论文部分内容阅读
当公司发展到几千人时,而且是跨行业发展时,企业的掌舵人该干什么?不该干什么?曾经缔造了同一个领导团队两获美国质量管理领域最高奖项奇迹的斯帕恩博士曾经用“船长与船”的比喻精辟的阐述了这个问题:“在一艘船上,船长往往什么也不干,也不需要他做什么。这是因为船上每个角落、每个岗位上的人都有自己的职责,都知道自己该干什么。管理就是一系列的过程,以保持人们和技术能顺利运转。而领导力则是能创造或调整组织,使组织改变的一切过程。当船驶到陌生水域时,船长要确定如何改变航向。他要根据环境做出积极的、好的改变。这就是船长要做的。”对此,高德康特别认同,当公司决定实施多元化发展时,面对如何成功在跨行业的多元化产业链上翩翩起舞,事必躬亲已经是不可能的事情了。那就需要船上的船员担当得起各自的职责,而对于一个企业而言,就是你的员工能否在各自的岗位上尽职尽责。一个人再能干也不可能做完100个人的工作,但如果你教会100个人的工作方法,那他们的工作效率就会翻100倍,体现的社会价值也会得到100倍的增长。在这一点上,德意无疑是明智的,早在企业只有200人时,高德康就已经在谋划未来千人公司的管理问题了,事实证明他的超前谋略是正确的。
When the company grows to several thousand people, but also cross-sectoral development, the company’s helm what to do? Should not do what? Have created the same leadership team won two of the highest award in the field of quality management, Dr. Span once used The metaphor of “Captain and Boat” illuminates this question: “On a ship, the captain often does nothing and does not need him to do anything, because everyone in every corner of the boat has Their own responsibility, know what they are doing.Management is a series of processes to keep people and technology working smoothly, while leadership is to create or adjust the organization, so that the organizational change of all the process.When the boat drove to unfamiliar waters , The captain wants to determine how to change course and he is going to make a positive, good change depending on the circumstances, which is what the captain needs to do. ”In this regard, Goldfield specifically recognizes how successful the company was when it decided to diversify In the cross-industry diversification of the industrial chain, dancing, hands-on pro is impossible. That would require crew members on board to take on their respective responsibilities, and for a business, whether or not your employees are due to work in their respective roles. It is impossible for a person to work 100 people, but if you teach 100 people how to work, they work 100 times more efficiently and 100 times more socially. At this point, Germany and Italy are undoubtedly wise. As early as the time when there were only 200 enterprises, Goldcroft was already planning the management of the company in the future. Facts have proved that his advanced strategy is correct.