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主管经理在例行的“进展总结”中,通过对比预期目标和业务现状,发现项目停滞不前,启发我迈出了从工程师到销售员的第一步。在惠普,没有任何管理原则比“目标管理”对企业成功有如此大的贡献。但目标管理知易行难,确定目标本身就是一件充满挑战的工作。一个好的目标,必须具有关联性、阶段性,并兼顾结果和过程,还需要数据采集系统、GAP检查与分析、及时激励制度的支撑。这些量化管理方法与目标管理相辅相成,可以帮助经理人在激发员工的主动性和创造性的同时,还能及时了解整个团队的工作进度,不折不扣地完成任务。从而在更大程度上促进员工的主动性,为在日常工作中提高员工领导力,提供了良性循环的基础。
In a routine “summary of progress”, the supervisor found that the project was stagnant by comparing the expected goals with the current business situation and inspired me to take the first step from engineer to salesman. At Hewlett-Packard, no governance principle is so much a contribution to business success than “goal management.” However, the target management easy to understand, to determine the goal itself is a challenging job. A good goal must be relevant, phased and take into account the results and processes, as well as the data collection system, GAP inspection and analysis, and the prompt incentive system. These quantitative management methods and goal management complement each other, can help managers in stimulating the initiative and creativity of employees at the same time, but also keep abreast of the progress of the work of the entire team, the letter to complete the task. Thus contributing to a greater degree of staff initiative and providing a virtuous circle of foundation for improving staff leadership in their daily work.