1、 Scenario #2 You have a manager reporting to you is moving from one department to another. She has expressed a strong preference to bring several of her previous team members over to her new assignment. She thinks they are better qualified and more capable than the existing ones in the new departmen
2、t. Her actions have aroused feelings of mistrust among her new subordinates.(演练提示： 你是这位经理的上司，你观察到这位经理的行为在她所带领的团队中产生的不信任的不良影响，你于是安排了一次面谈。请尝试运用B.E.E.R MODEL)Scenario #3 A senior manager is diligent, has a history of success in the company, and is widely respected. This person likes to run long meeting
3、s in which people are asked to present their business plans to him and are challenged on the details. Meeting participants are required to sit through all parts of the meeting including the parts that they are not personally involved in. Time control in the meetings is poor, and the meeting extends
4、into the evening. Participants sit in the meeting room reading Lotus Notes on their computers or improving their own presentations. Most people realize the meeting process is very inefficient, but because of their respect for the senior manager, no one says anything and the process never changes.(演练
5、提示： 这个情景演练中，你要给这位级别比你高的主管提出反馈和建议。尝试运用B.E.E.R MODEL) Scenario #4 A sales manager, who has exceeded his numbers for the past 2 years, has not been achieving his targets for the past 4 months. He says that it is not his fault but that the market has slowed down and his targets are too high. He also say
6、s that his sales supervisors and sales people are not doing their jobs of pushing the distributors to order more products and the channels to sell more. He has been pressuring all of his people, even to the extent of sometimes shouting and threatening to fire them. (演练提示： 你是这位销售经理的上司，你刚参加了他主持的一个团员会议
7、，你观察他的上述行为。你在会后找到这位经理提出反馈。尝试运用B.E.E.R MODEL) Scenario #1:A marketing manager is very responsible about following up on requests, organizing work that needs to be done by his department, and participating in meetings to provide information and analysis needed by others. He is competent and capable. H
8、owever, in order for his programs to be successful they need to be agreed on and executed by other parts of the organization that do not report to him. However, he is not making the effort to convince other parts of the organization to support his programs. Therefore, although this manager is responsible and competent, he is not driving the kind of positive business results that he should be across organizational boundaries. (演练提示： 你是这位营销经理的老板，你观察到这位的盲点，于是你安排了一个合适的时间与这位经理进行了一次反馈谈话，尝试运用B.E.E.R MODEL)
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