被委任的领导者也需要更加低调。格里尔教授还建议领导者必须表现得像动物园中的河马,能够一直潜在水下,只露出双眼关注团队,只有在需要行使全部职权时才现身。
The fixed org chart is already losing potency. Applications such as Asana or Slack could accelerate its decline by nudging groups to reform around the experts on any task, though Silicon Valley is yet to fulfil its promise that technology will re-plumb the corporate system.
一成不变的组织结构图已逐渐丧失效力。Asana、Slack之类的应用程序可能会加速它的衰落,这些应用会推动企业变革,在每一项任务中将相关专业人手作为核心,即便硅谷还未兑现其让技术重新探索企业制度的愿景。
Meanwhile, even those HR executives who favour organigrams point out that younger staff could not care less about the hidebound hierarchy they represent. They will happily take ideas to a senior partner or divisional director, bypassing old-fashioned channels, says one. It is a reminder that the chart, love it or hate it, is not the main impediment to change; the people in it often are.
与此同时,即使那些认同组织结构图的HR主管们也指出,年轻职员们也许并不怎么在乎那种僵化的等级关系。一位HR说,现在的年轻人很乐意越过那些过时的渠道,向高级合伙人或者部门主管献计献策。这提醒我们,不管我们喜欢与否,变革的主要障碍已不再是组织结构图;而往往是其中的人们。
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