Đang chuẩn bị nút TẢI XUỐNG, xin hãy chờ
Tải xuống
Tất cả Chủ tịch GE phó và quản lý cấp cao được khảo sát, cũng như 7.000 nhân viên được miễn. Trong khi hầu hết các câu hỏi đều giống nhau từ năm này sang năm, một số câu hỏi được viết lại mỗi năm để đánh giá phản ứng đối với một chiến lược hoặc các sáng kiến cụ thể (ví dụ, e-Sáng kiến ). | THE JACK WELCH LEXICON OF LEADERSHIP 31 All GE vice presidents and senior managers are surveyed as are 7000 exempt employees. While most of the questions are the same from year to year some of the questions are rewritten each year in order to gauge the reaction to a particular strategy or initiative e.g. the e-Initiative . The survey results also let Welch know which issues the company may need to pay more attention to in the future. The GE CEO credits the annual survey with providing the spark for the company s most important crusade the Six Sigma quality initiative see also Six Sigma . Approvals Welch considered excessive approvals one of the unfortunate by-products of bureaucracy. In his effort to eliminate the bureaucracy that was slowing the company down he sought to reduce unnecessary paperwork approvals memos etc. To Welch layers of approvals were an annoying holdover from the command and control hierarchy that he disdained. Reducing approvals and other behavior associated with red tape became the focus of Welch s companywide Work-Out program which was launched in 1989. The very notion of approvals clashed with Welch s vision of a high-octane learning culture that sought new ideas from everywhere and inculcated the best ideas into the fabric of the company. ƠƠƠƠƠƠ The Art of Managing Welch says that the art of managing comes down to doing one essential but sometimes difficult task facing reality. Over the years Welch described business as simple urging managers to see things as they are and not how they wish them to be. That was one of the fundamental tenets of his leadership philosophy. He also urged managers to speak candidly and leverage the power of change view it as an opportunity not a threat . THE ORIGINS OF WELCH S REALITY Welch says he learned to see things as they are and not as he wishes them to be from his mother. She taught him not to 32 THE JACK WELCH LEXICON OF LEADERSHIP kid himself a lesson that stayed with the GE chairman for all of his .
