商超零售賣場百貨門店運營管理 沃爾瑪 基礎領導藝術培訓課 Lesson01-3 Basic Beliefs

1、Store of Learning第一課零售培訓店領導藝術閱讀練習Store of Learning- Confidential - TIME MMMM, yy January, 09 Training, HRPage PAGE 10 of NUMPAGES 10LEADERSHIP LESSON領導藝術課程 Three Basic Beliefs三大基本信念In 1962 Sam Walton founded the first Wal-Mart Discount City Store in Rogers, Arkansas. The Rogers store opened as a 16,

2、000 square foot store with sales the first full year of $975,000. Sam Walton established and operated the Company on a foundation of three simple yet very important beliefs. These fundamental beliefs are the basis of all policies and decisions by which the Company operates. As we continue to grow, w

3、e must instill in our new Associates a sense of our culture and our founding principles. The principles that launched the Rogers store and guide the Company to this day are simple. These beliefs have made Wal-Mart successful and they are what will keep us successful.在1962年，山姆沃爾頓在阿肯色州羅杰斯開辦了第一家沃爾瑪廉價商店

4、，開始時羅杰斯商場的營業(yè)面積有16,000平方英尺，年銷售額為975,000美元。山姆沃爾頓先生是在簡單但非常重要的三個信仰的基礎上創(chuàng)辦和運作這家公司的。這三大信仰是支持公司執(zhí)行政策和決策的基礎。在我們不斷發(fā)展的過程中，我們必須把公司的文化和基本政策灌輸給我們的新員工。這些由羅杰斯商場開始且指導公司發(fā)展到今天的政策是簡單的。這些信仰使我們?nèi)〉贸晒?，同時也是保證我們成功的原因。These three beliefs are:這三大基本信念是：Respect for the Individual 尊重個人Service to our Customers 服務顧客Strive for Excelle

5、nce 追求卓越Respect for the individual 尊重個人“Our people make the difference”, is the reason that we have been successful as a company. What it really means is that every single Associate is important and can make a difference no matter what job he/she may hold or what department that Associate may work i

6、n. It also means that when each Associate is successful in his or her duties, that Associate contributes to the success of the team as well as to the success of the entire Company. The key to “success” is our people, the way that they are treated and the way they feel about their Company. Mr. Sam on

7、ce said, “I think the realization that all of us like to be recognized and appreciated and need to feel like the role we play or what we do is important.”“我們的同事創(chuàng)造非凡”是我們公司成功的原因。這意味著我們每一位員工無論他從事什么工作或者他在什么部門工作，他們每一個人是重要的且創(chuàng)造非凡。這也意味著當員工在他/她的職責范圍內(nèi)是成功的，那么這名員工也向團隊成功做出了他的貢獻，同時向整個公司的成功做出了貢獻?！俺晒Α钡年P鍵在于我們的同事，在于公

8、司對他們的態(tài)度和他們感覺到公司對他們的態(tài)度。山姆先生曾說過：“我認為我們每一個人都喜歡被認可，被感激，同時必須喜歡我們所擔當?shù)慕巧蛐枰牢覀兯鶑氖碌墓ぷ魇呛苤匾?。Respect for the Individual is demonstrated in these ways:尊重個人表現(xiàn)在以下幾個方面：Servant Leadership公仆領導Servant Leadership is the ability to lead people in achieving group goals while taking care of their needs. A Servant Leade

9、r talks to Associates, listens to ideas, concerns, and suggestions. By serving first, you earn the right to be a leader. To be a true Servant Leader means you have tremendous respect for others.公仆領導是一種帶領團隊成員取得團隊目標同時關注個人需求的能力，一個公仆式領導應該和員工交流，聽取員工的意見、他們關注的問題和建議。你要學會做一名真正的領導，服務是第一位的。成為一名真正的公仆領導意味要非常的尊重別

10、人。Open Communications信息分享Another way we demonstrate respect for the individual at Wal-Mart is our open communications. Wal-Mart is one of the few companies that shares so much information with its Associates. We feel it is important to share information, both good and bad.在沃爾瑪，體現(xiàn)我們尊重個人的另一方式是信息分享。沃爾瑪

