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干預式管理為何失效?

莫拉?法倫 2012年10月24日

莫拉·法倫,財富中文網專欄作家,曾經擔任聯信及霍尼韋爾亞太分公司學習發展部主管;她在“軟技巧”領域的真知灼見引人入勝。“日”和“月”,兩者互為對立。一個熱烈似火,一個冷清如水。在漢字里,又恰好組成了一個“明”字。公司和人的問題亦是如此:對立起來,兩者都有缺憾;唯有相輔相成,才能陰陽調和。點擊查看莫拉的過往作品。
在西方,直接的干預式管理效果顯著,而在東方,為什么人們更偏愛“留面子”的婉轉管理方式?高效的領導者需要了解這其中的東西方文化差異。

????西方的人才發展和管理方式往往在我們這里失去了作用。在中日韓等地區,有很多地方都需要相應作出調整才能更好適應當地的文化實踐和企業行為。我在這里簡要列出了一些值得深思的、有普遍意義的問題。此外,還需要仔細觀察一個國家特有的行為模式。在這方面,每個國家不一樣,每個人也不一樣。

????? 宗教 — 在亞洲不同的國家和地區,精神信仰對當地人為人處世的方式影響重大。

?????(思維方式)改變的速度 – 在亞洲一些地區似乎更慢一些。(新觀念)往往需要更多的時間才能贏得人們的一致認同。

????? 家庭觀念 – 家庭是最基本的社會單位。在這方面,大家庭、家族、語言或方言群體都很重要。高效的職業經理人往往會了解團隊成員的個人生活,幫助每個人在家庭生活中同樣取得成功。

????? 學習方式 – 人們更多是靠死記硬背,缺少“創造性學習”的引導。原因是在中國、日本和韓國,人們在學習如何讀書寫字的同時也被灌輸了一個這樣的理念:先學好、學精,再談創造。

????? 商業、經濟和政治環境 – 亞洲各國家和地區之間差異極大:每個國家有不同特點,即使同一國家不同區域之間也有差別。

????價值觀:

????? 集體觀 – 集體往往比個人更重要。個人需要服從集體,因此變革的潛力也蘊藏于集體之中。

????? 社會層級制度 – 上級和年長者都會受到尊重。這些人的面子問題就是集體的面子問題。一方面,上級應該關心下級;而同時,下級遵照上級的意見行事是天經地義的。所以,職業經理人會發現很難向下“放權”,很難讓下屬按照他們自己的方式去行事。在我們這里,職位是一個更為重要的符號。

????? 關系導向 –構建自己的關系網并通過關系網實現目標。比如,人們會建立自己的圈子(工作小組、工廠、校友會)并強化歸屬感,激發人們做事的動力。新入職或初次引薦時就需要為每個人在圈子中定好位,從而建立一種可信賴關系,為將來的成功打下基礎。

????? 一致與和諧 – 很重要的一點是要讓每個人都貢獻想法、理解相互的觀點,最終還要遵照主導性意見來統一行動。

????? 面子 – 給人面子,也要給自己留面子。除了簡單地說“不”,還要想想其他更婉轉的方式。避免讓一個犯了錯誤的人,還不得不在其他人面前顯得愚蠢。

????無論是在留人方面,還是在員工的職業學習和發展方面,在別處有效的干預式管理要想繼續發揮效力,都需要考慮當地國家這些各不相同的價值觀。

????Western management and people-development practices often don’t work well in Asia. There are a number of areas to modify to fit better with local cultural practices and behavior when working in East Asia. I’ve outlined some generic areas for consideration. It’s also important to look at country-specific norms. Each country is different and each individual is also different.

????? Religion — Spiritual beliefs are central to the ways of doing things in many parts of Asia.

????? Pace of change – Slower in Asia. More time is needed to get people aligned.

????? Family – The family unit is the primary unit. The extended family, the clan, the language or dialect group are all important. Effective managers know about the personal lives of their team members and help each person to be successful in family life.

????? Learning style – More rote learning than ‘creative learning.’ In China, Japan and Korea, learning how to read and write characters inculcated a mastery of technical aspects prior to creativity.

????? Business, economic and political environment – Extremely varied in Asia. Each country is different and often localities are also different.

????Values:

????? Collective – the group is more important than the individual. People norm to the group. Transformative potential is in the group.

????? Hierarchy – Seniors and elders are respected and their face is the face of the group. Seniors are expected to take care of juniors. Juniors norm to the views of seniors. Managers find it harder to ‘empower’ people and tend to want things to be done their way. Titles are important symbols and give people face.

????? Relationship orientation – People form relationships and through them accomplish tasks. Establishing group networks and reinforcing a sense of belonging to groups (the workgroup, a factory, alumni groups) motivates people. Position people when they are new to roles or are being introduced. Building trusting relationships is the foundation for success.

????? Consensus and harmony – it’s important for everyone to give input, understand and then norm to the prevailing view.

????? Face – give and maintain face. Find alternatives so that people can decline without saying ‘no.’ Don’t put anybody in a position where they might be in the wrong or look foolish in front of others.

????Interventions that work, from projects to retention practices to learning and development initiatives, tend to take Asian values into account.

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