麦当劳的“学校观念” 麦当劳的管理者认为,企业首先是一所培养人才的学校,其次才是快餐店。它用自己独特的经营之道取胜市场,着力寻求相貌平平但具有吃苦耐劳精神的创业人才。注重培养人才,是麦当劳长盛不衰的原因之一。 东芝的“重担子主义” 士光敏夫在担任东芝株式会社社长时,认为要尊重人就应委以重任,谁能拿得起100公斤,就交给谁120公斤的东西,以激发其创造力。除主张“重担子主义”外,他还推行适才所用的用人路线,在企业实行“内部招聘”,让员工找到能发挥专长的职位。 索尼的人才开发政策 只要是贤才,索尼就大胆聘用,许以用武之地,而不计较他的出身、学历。例如曾出任索尼总裁的大贺则尾原为地位低微的演员,且与盛田家族毫无血缘关系。在他的管理下,索尼的录音公司成为日本最大的录音公司。 McDonald's “school concept” McDonald's managers believe that the enterprise is first of all a school of personnel training, followed by fast food restaurants. It wins the market with its own unique management style, strives to find the entrepreneurial talents who are average but hard-working. Paying attention to cultivating talents is one of the reasons for McDonald's growing prosperity. Toshiba's “heavy burden of subjectivity” Shichiku Mitumi when he served as president of Toshiba Corporation, that people should be respected delegated responsibility, who can afford to take 100 kg, to whom 120 kg to give something to stimulate its creation force. In addition to advocating “heavy child advocacy,” he also promotes the employment route for the fittest, implementing “internal recruitment” in the enterprise so that employees can find jobs with expertise. Sony's talent development policy as long as the virtuous, Sony boldly hired, allowing useless, regardless of his origin, education. For example, Daichih Daigo, former president of Sony Corporation, was originally a sub-actor with no blood ties with the Morita family. Under his management, Sony's recording company became Japan's largest recording company.