T型管理人员的定义相当混乱。2001年,莫腾·汉森(Morten Hansen)和博尔科·冯厄廷格(Bolko von Oetinger)用这个词来描述那些“通过打破传统的公司等级,在组织中自由地分享知识来展开合作的高管。但从巴克莱、通用电气和新加坡政府设定的目标来看,如今该个词指的是具有广泛能力的领导者。
The definition of a T-shaped manager has also become rather confused. Morten Hansen and Bolko von Oetinger used the term in 2001 to describe executives who collaborated by “breaking out of the traditional corporate hierarchy to share knowledge freely across the organisation. But as the goals set out by Barclays, GE and the Singapore government suggest, the term now defines leaders with a wide range of capabilities.
汉森教授告诉我,他建议企业不要想当然地认为高管必须样样精通:“你必须得有一个特别精通的领域,能够拿上台面——否则就只是一个协调人了,但同时你对其他技术领域也必须足够了解,这样才能与别人协作。
Prof Hansen tells me he counsels companies not to assume executives have to be good at everything: “You have to have an area of expertise and bring that to the table – otherwise you are just a facilitator – but at the same time you need to know enough about other skill areas so you can collaborate with others.
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