11、是少數(shù)幾個會與員工分享許多信息的公司之一。我們認為無論是分享好的或壞的信息都很重要。Some examples of our open communications are our General Meetings and start-up meetings. In these meetings we share sales figures, profit information, and issues in the Center, among other things. Often the information shared at these meetings is confidentia

12、l. Please treat it as such.我們的員工大會和班前會是我們信息分享政策的體現(xiàn)。在這些會議上我們分享銷售額，利潤和分銷中心的支出，以及其它事情，通常在會議上分享的信息是機密的，請認真對待。We believe that by sharing information, we are truly demonstrating respect for the individual, because it lets Associates know where they fit in and how their performance impacts the Company.我們相信

13、通過分享信息，我們真正地實踐了尊重個人，通過信息分享讓我們的員工了解到他們所適合的崗位以及他們的表現(xiàn)如何影響到公司。Open Door Policy門戶開放政策Part of open communications is our Open Door policy. We, as leaders, are always willing to listen. Our Open Door Policy gives everyone the right to speak out and voice their opinion. Every Associate has the right to spea

14、k to any level of management they choose about any issue, idea, or concern. Open Door is not just the opportunity to air complaints. Some of our best ideas come from Associates who speak out.信息分享的一個部分是門戶開放政策。我們作為管理層必須總是愿意聆聽。我們的門戶開放政策給每個人說話和表達個人觀點的權利。每一個員工都有權利和任何一個階層的管理者交流他們的意見，觀點和關心的話題。門戶開放不只是提供你一個抱

15、怨的機會，我們的許多好點子就是來自于我們員工。The Open Door Policy encourages respecting the individual by listening and respecting everyones ideas, opinions, concerns, and suggestions.門戶開放政策鼓勵我們，通過聆聽和新生每個人的意見觀點，關心的話題和建議來體現(xiàn)，尊重個人。Using the Open Door Policy does not mean that the Associate always gets their way. It does mea

16、n that all Associates have the right to voice their opinion.使用門戶開放政策并不意味著你可隨心所欲，這真正的意思是你有提出你觀點的權利。Service to Our Customers服務顧客Satisfying the needs of the customer is not enough in Wal-Mart. We must always strive to exceed the customers expectations. This means going the extra distance and giving ext

17、ra effort above and beyond the call of duty. Our goal is to provide the stores with consistent quality service at the lowest possible cost.在沃爾瑪，僅僅滿足顧客的需要是不夠的，我們必須永遠追求超出顧客期望的服務。這就意味著在我們的責任上或超出我們的職責，進行更多更多的努力。我們的目標是用盡可能低的成本向顧客提供始終如一的高質(zhì)量服務。Sundown Rule日落原則Our Sundown Rule is a standard that we take ser

18、iously. Every request for information from an Associate gets same-day servicebefore the sun goes down or their shift ends. When it is not possible to answer an Associates question, the Manager must tell the Associate of their progress and when they will have a response.日落原則是我們嚴格執(zhí)行的一個標準。對于每個員工的信息要求必須

19、在要在當天給予答復，即在日落或他們班次結束前要解決，當不可能回答員工的問題時，管理層必須告訴員工問題解決的進展情況，和告訴他們什么時候會有答復。Strive For Excellence 追求卓越“Excellence is a journey, not a destination.”“卓越是一個過程，不是結果”Excellence is the result of high expectations, expectations of our people and of ourselves. Striving for excellence means setting high goals an

20、d standards. We should expect every Associate to do his or her best everyday! We should expect the same effort from ourselves as well. It means we do everything possible to make each of our Associates as successful as possible.卓越是對我們的員工及對我們自己有很高期望的結果，追求卓越就是制定高標準和高目標。我們期望我們的員工每天都做得最好，對于我們自己更是如此，這就意味著

21、我們要幫助每一名員工盡可能的成功。Striving for Excellence is how we can achieve extraordinary results. We practice this by: 追求卓越就是我們?nèi)绾蝿?chuàng)造 非凡。我們通過以下方式做到：Continuously Improving不斷提高Grass Roots Meetings草根會議(基層會議)Expense Control and Managing our P & L 成本控制及損益管理Continuously Improving不斷提高The only thing constant at Wal-Mart

