管理與決策(8)-變革管理(Managementanddecisionmaking(8)-changemanagement)

管理與決策(8)--改革管理（Managementanddecisionmaking(8)-changemanagement）Managementanddecisioneleventh.1,thecompanycannotprovideguaranteetothecustomeronlyoccupation.Inotherwords,isnotsuccessfulinthemarket,itisunemployment.2,inordertomakefeweremployeestobeexpandingbusiness,weshoulddesigntheneworganization,thejurisdictionofeachchargeexpandedfromthepreviousaverageeverycompetentjurisdictionsixincreasedtotwelveabove.Thepurposeistomakeemployeesmoreauthorizationandremovalofunnecessarywork.3,goodleadersfollowthe"change"inthephilosophythatmustchangebefore,heappearedonsignsofproblemsbefore,tooktheleadtopotentialproblemsontheoffensive.4,decentralizationis-minimalsupervision,atleastthedecisiondelay,themostflexiblecompetition,itcanmaketheservicetoourcustomersandtheprofitofthecompanyincreasedtothehighestpoint.5,thebureaucraticsystemontheonehand,alotofuselessenergyconsumptiondataofseniorexecutives,ontheotherhand,slaveryexecutivestocollectdatatointermediate.ThecompanysaidtheSenatehasbeenunabletograspthefactthatemergesisanillusion.ThereportintoYingChivolume.Seniorexecutivescanonlybrieflyjump,butmustrelyonthestafftoprovide"insiderinformation".6,everycompanyhastheirown(Welchtoreformthefamousgeneralelectriccurrentpresident),andmayevenhaveseveralWelch,ifthereisnostrongreformersmadehimintoahigherlevelofmanagement,theenterprisemustbeblockedtheroadofreformofpolitics.Ifyoulookforit,willbeabletofindandmeetthechallengesofthetwenty-firstCenturytalentsneededfortheirownenterprises.7,goodleadersalwaysattempttoavoidthe"boilingfrogsyndrome".Histheoryisthatifyouputafrogincoldwaterinthepotisheatedgradually,thefrogwillnotstruggle,untildeath.Onthecontrary,ifyouwillbethrownintotheboilingwaterinthefrog,itimmediatelyjumpedoutandescapedfromdeath.Thisisthenatureofman,muddlealong.Ifleftthings,peoplewillignorethewarningofdanger,anddespisetheleastpainfulchange,opportunity.Theobviouscompetitiveadvantage:thebestwaytoavoidfiercecompetitionistoprovideunparalleledvalue.9,admitmistakescanreducelosses.Apersonisnotpossibleatthesametimerefusedtoacknowledgetherealityanddestiny.Heiswillingtoadmittheirmistakes,sohehasachancetotakethenecessaryactiontosavetheenterprise.10,theultimategoalofthereform,isthehopethatallemployeesdonothavetowaitforthecommandtoautomaticallytakethebenefitofthecompany'sdecisionwillbe.Thismeansthatemployeeshavetofacetherealityandtakeresponsibility,itisverydifficulttoachieve,especiallyforlargeorganizations.11,towinthetrustandaffectionfortheleaders.12,somepeoplehavenopower.Theirfunctionistotransmitinformation,sotheyplaytheroleoffilter.Theyarejustthemiddleman,thereisnowaytoreallyknowanyfirst-handinformation.Whenaskedaquestion,theyonemustknowthedetailsofthepeopleasktheactualbusinesspeople.Peoplethinkthatthelevelisremovedinordertosavecosts,infact,isfortheconvenienceofmanagement.Somepeoplehavedoneastudy,displaysegmentcansavealotofcostremoved,butthisisonlyasmallpartoftheactualvalue.Ithasnotimprovedcalculationofleadershipqualities,isnowabletomakeorhowtoquicklyclosetothemarket.Theremovallevelcanacceleratethecommunication,itwillcontrolthepowerandresponsibilitytotheenterprise.Theeliminationlevelcanincreasethereactionspeedoftheleadershipoftheorganization.13,weworkedagainsttheblindobedience,wehopepeople

