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經(jīng)濟(jì)亂世方顯商界英雄本色
 作者: Shelley DuBois    時間: 2011年08月16日    來源: 財(cái)富中文網(wǎng)
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經(jīng)濟(jì)不振,時局艱難,CEO們需要果斷應(yīng)對,但大規(guī)模裁員或者盲目樂觀都可能加劇公司的困境。
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????星巴克(Starbucks)CEO霍華德?舒爾茨對自己的頸部手術(shù)恢復(fù)情況非常樂觀。在上周一寫給員工的信中,他對員工的支持表示了感謝,并讓他們放心,自己很快就能痊愈。緊接著,舒爾茨用相似的語氣描述了星巴克所面臨的類似困境:最近的經(jīng)濟(jì)動蕩使公司面臨一次真正的威脅,但尚可控制——公司上下需要齊心協(xié)力,全力應(yīng)對。相信我們最終能夠取得勝利。

????這封信展示了公司CEO在面臨經(jīng)濟(jì)困境時,試圖表現(xiàn)出自己控制局面的能力。而隨著上周五標(biāo)準(zhǔn)普爾(Standard & Poor's)調(diào)低了美國的信貸評級,美國的經(jīng)濟(jì)情況更加令人擔(dān)憂。自從新的評級結(jié)果公布之后,美國股票市場始終處于大起大落的狀態(tài),甚至在上周四出現(xiàn)了大幅跳水;而投資者正絞盡腦汁,想弄明白目前糟糕的國內(nèi)外經(jīng)濟(jì)形勢究竟會如何演變。

????目前的時局,像舒爾茨這樣的CEO們必然會成為人們關(guān)注的焦點(diǎn)。達(dá)特茅斯大學(xué)塔克商學(xué)院(Dartmouth's Tuck Executive Education school)的管理學(xué)教授悉尼?芬克斯坦稱,與其他時期相比,在經(jīng)濟(jì)形勢不明朗的時候,他們的決定更加舉足輕重。

????但當(dāng)前的經(jīng)濟(jì)困境不僅僅是對CEO們勇氣的考驗(yàn)。尤其是對于大公司來說,掌門人們的決策甚至?xí)绊懻麄€國家的經(jīng)濟(jì)。

????西北大學(xué)凱洛格管理學(xué)院(Northwestern's Kellogg School of Management)倫理學(xué)與管理學(xué)教授亞當(dāng)?加林斯基稱,在困難時期,大公司的領(lǐng)導(dǎo)者與普通人一樣,也會變得保守,并努力削減開支。“我們都在期待別人率先做出決策,以供我們效仿。如果我是一家公司,而我的競爭對手正在裁員,我也會開始裁員。”

????裁員現(xiàn)象在最新一輪的經(jīng)濟(jì)衰退中非常普遍,目前,有一些公司,尤其是在銀行業(yè),又開始重施故技。就在上周,匯豐銀行(HSBC)裁掉了大約30,000名員工,占全球員工總數(shù)的十分之一。

????有時候,CEO之所以做出裁員決定也是迫于無奈,因?yàn)樗麄冃枰焖僮龀鲋卮笞兏铮蟛糠植脝T行動都過于猛烈。

????弗吉尼亞大學(xué)達(dá)登商學(xué)院(University of Virginia's Darden School of Business)的企業(yè)戰(zhàn)略教授亞歷山大?霍尼曼表示:“目前,公司的裁員行動已經(jīng)到了傷筋動骨的地步。”如果進(jìn)一步裁員的話,即便最終經(jīng)濟(jì)形勢好轉(zhuǎn),公司也會面臨風(fēng)險。

????作為經(jīng)理人,他們需要努力控制自己的自然心理反應(yīng)。加林斯基表示,從心理學(xué)角度來看,壞消息通常會被人們過度放大,進(jìn)而導(dǎo)致人們做出夸張的反應(yīng)。能否控制住這種過度反應(yīng)取決于CEO們。如果他們擁有足夠的經(jīng)濟(jì)手段,他們就應(yīng)該能夠杜絕從眾心理。

????例如,加林斯基便認(rèn)為,實(shí)際上,目前是招聘的最佳時機(jī),而不是進(jìn)行裁員。“在經(jīng)濟(jì)低迷時期,公司可以從其他公司挖來明星員工。等到經(jīng)濟(jì)好轉(zhuǎn)時,公司便能有更強(qiáng)大的人才儲備可供利用。”

????其實(shí),這是一個充滿挑戰(zhàn)的平衡游戲。要想打破現(xiàn)狀,經(jīng)理人需要先控制好自己的情緒。但在公司內(nèi)部進(jìn)行交流中又需要調(diào)動員工的情緒。

????芬克斯坦稱:“理性的論證說服不了對某件事存在情感偏見的人。不論是在日常生活當(dāng)中,還是在公司事務(wù)中,都不可能奏效。”

????相反,有效的信息需要言之有理,而且,相對于那些為了制定決策所提供的商業(yè)案例中的數(shù)字來說,要更有說服力。CEO們要以真情實(shí)感贏得共鳴。斯坦福大學(xué)商學(xué)院(Stanford University Graduate School of Business)行為實(shí)驗(yàn)室負(fù)責(zé)人尼可拉斯?霍爾表示,引用歷史事實(shí)是有效的方式。他認(rèn)為最有效的一條信息是:“之前,我們曾經(jīng)有過類似的經(jīng)歷。這次情況不同,形勢艱難,但我們擁有戰(zhàn)勝困難的能力。”

????從積極的一面來看,手握可靠策略的CEO們將有機(jī)會大放異彩,因?yàn)閷τ诮?jīng)濟(jì)衰退,他們大部分人已經(jīng)做好了充足的準(zhǔn)備。竅門就在于將自己的戰(zhàn)略有效地傳達(dá)出去。霍尼曼表示:“與穩(wěn)定時期相比,當(dāng)形勢不容樂觀時,CEO們應(yīng)該更活躍、更包容。”

????星巴克CEO舒爾茨在他的策略中就借鑒了這種做法,他寫道:“過去發(fā)生的一切一再證明,不論外部環(huán)境如何惡劣,星巴克的命運(yùn)都掌握在自己手中。我堅(jiān)信,這次我們也一樣能做到!”