22、is change. We realize what has made us successful in the past is not necessarily going to make us successful in the future. As leaders, we must constantly look for ways of improving our systems and methods.在沃爾瑪唯一不變的就是變化。我們知道，過去使我們成功的，在未來并不一定也會使我們成功。作為管理層，我們必須不斷完善系統(tǒng)和工作方法。Grass Roots Meetings基層會議Anoth

23、er way we Strive for Excellence is through our Grass Roots Meetings. Grass Roots Meetings are held once a year in our Centers; we also have Mini Grass Roots Meetings once a month. These meetings allow Associates to discuss ideas, concerns, and suggestions for the Company and Distribution Center. It

24、is a time for Associates to bring up continuous improvement ideas.另一個追求卓越的方式就是召開基層會議?？偛棵磕觊_一次基層會議，我們每個月也會有一個小型的基層會議，這些會議允許員工討論關于公司和商場的想法，關注及建議。這是給員工提出改進意見的機會。Expense Control and Managing ourP & L成本控制及損益管理A very important way that we strive for excellence at Wal-Mart is by controlling our expenses. Th

25、is is very important to us because we are committed to offering our Customers the lowest prices. This is made possible by keeping our operating costs down. The more we control expenses, the more we are able to cut prices and stay ahead of the competition. 在沃爾瑪，一個非常重要的追求卓越的方式就是控制成本，這對于我們來說非常重要，因為我們有責

26、任給顧客提供較低的價格，這通過降低營運成本來達到，成本越低，我們就能為顧客提供更低價格的商品，成為價格的先驅。It is everyones responsibility to keep costs down. You can do this by re-using boxes, by controlling supplies, or by not damaging freight.降低成本是我們每個人的責任，你可以通過再利用紙箱，控制自用品用量，防損控耗等方式做到。THREE BASIC BELIEFS 三個基本宗旨Match the Basic Belief to the correct

27、description: 請將基本宗旨與正確有說明連線Service to our Customers服務顧客Trust people, be fair and truthful信任他人、正直、誠實Respect for the Individual尊重個人Continuous Improvement不斷提高Strive for Excellence追求卓越Sundown Rule日落原則Which of the Three Basic Beliefs supports the Open Door Policy? What is the purpose of the Open Door Pol

28、icy?在三個基本宗旨中哪一個最支持門戶開放原則的？門戶開放的目標是什么？Which of the Three Basic Beliefs supports Expense Control? Identify and list three areas where the store can reduce expenses.哪一個是最支持控制支出的？找出三個商場可以降低成本例子。Which of the Three Basic Beliefs supports the Sundown Rule? What should be done if you are unable to answer an

29、 Associates question before their shift ends?哪一個支持日落原則？如果當你無法在一個員工下班前回答他/她提出的問題，你應該怎樣做？SERVANT LEADERSHIP 公仆領導Websters Dictionary defines serve as to render assistance, be of use, help contribute to.韋伯斯特大辭典定義服務，是“給予協(xié)助，使其有用，幫助促進。”What are the qualities of a servant?一個公仆的特征是什么？“Leaders get people to w

30、illingly do things that they normally wouldnt do.”“領導就是讓人們很樂意地去做他們通常不喜歡做的事情?！盢orman SchwartzkopfLeader means a guiding or direct head. 領導就是一個率領的，直接的頭目。What are the qualities of a leader?一個領導的特征是什么？List someone you respect as a leader. What leadership qualities does this person possess that you admir

31、e?例出你所崇拜的一個領導，這個人的哪種領導魅力吸引了你？What is Your Role? 你的作用是什么？Your daily acts and decisions should support our Three Basic Beliefs. In other wordswalk your talk!每天你的日常行為和決策都是符合三個基本信念的，換句話說就是說到做到！It is not only your role to live the Three Basic Beliefs. It is also your role to teach these beliefs to your A

32、ssociates. Here are some things you can do:你的任務不僅是遵守三個基本宗旨，你還要教給其它的員工，以下有一些你可以做的事：Teach by example. This is the easiest and most effective way to teach the Three Basic Beliefs.舉例說明，這是介紹三個基本宗旨簡潔有效的方式。Recognize Associates who practice our beliefs.辯別出按照原則做到的員工Talk to Associates about our beliefs during your Coaching By Walking Around (CBWA).在CBWA上與員工談起我們的宗旨These are just a few suggestions to help you perpetuate our beliefs and ensure our success in t