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管理就是要會提問!99%的管理者把問題問錯了:保留空間×傾聽需求×巧&#22

管理就是要會提問!99%的管理者把問題問錯了:保留空間×傾聽需求×巧

          
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About the Book

"「我有在關心員工,但他們什麼都不肯說!」

明明很在乎底下的人,卻總是看不到他們的進步?

你是否曾經提出問題,實際上已經有了既定答案?


不強求員工立刻做出改變,而是幫助他們找出癥結點!

學會「好好問問題」,瓦解職場尷尬癌,輕鬆贏得下屬信任!


▎員工幾個月來停滯不前,而手邊的事情卻越積越多?

常常覺得身為主管的自己忙得要死,下屬卻不知道要做什麼嗎?

一味地責罵、命令只會陷入惡性循環,試著透過提問引導思考,

經過領導者的循循善誘,相信員工能很快發現問題並做出改變。


例如:

◆某件事情的具體情況是怎樣的?請盡可能簡潔明瞭地描述一下。

◆未來這個事情要達到什麼樣的目標或狀態?你怎麼看?

◆目前情況如何?與未來的目標到底有多少差距?

◆為了實現目標,需要籌劃哪些事情、克服什麼困難?

◆如果未來可以實現某目標,對企業的好處/壞處是什麼?


▎明明每個人都很優秀,卻怎麼樣也不肯合作?

決策層、管理層、執行層如果能相互配合,企業就能高效發展,

但往往是大家各自有自己的想法,並認定自己的做法是最好的。

此時老闆可拋出提問:「我為什麼這麼做?他為什麼那樣做?」


例如:

◆這項工作的要求、目標和價值是什麼?你打算怎麼做?別人可能怎麼做?

◆你這樣執行的理由是什麼?重點解決什麼問題?別人呢?

◆你是否考慮過不同方法會分別帶來怎樣的工作結果?

◆你和那些方法不同的同事有過交流嗎?

◆在執行中,你發現自己/別人的方法各有哪些優點?


▎企業上下溝通的橋梁,中層出現危機怎麼辦?

除了基層員工外,了解中層主管的想法也很重要,

當公司銷售業績下滑的時候,幫助他們分析績效不佳的原因,

提示他們找到問題的根源,制定有針對性的改進計畫。


例如:

◆業績不佳是從何時開始的?

◆業績不佳時,你的團隊有什麼變化?

◆是客觀的市場原因導致的,還是主觀努力不足導致的?

◆面對業績不佳,員工經驗的累積狀況如何?

◆你預期多久能夠扭轉業績不佳的局面?


〔本書特色〕

本書強調「管理者問對問題」的重要性,劃分為三大部分:如何在企業中運用提問達到有效管理;如何在社交中利用提問進行良好的對話溝通;如何透過提問營造和諧美滿的氛圍。內文不僅提出諸多具體策略,還結合了著名企業家的案例,加上作者本身的顧問經驗,實錄了管理者和他人的對話過程,將情境完整而形象地展現在讀者面前。


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Product Details
  • ISBN-13: 9789576807183
  • Publisher: China National Publications Import & Export C
  • Publisher Imprint: China National Publications Import & Export C
  • Height: 210 mm
  • No of Pages: 268
  • Spine Width: 15 mm
  • Width: 148 mm
  • ISBN-10: 9576807182
  • Publisher Date: 24 Jan 2024
  • Binding: Paperback
  • Language: Chinese
  • Returnable: N
  • Weight: 353 gr


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