:Withdrawingfromorpostponingtheconflict. 回避:无视或拖延冲突. Forcing:Satisfyingone’sownneedsattheexpenseoftheotherparty. 强迫:用牺牲一方的代价来满足另一方. Accommodating:maintainharmoniousrelationshipsbyplacinganother’sneedsandconcernsaboveyourown. 顺从:将另一方的需要与关心置于自己的利益之上来维持关系的协调. Compromising:Requireseachpartytogiveupsomethingofvalue. 折衷:要求双方放弃某些价值. Collaborating:Allpartiesconcernedseektosatisfyalltheirneeds. 协作:所有关联方共同寻求,满足所有的需要.ManagingPeople/PulseDegreeofAssertivenessLowLowHighHighAccommodatingSeekingharmonyAtallcostsCollaboratingSeekingsolutionsFormutualbenefitAvoidingDenyingconflictexistsForcingWinningthroughintimationCompromisingBargainingtominimizelossesStylesOfManagingConflictDegreeofCooperativeness合作性ManagingPeople/PulseDegreeofCooperativenessDegreeofAssertivenessLowLowHighHighLose-WinWin-WinLose-LoseWin-LoseHalfWin–HalfLoseResultsofHandlingConflictManagingPeople/Pulse Communication&ActiveListening沟通与积极地倾听“Oneoftenhearstheremark,‘Hetalkstoomuch,’butwhendidanyonelasthearthecriticism,‘Helistenstoomuch?’” -NormanAugustine经常听到这样的说法,“他说得太多了”,但很少有人听到这样的批评“他听得太少了?” -NormanAugustineManagingPeople/PulseCommunication-isthegivingandreceivingofinformation.沟通-就是信息的给出与接收 EffectiveCommunication 有效的沟通Bothsenderandreceiverhavethesameunderstandingandinterpretationofthemessagebeingtransmitted.发出者与接收者都对被传递的信息有同样的理解与解释.ManagingPeople/PulseCommunicationProcessSender(encodes)MessageChannelMessageReceiver(decodes)(Noise)(Noise)(Noise)FeedbackIntendedmeaningPerceivedmeaningNote:Theentirecommunicationprocessissusceptibletonoise.ManagingPeople/PulseImportanceofcommunicationinanorganization组织中沟通的重要性 Gainhighercommitmenttoorganization’sgoals. 获得达成组织目标更高的承诺. Enhanceunderstandingandsourcingopinions. 加强理解与寻求意见. Buildbetterrelationship&trustbetweenemployerandemployees. 在雇主与雇员之间建立更好的关系与相互信任. Getthingsdonesmoothlyandreduceunnecessarymistakes. 让事情顺利完成,且减少不必要的错误. Gettingandgivingfeedback. 获得与给出反馈.ManagingPeople/PulseBarrierstoEffectiveCommunication有效沟通的障碍 IndividualDifference–Perception,Value,Experience 个人差异-概念,价值观,经验. PersonalJudgment/Bias 个人的判断/偏见 Filtering 信息过滤 SelectiveListening 选择性的倾听 Language 语言 Informationoverload 信息过量 Distrust 不信任 Conflictingmessages 信息冲突.ManagingPeople/PulseOvercomingtheBarriers克服障碍 Bepatient&prepared 耐心与准备 Giveandaskforfeedback 给出反馈与要求反馈 Usesimplelanguage 使用简单的语言 Structurematerialslogically 按逻辑组织材料 Watchoutnonverbalcues 注意非语言提示 Listenattentively 用心倾听 Valueindividualdifference 尊重个体差异ManagingPeople/PulseNon-verbalCommunication(BodyLanguage)非语言沟通(身体语言)ManagingPeople/PulseNon-verbalCommunication(BodyLanguage)非语言沟通(身体语言)ManagingPeople/PulseActiveListeningSkills积极倾听的技巧WhyBeaGoodListener?为什么要做个好听众? GatherInformation 收集信息 BuildTrust 建立信任 LowerResistance 降低抵触 Respect 尊重ManagingPeople/PulseEffectiveActiveListeningSkills行之有效的积极的倾听技巧 Maintaineyecontact. 保持眼睛的接触 Exhibitaffirmativeheadnodsandappropriatefacialexpressions. 用点头及适当的面部表情表示肯定 Avoiddistractingactionsorgestures. 避免转移注意力的行为或举止 Askquestions. 提出问题 Paraphrase. 解释 Avoidinterruptingthespeaker. 避免打断演讲者 Don’tover-talk. 不要说得太多ManagingPeople/PulseQuestioningTechniques提问题的技巧Whyusingquestions为什么要提问 Toprobe(fact/feelingfinding). 探测(事实/感受结果) Toobtainhigherlevelofparticipation. 更高程度地参与 Tocheckunderstanding. 对理解的进行核实 Tobringattentionbacktothesubject. 