Items related to 制度才是真正的...
Synopsis
《制度才是真正的老板：一流的执行必有一流的制度（白金版）》从制度的意义、制度的设计流程、各部门制度的定位、制度的落实等角度，结合实践中存在的问题，全面解读了企业制度，同时以流程、监管、奖惩这三条与企业运作息息相关的制度为线索，阐述了制度从制定到执行应遵从的规则。《制度才是真正的老板：一流的执行必有一流的制度（白金版）》适合企业管理人士使用。《制度才是真正的老板：一流的执行必有一流的制度（白金版）》强调制度在企业管理中的作用，把制度的重要性提升到高于老板的高度，深刻阐述了"制度管人"比"人管人"更能体现公平、效率和威严，依靠制度才能把企业经营得更好。全书从世界名企的管理案例着手，结合形象的图表，阐述了一个个深刻的管理哲理，表明制度才是管理企业的法宝。。第一节制度是管理的法宝【名企名事】创立于1802年的杜邦公司至今已有200多年的历史，是世界500强企业中寿命最长的公司之一。它之所以长寿，是因为杜邦家族不断进行制度创新，始终坚持用制度管理企业。在早期，杜邦公司的管理带有明显的个人英雄主义色彩，亨利·杜邦管理思维就是这一制度的典型代表。他的管理模式被称为"凯撒式管理"，即单人决策的意思：公司大大小小的决策，都由他说了算。公司所有支票他要亲自开，所有合同他要亲自签。这种管理模式在长达39年的时间内取得了较好的效果，亨利靠着单人决策建立了杜邦帝国。然而，当亨利卸任之后，他的单人管理能力无法被继承。1889年，亨利去世，其侄子尤金成了杜邦公司的最高管理者。但他经验不足，管理无能，导致企业迅速衰退，甚至差点倒闭。面对危机，杜邦家族废除了单人决策的管理模式，改用集团式的管理模式。最高决策权掌控在家族手中，但家族成员不再事必躬亲，而是让执行委员会去执行他们的决策。同时，杜邦集团将管理制度化，不再推崇个人单打独斗，这样做大大提高了管理效率，促进了公司的发展。但是，由于权力过于集中，管理失去了弹性。面对多变的市场环境，杜邦公司的适应能力较差。于是，杜邦公司采取多分部体制，把权力下放到部门，这一举措使杜邦公司再次获得了飞速的发展。【制度真相】常言道，打江山容易，守江山难。守江山的关键在于治理，治理的关键在于制度。从杜邦公司的发展历程中，我们可以看出：长久发展的关键在于制度。每个时期，杜邦公司都有特定的制度：最开始是单人决策，然后是集团式经营，最后是多分部体制。这些制度在特定的时期，为杜邦公司的发展提供了相应的保障。从最初的个人英雄主义，到后来的多分部体制，杜邦公司的制度在不断地发展和创新。对任何一个企业来说，制度的创新是公司"定江山"的法宝。如果用一句话来说明制度创新的重要性，那就是：制度创新是管理的法宝，是企业根本的创新，是最重要的企业体制变革。我们发现在杜邦公司的发展过程中其总裁不断更替，其中不乏英雄人物。这些人是杜邦家族历史上重要的人物，是名噪一时的响当当的人物。但是，现在很多人都不记得他们了。这说明什么呢？这说明一个企业的成长，需要绝对的领袖，但是更需要合理的制度，好制度比好领袖更能让人印象深刻，更能让企业恒久发展。所以，从这个意义上说，老板、领袖是打天下的"王者"，制度是定天下、定江山的"王者"，管理者的能力远远不如制度有威力。
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The system is the real boss: class execution must be first-class system (Platinum Edition) (with CD-ROM 1)(Chinese Edition)
ISBN 10: 7115296286
ISBN 13: 9787115296283
New
paperback
Seller: liu xing, Nanjing, JS, China
Seller rating 5 out of 5 stars
paperback. Condition: New. Ship out in 2 business day, And Fast shipping, Free Tracking number will be provided after the shipment.Paperback. Pub Date: November 2012 of Pages: 220 in Publisher: the Xiamen century Hui Quanwen Communication Co. Ltd. system is the real boss: class implementation there must be a first-class system (Platinum Edition) from the significance of the system. system angle of the design process. the system for the positioning of the various departments. and the implementation of the system. combined with the existing problems in the practice. a comprehensive interpretation of the enterprise system. process supervision. rewards and punishments three closely related to the business operations of the system as a clue on the system from formulated to the execution should comply with the rules. The system is the real boss: the class execution must be first-class system (Platinum Edition) for corporate executives. Contents: Chapter bosses to conquer the world. the system of system to decide their fate Section I to Section III of the Section II of good quality institutional norms enterprise management magic even wins rely trick undefeated rely on the system in the fourth quarter before the system. everyone Equal Section V management to humane system should be strictly full investigation and study common taboo Section of Chapter II Strict system development process. the development of Section II of the draft system brainstorming. broad understanding of the views of all parties to avoid the third quarter system and legal regulations contravene Section 4 The system should pay attention to focus. to be clear. concise. Section V to avoid the system is too harsh. too fine Section VI system to be rigorous. avoid concrete changes in policy Chapter department functions. the system should be tube The first exercise of good organization rely on the system managers to use the right section II. Management Planning System do the company's long-term planning to good humane management of the third quarter with the administrative office system the fourth quarter with the human resources system pipe talent Section V by the financial system manage the core secrets Chapter workflow of the Section VI with a wealth of confidential system of tubes good business standardization good system is that the implementation of the first section system is the vitality of the implementation of Section II implementation from the boss the third quarter. the implementation of the system can not be discounted specify the person in charge of the fourth quarter. authorized his sole implementation of Section V to start from the details of the implementation in place the implementation of the system. the need for continuity in Section VI. collaborative of Section VII strict schedule control system for the implementation of Chapter V of the speed dare accountability. implementation of the results lies in the responsibility to monitor the first section without supervision. performs no guarantee Section II of the third quarter to firmly grasp the supervision of the implementation of keep an eye on everything. concerned about the return on the fourth quarter eliminate subordinate only to report only the good behavior of Section V dare accountability accountability are more stringent than Section VI double-committee system to monitor the use of section VII of the assignment board of supervisors system to ensure the implementation of Section VIII encourage employees to participate in the supervision Chapter reward system standardization. rule-based the significant fair first section fair assessment. the staff assured Section II regulations reserved. the punishment properly Section III before the system. the credit is greater than elbow grease the fourth quarter never to praise stay Section V the next day promotion and demotion into the reward system combining reward individuals and reward team Section VI Section VII Do not forget to reward non-star employees - Section spiritual reward. Seller Inventory # NE049300