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中层管理人员是能够承担起责任的一个队伍,企业高层只是把握方向的一个领航者,真正去操作实施还要依靠中层管理人士。在企业的三角形人才结构中,他们起着承上启下的作用,高层领导者的决策需要他们去操作运行,普通职员的心态和工作需要他们去管理。因此,一旦中层管理人士在执行中出现了问题,直接影响整个企业的运行。让不够格的人担当重要职位,确实是一种非常危险、后果非常严重,但是又极为普遍的现象。麦肯锡公司的一项调查表明:有的公司能保持持续发展和变革,取得更高业绩,关键的因素不在于高级管理者,而在于一批具有改革才能的中层管理者和专业人才。可见,中层管理人员在企业中起中流砥柱的作用。因此,如何甄选合适的中层管理人员,是每个企业都十分关心的问题。
Middle management is able to assume responsibility for a team, corporate executives just grasp the direction of a pilot, the real operation to operate also rely on middle managers. In the corporate structure of the triangle talent, they play a role in linking up and up, the decision-making of top leaders need them to operate, the mentality and work of ordinary staff need them to manage. Therefore, once the middle managers have problems in their implementation, they will directly affect the operation of the entire enterprise. It is indeed a very dangerous and very serious consequence, but extremely common, for those who do not qualify to take important positions. A McKinsey company survey shows that: Some companies can maintain sustained development and change, achieve higher performance, the key factor is not the top managers, but rather a group of middle-level managers and professionals with the reform ability. Visible, middle managers play a major role in the enterprise. Therefore, how to select the right middle managers is a problem that every enterprise is very concerned about.