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前段时间有个刚升任某集团北京分公司总经理(此前是副总)的好友F来电话求助,说公司有个销售总监让她非常头疼:屡屡挑战公司的管理制度,可由于他是业务高手,公司近一半儿的业绩由他个人贡献,而且北京分公司董事长(此前兼任北京分公司总经理,为F的前任和直接上级)对他比较宽容,基本上都是“大事化小,小事化了”。所以,F接手之后觉得很难管理,故问计于笔者。笔者让她讲了其上级此前是怎么处理这个销售总监
Some time ago a group has just promoted to Beijing branch general manager (previously vice president) friend F to call for help, said the company has a sales director to make her a very headache: repeatedly challenge the company’s management system, but because he is a business expert , Nearly half of the company’s performance by his personal contribution, and the chairman of the Beijing branch (previously part-time general manager of Beijing Branch, F’s predecessor and immediate superior) to him more lenient, basically “big things, Small things. ” So, after taking over F feel very difficult to manage, so asked to count in the author. I let her talk about its superiors had been how to deal with the sales director