新擢升的经理通常在自己原先的岗位上都干得很出色,其本身行事就有相当大的独立性和自主权。有了新的职位和头衔之后,他们以为会享受更大的权力。
Well, surprise! Most new managers report they are shocked by how constrained they feel.
结果却出人意表。大多数新任经理报告说,他们对自己受到的限制震惊不已。
'They are enmeshed in a web of relationships,' writes Ms. Hill in a 2007 Harvard Business article called 'Becoming the Boss.' 'Not only with subordinates, but also with bosses, peers, and others inside and outside the organization, all of whom make relentless and often conflicting demands on them. The resulting daily routine is pressured, hectic and fragmented.'
希尔在2007年《哈佛商业评论》(Harvard Business)上发表题为《如何当老板》(Becoming the Boss)的文章,文中说,新任经理陷入了一个关系网,不光是跟下属的关系,还有跟老板、同级,以及公司内外的其他人的关系,这些人都会对新任经理提出严酷的要求,有时还会互相矛盾。结果造成日常工作压力很大、十分忙乱,而且没有章法。
She quotes one new leader saying: 'Becoming a manager is not about becoming a boss. It's about becoming a hostage.'
她引用了一位新任经理的说法:成为经理跟当老板不一样,当经理就好像成了人质。
【经理新官上任易犯错误(上)】相关文章:
最新
2020-03-26
2020-03-26
2020-03-26
2020-03-06
2020-03-06
2020-03-06