管理与决策8变革管理Management and decision making 8change managementWord格式文档下载.docx

管理与决策8变革管理Management and decision making 8change managementWord格式文档下载.docx

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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,wehopepeoplehaveexpressedtheiroppositiontotheconfidence,thenthefactsonthetable,andrespectdifferentopinions.Thisisourpreferredlearningmode,wealsobalancejudgmentway.Wepayattentiontothewayoftrainingparticipation,involvementandpersuasion.

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.Nomorethanathousandmil