将注意力转回到主题上.ManagingPeople/PulseOpen-endedQuestion Toexploreandgathermoreinformationaboutpeople’sviewandopinion Encouragepeopletotalk,use5W,1H “Whatimprovementsyoumightthinkofthecurrentincentiveprogram?” “Tellmemoreaboutyourconcerns.” “Whowillactuallybemakingthedecisiononthis?” “Howcanyoudothat?”ManagingPeople/PulseClose-endedQuestion Requireotherpartytoanswer“yes”or“no”tothequestion; Choosefromalternatives Confirmationofspecificinformationandcheckmutualunderstanding “Whendoyoureadyforthereport?TueorThur?” “Doyouthinkitshouldbechanged?” “Isthereanythingelseyou’reconcernedabout?”ManagingPeople/PulseImprovingOrganizationCommunicationActivities Manageractasbridgeandarolemodel CompanyNewsletter OpenDoorPolicy StaffOpinionSurvey CompanyMeetings;DepartmentMeetings;SessionBriefingManagingPeople/PulseImprovingOrganizationCommunicationActivities(cont’d) StaffFunction BriefingSession DialoguewithCEO;Letter/E-mailtoCEO; Sharingresults *Highperformingmanagerstendtobemoremediasensitivethanlowperformingmanagers*ManagingPeople/PulseCommunicationChannelinsomecompaniesManagingPeople/PulseD.MotivationinOrganizationIfemployeesaren’tmotivated,thefaultiswithmanagersandorganizationalpractices,nottheemployees! -StephenCoveyManagingPeople/PulseMotivation isaninnerdrivethatdirectsemployee’sbehaviortowardsorganizationalgoals. Whyemployeesaren’tmotivated? Possibleproblemliesin: Selection Ambiguousgoals Performanceappraisalsystem Organization’srewardsystem Manager’sinabilitytoshapeemployee’sperceptionoftheappraisalandrewardsystem.ManagingPeople/PulseHowMotivationWorks? Manager’sbeliefaboutmotivation: Employees’inspirationtoworkcanbemotivated. Employeewouldliketodoagoodjobinsteadofmakingmistakes.BillHewlettofHewlett-Packardsaid,“Peoplewanttodoagoodjob,andiftheyareprovidedwiththeproperenvironment,theywilldoso.” Toalargeextent,employeeswouldliketohaveautonomyonhiswork.ManagingPeople/PulseUnderlyingbeliefabouthumancharacteristicsintheworkplace:Employeearemotivatedbythingstheywant.Employeewouldliketohavetheautonomytodecidehis/hercareerdevelopment.Employeewouldliketoberecognizedtobeexcellentincertainareaandhe/shewilldohis/herbesttomaintainthisstandardofexcellence.ManagingPeople/PulseUnderlyingbeliefabouthumancharacteristicsintheworkplace:(cont’d)Policy,workingcondition,fringebenefitandpaywouldonlyhaveshort-termeffectonmotivation.Everyemployeewouldliketheir“outstandingperformance”toberecognizedandpraised.Everyemployeewouldliketoachievetheexpectationoftheirsuperior.ManagingPeople/PulseTheoriesofMotivation FrederickHerzberg’sTwo-FactorTheoryManagingPeople/Pulse Maslow’sHierarchyofNeedsTheoryManagingPeople/Pulse Maslow’sHierarchyofNeedsTheory(Cont’d) Identifyonespecificemployeewhomyoucurrentlysupervise.Whatdoyouthinkmotivateshimorher?Relatethistothetheories.ManagingPeople/PulseWorkplacemotivationaltoolsJobitself:challenging;meaningfulPay:rewardequitably;problemswithunder-rewardorover-reward.Incentives:individualorteambased;performancebased,profit-sharing;gain-sharing;bonus;stockoptionetc.FringeBenefits:Medicalplan,housingallowanceetc.ManagingPeople/PulseWorkplacemotivationaltools(cont’d)SupportiveworkenvironmentHarmoniousworkingrelationshipPersonaldevelopmentopportunity:workingabroad,attendingcourse,etc.Praise:“thereisnoverbalvitaminmorepotentthanpraise.”byFrederickB.HarrisRecognitionhelpstobuildemployeeself-esteem. Ispaythekeymotivator?ManagingPeople/Pulse“Intheend,allmanagementcanbereducedtothreewords:people,product,andprofits.Peoplecomefirst.”最后,所有管理归结为三个词:人,产品,利润.第一为人.byLeeIacoccaManagingPeople/PulseTheEndThankyouforyourparticipation!ManagingPeople/PulseManagingPeople/PulseManagingPeople/Pulse