MKXZ公司新员工培训手册(英文版)(ppt 91页)

MKXZ公司新员工培训手册(英文版)内容摘要：
The first three of the six common management attributes:
¶    Driven by leaders. The leaders of these companies had very high performance aspirations. For these leaders there was no such notion as “good enough”. At the center of these leadership groups, we consistently found demanding, unreasonable CEOs.
¶    Built by relentless before-the-fact strategies/visions. HPOs spend their time looking forward, not back. Their strategies drive relentlessly for both profitability and growth.
¶    Energized by an extraordinarily intense, performance-driven environment. HPOs have a demanding, occasionally punishing, work pace. There is real accountability, especially at the top. HPOs, while being very good places to work, are not always nice places to work.
The last three common management attributes focus on structure, skills, and systems:
¶  Aligned by simple structures and core processes. HPOs align authority, accountability, and performance challenges. Lines of communication and approval are simple and are mirrored from one division to the next.
¶  Based on world-class skills. HPOs are world class in at least one critical skill of their industry, e.g., product development in high technology, risk management in wholesale banking, direct-to-store delivery in consumer goods, best-cost manufacturing. Additionally, HPOs exhibit superior process management skills that in and of themselves become a source of competitive advantage.
¶  Rejuvenated by well-developed people systems. The CEO in these companies is the Chief Personnel Officer. The CEO interacts regularly with the entire leadership group, understands the individual development needs and goals, and leads staffing reviews.

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