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现如今,在班组中的管理方式常常是“绝对集中管理”。也就是说,班组是执行层,只有规定动作,没有自选动作。但现实却是,决策层和管理层的意图是相对稳定的、静态的,而基层班组面对的人、机、料、法、环等各环节是绝对变化的、动态的。只有基层执行者“见机行事”的创造性工作才能在变化的、动态的情境中实现决策层和管理层所制定的稳定的、静态的目标。从这个意义上讲,只有给基层班组充分的自主权,才能激发他们强大的战斗力。那么如何才能保证从各班组的“有限行为里有规律地涌现”出企业的整体需求呢?
Nowadays, the management method in the team is often “absolutely centralized management ”. In other words, the team is the executive floor, only the provisions of the action, there is no optional action. However, the reality is that the intention of decision-making and management is relatively stable and static. However, the links between people, machines, materials, laws and circles faced by grassroots team are absolutely dynamic and changeable. Only the creative work of grassroots executives, “acting on the desk,” can achieve the stable and static goals set by decision-makers and management in a dynamic and dynamic environment. In this sense, only by giving the grass-roots units full autonomy can they be able to arouse their great combat effectiveness. So how can we ensure that all the team’s “limited behavior in the regular emergence ” out of the overall business needs it?