Systems ThinkingHaving a mindset fo

Systems Thinking
Having a mindset for understanding how things work; adopting a perspective for going beyond events, to looking for patterns of behavior, to seeking underlying systemic interrelationships which are responsible for the patterns of behavior and the events. Applying this mindset to solving problems and leading change.
Team Development Attracting, developing, and retaining talented individuals; creating a learning environment that ensures associates realize their highest potential, allowing the organization as a whole to meet future challenges. Using appropriate methods and a flexible interpersonal style to help build a cohesive team; facilitating the completion of team goals.
Time/Work Load Management Effectively managing one's time and resources to ensure that work is completed efficiently. Effectively controlling one's job by planning time on priority goals, requirements, and areas of opportunity.
Transitioning to First-Level Leader Role
Able to make the psychological shift from individual contributor to a first-level leader; gains and maintains respect and support from subordinates, while achieving results; balance existing friendships with the need to get the work done; help others perform tasks instead of performing those tasks yourself; applies human relations skills; understands the role of the first-line leader in the scope of the organization.
Transitioning to Lead Role
Able to make the psychological shift from production/probe specialist to a lead; gains and maintains respect and support from specialists, while achieving results; balance existing friendships with the need to get the work done; help others perform tasks instead of performing those tasks yourself; applies human relations skills; understands the role of the lead in the manufacturing organization.
Total Customer Orientation
Cultivating strategic customer relationships and ensuring that the customer perspective is the driving force behind all value-added business activities.
Written Communication/

結果 (中文) 1:

演示文稿技巧提出想法有效地对个人或群体在给定的时间来准备;传递演示文稿适合的特点和受众的需求。利润/损失灵敏度理解关键财务指标为微芯片的企业，采取具体措施来提高生产率和利润和/或最小化或降低成本到微晶片。认识到/激励员工创建环境的热情和卓越的沟通高的期望，培养乐观、 积极的态度，对人们和他们的工作，并确保人们感受到赞赏和尊重他们的成就和努力。承认和奖励人民捐款和结果。确定的因素，促使员工个人。动机的原则适用于日常工作情况。卖视觉激情，销售组织的战略;通过帮助别人了解和感受如何，当取得未来愿景时，事情将不同创造未来状态的清晰视图。战略思维建立远程课程的行动来完成远程目标或视觉分析事实信息和假设; 后考虑到考虑资源、 约束和组织的价值。强调管理维护性能稳定下压力或反对 (如时间压力或工作歧义);处理压力是可以接受的对他人和组织的方式。支持提供必要的保证，鼓励和协作解决问题，帮助员工制定必要的信心和动力，建立员工的自力更生。教学了解成人的学习，应用这些知识，成功地将知识传授给他人，帮助建立他们的技能。技术/专业知识取得了令人满意的水平的技术和专业技能或知识的位置有关的领域;紧跟当前事态发展和趋势的专长领域。

結果 (中文) 2:

演讲技巧给定的时间准备时有效呈现想法，个人或团体; 提供适合受众的特点和需求报告。
利润/亏损灵敏度
了解主要财务指标为Microchip的业务，采取具体行动，以提高生产率和利润和/或最小化或降低成本Microchip的。
认识/激励员工
创造的环境热情和卓越的通过交流很高的期望，对促进人与他们的工作乐观，积极的态度，并确保人们感到赞赏和重视他们的成就和努力。表彰和奖励人民的贡献和成果。确定激励员工个人的因素。应用动机原则，以日常工作的情况。
销售视觉热情推销一种组织战略; 创建通过帮助他人了解和感受时的未来愿景是实现怎么会事不同的一个未来国家的明确的说法。
战略思维
建立行动远距离课程，分析事实信息后完成一个长远目标或愿景和假设; 。考虑到资源约束和组织价值观
压力管理压力或反对下保持稳定的性能（如时间压力或工作歧义）; 的方式，是可以接受他人和组织处理压力。支持
提供了必要的保证，鼓励和协作解决问题，帮助员工制定必要的信心和动力，以建立职工自力更生，
教学
理解成人的学习方式，运用这些知识知识成功地转让给他人，并帮助建立他们的技能。
技术/专业知识已经取得的技术和专业技能或位置相关领域的知识令人满意的水平; 跟上在专业领域的发展现状和趋势。