1)It is when the going gets tough that the tough gets going.
2)At issue is this perennial question: How do you deal with lagging performers? Are you a believer of GE's "eliminate waste" model (waste being defined as the bottom 10% of workforce in performance reviews), or of the Toyota Production System's "respect the workers" and "kaizen" two-pillar theory, or of something somewhere in between? My hunch is that you are leaning towards the PDS practice. If that is the case, a question that begs asking is: How do you reconcile your desire to care for the rank-and-file with Toyota's famed overloading its lean workforce, to the extent of resulting in karoshi (death from overwork)?
No, I am not really expecting answers. Like most subtle issues in life that can be handled only on an individual case basis, and then, only with some very delicate balancing act, the above questions don't easily lend themselves to one-size-fits-all answers. Rather, just realizing that we are all human and that humans err goes a long way to help us navigate the workplace, whichever side of the made-believe labor-management schism we happen to be on at any given moment.
风不调, 雨欠顺, 稼穡始觉艰。。。
所有跟帖:
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招人很重要,招人的时候要看潜质,潜能比现在回什么更重要。
-天天快乐吗-
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07/14/2008 postreply
16:32:40
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Shareholders' patience for potentials is paper-thin
-ndjag-
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07/14/2008 postreply
17:40:29
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I agree that it is a big challenge to manage a company and a gro
-天天快乐吗-
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07/15/2008 postreply
09:33:09