管理与决策8变革管理Management and decision making 8change management.docx
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管理与决策8变革管理Management and decision making 8change management.docx
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管理与决策8变革管理Managementanddecisionmaking8changemanagement
管理与决策(8)--变革管理(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,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
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