There are two extremes of corporate culture: the hard-driving, aggressive category; and the warm, open-hearted type. But which is more successful at motivating a team, and delivering outstanding financial results?
企业文化有两个极端类型:一种是冲劲十足、积极好斗的,另一种是温和、友善的。哪一种更能激励团队、实现优异的财务业绩呢?
An example of the “agreeable” philosophy of management is described in Peter Mead’s autobiographical book, When In Doubt Be Nice. He was a co-founder of the highly regarded advertising agency Abbot Mead Vickers, now AMV BBDO. A slightly daunting 380-plus pages, the book has plenty of cosy, sensible advice, such as treating staff well (“be a father to your workforce”), always do your best, focus on quality not price and so forth. They are wise words, but I’m not sure these beliefs would all pay off in some cut-throat markets. His view is that if you do good work and look after your people, profits are sure to follow. In their heyday ad agencies could afford, for instance, to give all the staff the afternoon off before public holidays. Sadly, lots of industries are intensely overcrowded and offer miserable margins, with little time or money for kind words and sympathetic employment policies.
彼得•米德(Peter Mead)的自传《要友善》(When In Doubt Be Nice),描述了一个“讨人喜欢的”管理理念的例子。米德曾是一家极受尊崇的广告公司Abbot Mead Vickers(即现在的AMV BBDO)的联合创始人。他的这本自传有380多页(长得有点吓人),该书给出了很多温馨、明智的建议,譬如善待员工(“爱兵如子”)、总是全力以赴、注重质量而非价格等等——都是些充满智慧的言语,但我不确定这些信念在一些竞争激烈的市场是否都能有所回报。米德的观点是,如果你做好工作、照顾好你的员工,利润自然会随之而来。例如,在广告公司的全盛时期,它们有能力在公共假期的前一天下午就让全体员工放假。遗憾的是,很多行业现在都极度拥挤、利润率低得可怜,在时间或金钱上没有余力来践行这些友善之言和讨人喜欢的用工政策。
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