haveexpressedtheiroppositiontotheconfidence,thenthefactsonthetable,andrespectdifferentopinions.Thisisourpreferredlearningmode,wealsobalancejudgmentway.Wepayattentiontothewayoftrainingparticipation,involvement

andpersuasion.Theopendebatestyle14,constructiveconflictcanmakealackofconfidenceorinterpersonalskillsofpoorpeopleimmediatelyrevealed.Thereisnoplacetohide,abattlesituationisnotpossible.In15,GeneralElectric(GE)inamemorycomposedofdifferentregionsordepartmentsoftheseniorleadersoftheorganization-CEC,oneofitsmainfunctionsasthenervecenteroftheGE,makesurethatsomegoodideascanbetransmittedatthespeedoflightintheinternalcommunicationofthewholecompany,knownasthe"bestpracticesforGE".Tosomeextent,theCECmeetingisveryexciting,challenging,interestingandhelpful.Afterthemembersplayingenoughair,backtostimulatetheirownenterprisesinthepeople,tomakenewachievements.Intwenty-firstCentury16,themosteffectivecompetitors,istolearnhowtousethesharedvaluedrivenemployeesemotionalpowerorganization.Intheeraofspeed,qualityandproductivityismoreandmoreimportant,companiesneedtohaveaspontaneousemployee,theycanbethebestideaandtheemployershare.Thisrequiresemotionalinvestment.Youcannotuseforcestress,alsocannotusethemoneytobuy,nomatterhowmuchmoneyyoupay,youmustuseotherpeopletobelievethatthevalues,andconstantlypracticetowinemployeeemotionalinvestment.Donotshareinformationbetween17executives,traditionally.Informationispower,sotheyclingto.Theythinktheirjobistocontrol.Idon'tthinkitisawasteofenergyproduction.Giveeveryonethesameinformation,notonlywillacceleratethedecision-makingprocess,butalsoimprovethequalityofdecisionmaking.Theinformationitselfhaschangedeveryone'sideas,theynotonlyfocusontheirownunderthejurisdictionofthecorner,butinsteadfromtheleadersofthesameperspectivetheentireoperationofthecompany,naturallymakebetterjudgment.Shareinformationcanalsohelptocreateaconsensus:ifyouhaveagroupofsmartpeopletogether,thengivethemthesamefacts,theywillcomeupwiththesameanswer,maynotbethecaseinotherareas,butinthebusinessfield,thenumberofprocesses,theyareveryspecific,simple,ifwehavethesameinformation,theconclusionsareroughlythesame.In18,theotherendofthephone,aslongasyouprovidethenecessaryservices,noonecareswhereyouare.19,intheglobalcompetition,intermsofpriceandmatchthelightisnotenough.Youmustenterthecompetitivemarket,therearetworeasons:first,itistomakeyourmaximumprofitopportunities;second,attackcompetitorswillweakentheircompetitivenessinthedomesticmarket.In90s,globalizationisbehoove.Thesuccessoftheenterprisethereisonlyonerule:theinternationalmarketshare.Successwithinacountry,isnotenoughtoensurethatenterprisescansurvive.Thewinningcompanywhocangraspthefateofthecompany,thankstothedevelopmentoftheglobalmarkettowin.Globalizationneednotknoweachother,donotthinkthereiscommon,sometimesevendon'ttrusteachothertoplayTherewasnoparallelinhistory.teamspirit.20,thewinnermustreachthefirstflowinfourareasonthelevel:Productsandservices,toprovidedesignandtechnologyoftheworld'sbestintheworld'sbestprice.Tomaketheworldoforganization,procurement,manufacturing,distributionandmarketingnetworkintegration.Indifferentareastomeettheneedsofthemarket,toachieveeconomiesofscaleinthemostsuitable.Theprocessoflearningandcommunicationsystem,toenableanorganizationtoquicklyadoptnewtechnology.Humanresources:,developeda"globalmind"oftheworld'shead.Abletounderstandandrespectotherpeople'snationalorethnicdifferences,abletoadapttotheworld.IntheLeague:thinkofwaysandcanhelpyouquicklyresolveothertradebarriersorotherobstaclesofcooperationandcompetitionjointlyeven.21,theworld'smostproductivecompanieshavesomefeaturesincommon:Theirmanagementistheprocess,ratherthanmanagingpeople.Theyarenottrackinghowmany,butfocusonhowtoproduce.Theyuse,markimageandthereferencepointshowstheimprovementopportunities(markisallstepsspecifictothejobrecordedonebyone,nomatterhowsmall.Referencepointistocomparethemselvesandtargetstandards,suchascompetitorperformance).Theystressed,continuousimprovement,andappreciatesthemodestimprovement.They,tocustomersatisfactionasaperformancemeasure.Toovercomethetendencytosacrificecustomerstoachieveinternaltargets.They,byconstantlyintroducingnewproductsofhighqualityanddesignforefficientproductiontoimproveproductivity.Theysee,suppliersaspartners.22,whenanytypeofmorethan1/5partsbelongtothespecialparts,aslongasthereare5%partsofthehighpriceisenoughtoposeaseriousthreattothecostofinventory.Theyfoundthataslongasthecheaperpartstomaintainsufficientinventory,andtheninotherpartsandsupplierstocooperatefullywiththeimplementationofthe"timelydelivery(just-in-time)planstoquicklyaddotherparts,canacceleratethespeedandreducethecostofmanufacturing.Thebiggestsavingsiscontrolledbythefactoryunloadingareabetweenthepartstotheassemblyareaorder.23,ifyouchangeyourmind,youwillaccomplishnothing.Theonlywaytochangeideas,isconsistent.Afteryouhaveanidea,youcontinuetorefineandimproveit.Defineyourconceptofthemoresimple,thebettertheeffectofit.Youwillbeabletocommunicatecommunicateconstantly.Aconsistent,simpleandrepetitive,sosimple.24,decidedtodowhat,thentoproceedimmediately.Nomorethanathousandmilliontochangesomethingworse.25,needtorelyonlarge-scalecooperation,thecooperationhasbecomethemainfeaturesoftheorganization'ssuccess.Withtheappropriatepersonnelandclearobjectives,thecomplexinformationnetworkbetweenemployees,canachievemorethananytraditionalorganizationstiffthing,resultingintangiblecompetitiveadvantage.Noteveryonecanadapttothistypeofwork.Thebasicconditions,is"mind,mindandcourage".The"mind"referstotheprofessionalknowledgeandtechnicalabilityandcleverness;"courage"isanotherexpressionofconfidence,isthemostimportantpersonalqualities;asforthe"heart",isthehumanunderstandingandwillingtosharewiththepeopleofmixedandconsiderate,andabilitytoselfreflection.Notmanyexecutivesalsohavethesethreequalities.Mindisnotdifficulttofind,buttheenterprisewillnetwiththe"heart"ofthepeople,itneedslessthan.Asforthe"courage"-manybravepeopleseemtohavenocourage,infact,reallyconfidentpeoplearesurprisinglylittle.26,theworldischangingtoofast.So,thecompanyhowtodo?Firstofall,shouldbewidelybutclear,determineitsprospectanddestiny;secondly,tomaketheirproductivitymaximization;finally,mustmaintainmaximumflexibilityintheorganizationandculture,inordertocopewiththereformgreatly.27,inthefieldofenterprise,mostinneedofthreethingsisameasureofthedegreeofsatisfaction,customer,employeesatisfactionandcashincome.Ifyoucanincreasethedegreeofcu