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众所周知,联想在企业管理方面,一直强调三个要素。一是“建班子”,即企业如何构建领导班子,如何使班子良性运作,如何使班子里的人在不适合企业发展时顺利退出等问题;二是“定战略”,即在企业有了一个好的班子以后,要确定企业的发展目标,部署实现目标的步骤和手段;三是“带队伍”,即如何执行企业制定的战略。企业要做大、做强,肯定需要不断调整战略,但仅此并不足够,因为战略的执行需要员工的“士气”。什么是士气?就是说,当领导下决心要做一件事的时候,没有人会质疑,而是坚决执行到底。定战略是“知”,带队伍就是“行”,就是要鼓动员工的士气,让士兵爱打仗。那么如何让士兵爱打仗呢?柳传志认为必须从员工激励、企业文化和员工培训入手,三管齐下培养员工“爱打仗”的热情。
As we all know, Lenovo in business management, has always stressed three elements. First, “building team”, that is, how to build the leadership of enterprises, how to make the benign operation of the team, how to make the people in the team are not suitable for the smooth exit of enterprises and other issues; Second, “strategy”, that is, in the enterprise has a Good team later, to determine the development goals of enterprises, the deployment of steps and means to achieve the goal; third is “bring the team”, that is, how to implement the strategy developed by the enterprise. Enterprises to be bigger and stronger, certainly need to constantly adjust the strategy, but this is not enough, because the implementation of the strategy requires staff’s “morale.” What is morale? That is, when the leadership is determined to do something, no one will question it, but firmly implement it in the end. Set strategy is “know”, with team is “line” is to encourage staff morale, so that soldiers love to fight. So how to make soldiers love to fight it? Liu Chuanzhi think from employee incentives, corporate culture and staff training to start, three-pronged training staff “love war” enthusiasm.