克罗克是美国400名大企业家之一,他不喜欢整天坐在办公室里,大部分时间都用在“走动管理”上,即到所属各公司、各部门走走、看看、听听、问问。麦克唐纳公司曾有一段时间面临严重亏损的危机,克罗克发现其中一个重要原因是,公司各职能部门的经理官僚主义突出,习惯躺在舒适的椅背上指手划脚,把许多宝贵的时间耗费在抽烟和闲聊上。于是克罗克想出一个“奇招”,要求将所有经理的椅子靠背都锯掉,并立即执行,经理们只得照办。开始很多人骂克罗克是个疯子,不久大家悟出了他的一番“苦心”,纷纷走出办公室,深入基层,开展“走动管理”,及时了解情况,现场解决问题,终于使公司扭亏转盈,有力地促进了公司的生存和发展。 Crocker is one of the 400 largest entrepreneurs in the United States. He does not like to sit in the office all day long and spends most of his time on “walking management”, that is, walking to, seeing, and listening to the companies and departments he belongs to. Listen, ask. McDonald’s company had faced a crisis of serious losses for a while. Crocker found that one of the important reasons was that the managers of the company’s functional departments were prominent in bureaucracy, and used to lying on comfortable chairs to gesticulate and put a lot of precious The time spent smoking and chatting. Crooke then came up with a “strange move” that required the backs of all managers’ chairs to be sawn off and executed immediately. The managers had to follow suit. At first, many people clamored for Krooke to be a madman. Soon everyone realized his “bitter thoughts” and went out of the office one after another, went deep into the grassroots, carried out “walking management”, kept abreast of the situation, solved problems on the spot, and finally turned the company into a profitable turnaround. It has effectively promoted the company’s survival and development.