公務人力發展中心每月出版│發行人:鍾振芳 │96-12-01   第77期

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一面談管理一面學英文....尤克強

一面談管理知識,一面學英文,這是一個不錯的點子。我在這個專欄要談的管理知識,有經典的、也有最新的;有流行觀念、也有老生常談。如果能把內容和英文同時記住,那麼管理知識和英語能力就可以一齊進步──學而時習之,不亦快哉!因為考慮到我的讀者可能多數維持用中文思考的習慣,所以我刻意以中文為主,英文放在括弧內,如果把英文的部份取出合併,則是完整而優美的英文句子。讀者不妨練習一下每行先讀中文再唸英文,或有助於您未來提升英文表達的能力。

本次內容取材自Seduced by Success by Robert Herbold, 2007(《成功的毒蘋果》,作者為微軟公司1994-2001營運長)

一、 領導者應該做的3件事
有3件事情 (Here are three things)
領導者應該做的(that the leader should do),
以便確定(to make sure):
會有健全的發展計畫(that there is a sound plan for progress)
以及部屬也充分了解這項計畫(and that the troops are fully aware of that plan.)。


1.

不論你是第一線經理還是首席執行長(No matter whether you are a first-level manager or a CEO,),弄清楚正在進行的事情並了解原因(find out what is going on and why.)

許多人在從事管理角色以後(Too many people, when they get into a managerial role,),
以為他們的工作就是管人(think that their job is to manage people.)。
其實他們的工作該是(Their job is actually to be)
作為團體的想法領袖(the thought leader of the group),
不僅要為成員負責(and to not only be responsible for their people),
而且要領導團隊(but also lead their group),
不斷提升它的貢獻(in constantly improving its contribution),
讓組織變得更好(to the overall greater good of the organization.)。
我認為想法領袖是這樣一個人(By thought leader I mean the person):
面對各種的想法(who confronts the thought issues),
領導對話和爭辯(and leads the dialogue and debate),
決定怎麼做(about what to do.)。


2.

展開規劃(Develop a plan)
以因應問題和機會(to tackle the problems and opportunities.)

行動非常重要(Action is very important.)。
明智地採取行動(It's also wise to get moving)
——即使只有80%的資訊(based on 80 percent of the information),
然後再修正(and make course corrections)
——隨著你的進展和知識累積(as you progress and learn more.)。
如果沒有應付未來的規劃或策略(Without a plan or strategy to attack the future,),
組織會浪費極多時間(the organization will waste a tremendous amount of time)
爭辯該怎麼做(debating what it should do.)。
這樣會引發士氣問題(This causes morale problems)
和生產力問題(and productivity problems.)。
最重要的是(Most importantly,):
那會進一步強化因循守舊的風氣(it solidifies the legacy practices even further),
因為大家唯恐改變即將發生(because people fear that change is coming.)。


3.

不厭其煩地告知每一個人(Tell everyone frequently and directly,)
──而非一點一滴地透露(not by trickle-down communications,),
危機是什麼(what the crisis is)
和應付問題的方案是什麼(and what the plan to attack the problem is.)

和所有部屬同時做密切溝通(Frequent communication to all of the troops at the same time)
是異常重要的(is vitally important.)。
以為你要說的事情(Assuming that your story)
可以一點一滴地層層下達(can trickle down level by level),
是不切實際的想法(is unrealistic.)。
每個層級的主管(Managers at each level)
都會加入自己的曲解(will put their own twist on it)
以便保護他們目前的狀況(to help protect their current world.)。
他們會企圖緩和(They will attempt to soften)
訊息所顯示的負面消息(any bad news associated with the message),
並且故意輕描淡寫(and to downplay)
訊息所欲導致的改變(any change that the message tries to put in place)
波及自己的組織地位(in their part of the organization.)。


二、

溝通明確的期望
有3項準則(Here are the three guidelines)
需要記住(to keep in mind),
有助於溝通明確的期望(that will help in the communication of clear expectations.)


1.

簡明(Simplicity.)

你必須告訴部屬(You need to tell the troops)
你的要求是什麼(what you are asking for)?
以及這麼要求的原因(and why you are asking for it.)。
你的訊息宜簡潔(Your message had better be succinct,)、
容易了解而合於情理(understandable, and sensible.)。


2.

標準化評量(Standardized measures.)

最理想的是(It's ideal):
如果你能做出1、2套展示(if you can develop an exhibit or two)
顯現你所用的資料或圖表(showing the data or charts that you are using),
以判定你是否達成目標(to determine whether you've achieved the goal or not.)?
如果你沒有先想清楚呈報方式(If you do not think through the reporting tool)——
在行動展開之前(before efforts are launched,)——
結果就是(what happens is):
組織各單位的爭奇鬥豔(a lot of creativity on the part of the organization),
讓你以為有所進展(to convince you that progress is being made.)。
報喜不報憂(Positive anecdotes)
變成專案管理的方式(become the way the project gets managed)——
假使缺乏明快的評量(when there is an absence of crisp measures)
和標準化的追蹤工具(and standardized tracking tool.)。


3.

持續檢查(Continual inspection.)

大家必須明白(People need to know):
高層非常認真(that management really cares),
而且會使用特定的評量(and that it is using specific measures)
來決定成功與否(whether success is being achieved.)?
沒有更有好的方式可以貫徹這件事情(There is nothing that reinforces this better)——
除了不定時深入組織(than randomly diving down into the organization)
和執行變革的人談話(and talking to people who are carrying out the change.)。
重要的是(It's important):
你不能拿掉他們的責任(that you not take the responsibility away from them;),
事實上你是要他們貫徹責任(in fact, you want to reinforce their responsibility.)。
你所做所為是要確定(What you're doing is simply making sure):
事情照著你所期望的進展(that things are happening along the lines of your expectations.)。
員工之間很快會有傳言(Word gets out quickly among employees):
老闆是玩真的(that the boss is serious about this effort),
而且會隨時衝下來(and that he's randomly swooping down)
檢查進度(to see how it's going.)。

 

 


(作者尤克強教授現為元智大學總務長)

 
 
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