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2006年6月,TCL集团董事长李东生写出《鹰的重生》系列,深刻反省了管理失误。或许是中间层的背离让他心冷,或许是中间层的不作为让他齿寒,受够了中间层的情绪跃然纸上。思定而动。目前,李东生一人身兼TCL集团董事长、总裁、首席执行官、TTE董事长等数职,完成了从温和的放任管理者到强权的鹰派领导者的“重生”。充分授权,用人不疑,放手给平台,这些教条曾经害苦了他。他原本没有意识到,中高层是伙伴,是责任承担者,也是障碍,是信息的阻隔者,甚至还有点荒唐。
In June 2006, Li Dongsheng, chairman of TCL Group, wrote a series of “eagles rebirth”, which profoundly reflected management mistakes. Maybe the middle of the departure from his heart, perhaps the middle of the inaction made him cold, enough of the emotion of the middle layer of paper vividly. Thinking of moving. Currently, Li Dongsheng, a man and a TCL chairman, president, chief executive officer and chairman of the board of directors of TTE, has achieved “rebirth” from a moderate laissez-faire administrator to a powerful hawkish leader. Fully authorized, employing doubts, let go to the platform, these doctrines have been suffering him. He originally did not realize that middle and high-level partners, responsibility bearers, obstacles, information blockers, and even ridiculous.