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美国一家企业管理谘询公司麦金赛公司的两个负责人托马斯·彼得斯和罗伯特·瓦特曼,为了要证明美国的企业管理并不亚于日本或任何其他国家,对四十三家经营得最成功的美国公司进行了实地调查,其中既包括象约翰逊和约翰逊公司,普罗克特和甘布尔公司那样专门从事消费品生产的公司,也包括象国际商用机器公司、休勒特—派克德公司那样的高级技术公司,也有象三角洲航空公司、麦克唐纳快餐公司那样的服务业公司。他们得出的结论归纳为企业经营管理的八项基本原则,写在这本名叫《追求优异成绩》的书中。本书在一九八二年出版以后,连续两年在《纽约时报书评周刊》等美国报刊的畅销书目中名居首位。这八项基本原则是:说干就干(?)(?)与其没完没了的分析或等待委员会的研究报告,不如行动起来,先干些什么。二、密切联系用户(?)(?)了解用户的爱好,满足他们的需要。三、发扬自主权和创业精神(?)(?)把大公司分成小公司,鼓励它们独立思考,进行竞争。四、通过人来提高生产率(?)(?)使所有职工都意识到企业的成功需要他们作出最大努力,成功了也有他们的利益。五、要抓业务,要以价值观为动力(?)(?)行政领导人员必须熟悉公司的基本业务。六、专心本行(?)(?)不要脱离本公司最在行的业务。七、简化组织、精简人员(?)(?)减少层次,减少上层人员。八、同时又松又紧的特性(?)(?)造成一种既致力于公司的中心价值观又容忍凡能接受这些价值的职工的气氛。
Thomas Peters and Robert Wattman, two heads of McKinsey & Company, a U.S. corporate management consultancy company, are trying to prove that U.S. corporate management is not inferior to Japan or any other country. The most successful U.S. companies conducted field surveys that included companies specializing in the production of consumer goods, such as Johnson & Johnson and Proctor and Gamble, as well as companies like International Business Machines and Shelter-Peckard. The senior technology companies also have service companies like Delta Airlines and McDonald’s. Their conclusions are summed up in the eight basic principles of business management and are written in the book entitled “Pursuit of Outstanding Achievements.” After the publication of this book in 1982, it ranked first in the best-selling books of the New York Times Book Review Weekly and other US newspapers and magazines for two consecutive years. The eight basic principles are: to say what you want to do (?) with its endless analysis or to wait for the committee’s research report, it is better to act and do something first. Second, close contact with the user (?) (?) Understand the user’s preferences and meet their needs. Third, promote autonomy and entrepreneurship (?) (?) Divide large companies into smaller ones and encourage them to think independently and compete. Fourth, through people to improve productivity (?) (?) To make all employees aware of the success of the company requires them to make their best efforts, but also their success. Fifth, we must focus on business, we must be driven by values (?) (?) Administrative leaders must be familiar with the company’s basic business. 6. Concentrate on the Bank’s (?)(?) Do not deviate from the company’s most popular business. Seventh, simplify organization, streamline personnel (?) (?) Reduce the level, reduce the upper staff. 8. At the same time, the loose and tight nature (?) (?) creates a climate that is both committed to the company’s central values and tolerates all those who can accept them.