绮惧搧鏂囨。
绮惧搧鏂囨。
Unit 1
1 Intel does it. So does Microsoft, Motorola, W. L. Gore & Associates, Southwest Airlines, Ben &
Jerry鈥檚 Homemade, Hewlett
-Packard, Lincoln Electric, and Starbucks. What is it? These companies
pursue
鈥減eople
-
first鈥?nbsp;
strategies.
鑻辩壒灏斿叕鍙稿琛屽畠銆傚井杞�佹懇鎵樼綏鎷夈�佹垐灏斻�佽タ鍗楄埅
绌哄叕鍙搞�佺彮鏉扮憺銆佹儬鏅�佹灄鑲數姘斾互鍙婃槦宸村厠涔熼兘濂夎瀹冦�傚畠鏄粈涔堬紵瀹冨氨鏄繖
浜涘叕鍙告墍濂夎鐨?/p>
鈥?/p>
浠ヤ汉涓烘湰
鈥?/p>
鐨勭瓥鐣ャ�?/p>
(Para. 2a) There is an increasing amount of evidence that successful organizations put people first.
Why? Astute managers have come to learn that their organization鈥檚 employees are its only true
competit
ive
advantage.
Competitors
can
match
most
organizations鈥?nbsp;
products,
processes,
locations, distribution channels, and the like.
瓒婃潵瓒婂鐨勪緥瀛愯瘉鏄庯紝
鎴愬姛鐨勭粍缁囬兘鏄互浜?
涓烘湰鐨勩�?/p>
涓轰粈涔堬紵鍥犱负绮炬槑鐨勭粡鐞嗕汉浠凡缁忚璇嗗埌浠栦滑浼佷笟鐨勫憳宸ユ墠鏄畠浠敮涓�
鐪熸鐨勭珵浜変紭鍔裤�傜珵浜夎�呭彲浠ュ湪浜у搧銆佸伐鑹恒�侀�夊潃銆侀攢鍞笭閬撶瓑璇稿鏂归潰涓庡叾涓?/p>
鐩镐笂涓嬶紝
(Para.
2b)But
what鈥檚
far
more
difficu
lt
to
emulate
is
a
workforce
made
up
of
highly
knowledgeable and motivated people. The characteristic that differentiates successful companies
from
their
less
successful
counterparts
in
almost
every
industry
is
the
quality
of
the
people
they鈥檙e able to get
and keep.
浣嗗嵈寰堥毦鏁堜豢鐨勬槸鎷ユ湁涓�鏀敱涓撲笟绱犺川楂樺拰宸ヤ綔鍔ㄦ満寮?
鐨勪汉缁勬垚鐨勫姵鍔ㄥ姏闃熶紞銆?/p>
鍑犱箮鍦ㄦ墍鏈夌殑琛屼笟锛?/p>
閭ｄ簺鎴愬姛鐨勫叕鍙镐箣鎵�浠ヨ秴瓒婂畠浠殑
瀵规墜浠紝涓昏鐨勫尯鍒氨鍦ㄤ簬浠栦滑鎵�鑳藉寰楀埌鍜岀暀浣忔兂瑕佺殑浜恒�?/p>
(Para.
3a)
What
kind
of
practices
differentiate
people-first
organizations?
We
can
list
at
least
four:
(1)
They
value
cultural
diversity.
They
actively
seek
a
diverse
workforce
based
on
age,
gender, and race. (2) They are family friendly. They help employees balance work and personal
responsibilities through programs such as flexible work schedules and on-site child care facilities.
鍝簺鍋氭硶鎵嶈兘鍖哄垎浠ヤ汉涓烘湰鐨勫叕鍙稿憿锛熸垜浠嚦灏戝彲浠ュ垪鍑哄洓鏉★細
绗竴锛?/p>
瀹冧滑閲嶈
鏂囧寲鐨勫鏍锋�с�?/p>
瀹冧滑鏍规嵁骞撮緞銆?/p>
鎬у埆鍜岀鏃忕Н鏋佸姹備竴鏀鍏冨寲鐨勫憳宸ラ槦浼嶃�?/p>
绗?/p>
浜岋紝
瀹冧滑鍏锋湁瀹跺涵姘涘洿銆?/p>
鍏徃閫氳繃涓哄叾鍛樺伐鎻愪緵鐏垫椿鐨勫伐浣滄椂闂翠互鍙婄幇鍦烘墭鍎挎湇
鍔¤鏂界瓑甯姪鍛樺伐骞宠 宸ヤ綔鍜屼釜浜鸿亴璐ｄ箣闂寸殑鍏崇郴銆?/p>
(Para. 3b)(3) They invest in employee training. These organizations spend heavily to make sure
employee skill levels are kept current. This not only ensures that employees can handle the latest
technologies and processes for the organization but that employees will be marketable to other
employers.
(4)
People-first
organizations
empower
their
employees.
They
push
authority
and
responsibility down to the lowest levels.
绗笁锛屽畠浠鍛樺伐鍩硅杩涜鎶曡祫銆傝繖浜涘叕鍙歌姳
璐瑰法璧勪互纭繚鍛樺伐鐨勬妧鑳芥按骞冲缁堜繚鎸佹渶鏂扮姸鎬併�?/p>
杩欎笉浠呯‘淇濆憳宸ュ彲浠ュ鐞嗚鍏?/p>
鍙哥殑鏈�鏂版妧鏈拰宸ヨ壓锛?/p>
鑰屼笖杩樹娇杩欐牱鐨勫憳宸ユ瀬鍏峰競鍦虹珵浜夊姏銆?/p>
绗洓锛?/p>
浠ヤ汉涓烘湰鐨?/p>
鍏徃灏嗘潈鍔涗笅鏀剧粰鍛樺伐銆傚畠浠皢鏉冨姏鍜屼箟鍔′笅鏀惧埌鍏徃鐨勬渶搴曞眰銆?/p>
(Para. 4)
Organizations that put people first have a more dedicated and committed workforce.
This, in turn, translates into higher employee productivity and satisfaction.
閭ｄ簺濂夎浠ヤ汉涓烘湰鐨勭粍缁囨嫢鏈変竴鏀洿鏁笟銆?/p>
鏇村繝璇氱殑宸ヤ綔鍥㈤槦銆?/p>
鍥犺�岃繖鏍风殑鍥㈤槦
绮剧杞寲鎴愪簡楂樼敓浜х巼鍜屽伐浣滄弧鎰忓害銆?/p>
These employees are willing to put forth the extra effort
鈥?/p>
to do whatever is necessary to see
that their jobs are done properly and completely.
Let鈥檚 take a
look at one of those successful
organizations that pursue 鈥減eople
-
first鈥?nbsp;strategies: Starbucks.
杩欎簺鍛樺伐浼氭効鎰忓仛鍑烘洿澶х殑鍔姏鈥斺�斾负浜嗗噯纭交搴曞湴瀹屾垚浠栦滑鐨勫伐浣滐紝浠栦滑浼?