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美国诺顿公司与3M 公司是一对著名的同行冤家。40年代,两家公司规模相近、旗鼓相当。但是到了50年代,3M 公司的销售额已经是诺顿公司的2倍,70年代是6倍,80年代是8倍。时至90年代,当3M 公司频频出现在《幸福》杂志最受人尊重的公司排行榜的时候,诺顿公司却因精力萎缩而被其他公司所吞并。令人不解的是,期间,诺顿公司经营上没有出现大的失误,尤其是其组织结构和管理反映较3M 公司更为完善,更具权威。为此,有关专家对上述现象作了全面的调查,终于找出症结所在。在传统企业管理中,管理者是家长,被管理者是孩子,孩子当然要听家
United States Norton Company and 3M Company are two well-known peers. In the 1940s, the two companies were similar in size and matched. However, by the 1950s, 3M’s sales had been double that of Norton, 6 times in the 1970s and 8 times in the 1980s. From the 90’s to the 90’s, when 3M appeared on the most respected company list of Happiness Magazine, Norton Company was swallowed up by other companies because of the shrinking spirit. What is puzzling is that, during the period, Norton did not make major mistakes in its operations. In particular, its organizational structure and management response were more complete and authoritative than 3M. To this end, relevant experts have conducted a comprehensive investigation of the above-mentioned phenomena and finally found the crux of the problem. In traditional enterprise management, the manager is the parent, the supervised is the child, and the child must of course listen to the family.