????只有時間能證明一切。不過專家們認(rèn)為,舒爾茨的策略應(yīng)該會奏效:承認(rèn)危機(jī)客觀存在,但并非不可戰(zhàn)勝,然后對公司的核心戰(zhàn)略進(jìn)行微調(diào)——但不要進(jìn)行大刀闊斧地改革。目前,他已經(jīng)邁出了堅(jiān)實(shí)的第一步:鼓勵員工更加士氣高漲地銷售咖啡。

????譯者:劉進(jìn)龍

????Starbucks CEO Howard Schultz has a can-do attitude about his recovery from neck surgery. In a letter to employees sent Monday, he thanked them for their support and assured them that he will heal soon. Schultz then outlined a similar narrative for Starbucks: the company is responding to a real but manageable threat -- the latest economic turmoil -- but everybody is in it together, and Starbucks will wind up on top.

????The letter is one CEO's attempt to demonstrate control in the face of economic concerns, which have grown even more concerning since Standard & Poor's downgraded the U.S. credit rating on Friday. The stock market has been see-sawing since the announcement and it took a significant dive yesterday, as investors struggle to wrap their heads around gloomy economic conditions abroad and at home.

????Times like these put CEOs like Schultz on the spot. Their decisions matter more during uncertain economic times than just about any other, says Sydney Finkelstein, a professor of management at Dartmouth's Tuck Executive Education school.

????But the current malaise is more than just a test of management mettle. Especially for big companies, the decisions that leaders make could have an impact on the economy as a whole.

????Just like the rest of us, big business leaders grow conservative and try to shrink spending during tough times, says Adam Galinsky, a professor of ethics and management at Northwestern's Kellogg School of Management. "We also tend to look towards what everyone else is doing to try to find our way. If I'm a company and one of my competitors is slashing jobs, I'm going to slash jobs too."

????Job slashing was certainly common during the most recent recession, and some companies have restarted the process now, especially in the banking sector. Just last week, HSBC cut a tenth of its global workforce, about 30,000 jobs.

????Sometimes, CEOs are forced to cut because they need to make big changes quickly, but most job cuts are more aggressive than they need to be.

????"Business today has cut the workforce pretty much to the bone," says Alexander Horniman, a strategy professor at the University of Virginia's Darden School of Business. Even more cuts could put companies at risk when the economy eventually rebounds.

????Managers also need to fight to keep their natural psychological reactions in check. Bad news looms disproportionately large in the mind, which encourages exaggerated reactions, Galinsky says. It's up to CEOs to curb that overreaction. And if they have the financial means, they should dodge the corporate pack mentality altogether.

????For example, instead of cutting jobs, now may actually be one of the best times to hire, Galinsky says. "In the downturn, you go after star people in other organizations and steal them. Then, when the economy turns around, you're going to have better talent and capitalize on that."

????It's a challenging balancing act. To buck the status quo, managers need to check their gut responses. But when they communicate internally, they have to appeal to their employees' emotions.

????"Rational arguments do not convince people who have emotional biases about something. It doesn't happen in everyday life, and it doesn't happen in business," says Finkelstein.

????Instead, a good message needs to make sense and transcend the sort of numbers that make the business case for decisions. CEOs need to strike a chord without appearing disingenuous. Citing the past is an effective way to do that, says Nicholas Hall, manager of the Stanford University Graduate School of Business behavioral lab. He says one of the most useful messages is, "We've gone through something like this before. This is different, this is tough, but we have these specific strengths that will handle it."

????On the bright side, CEOs with solid strategies will have an opportunity to shine, since most of them will be adequately prepared for a downturn. The trick is to communicate that strategy effectively. "You ought to be more engaging and inclusive when things are going to hell than when things are going along smoothly," says Horniman.

????Starbucks (SBUX) CEO Schultz's memo takes a page out of this playbook: "We've proven more than once that Starbucks can determine its own destiny, regardless of external circumstances. And I promise we will do it again," he wrote.

????Only time will tell. But Schultz is using tactics that experts say should work: acknowledge the crisis, say its surmountable, and tweak -- don't gut -- the company's core strategy. For now, he's taken a solid first step: getting the troops jazzed to sell some coffee.







更多




最佳評論

@關(guān)子臨: 自信也許會壓倒聰明,演技的好壞也許會壓倒腦力的強(qiáng)弱,好領(lǐng)導(dǎo)就是循循善誘的人,不獨(dú)裁,而有見地,能讓人心悅誠服。    參加討論>>
@DuoDuopa:彼得原理,是美國學(xué)者勞倫斯彼得在對組織中人員晉升的相關(guān)現(xiàn)象研究后得出的一個結(jié)論:在各種組織中,由于習(xí)慣于對在某個等級上稱職的人員進(jìn)行晉升提拔,因而雇員總是趨向于晉升到其不稱職的地位。    參加討論>>
@Bruce的森林:正念,應(yīng)該可以解釋為專注當(dāng)下的事情,而不去想過去這件事是怎么做的,這件事將來會怎樣。一方面,這種理念可以幫助員工排除雜念,把注意力集中在工作本身,減少壓力,提高創(chuàng)造力。另一方面,這不失為提高員工工作效率的好方法。可能后者是各大BOSS們更看重的吧。    參加討論>>


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