《管理英语4 》教材文章（中英文对照）
Unit 1
Reading 1
Five Basic Functions That Make up the Management Process
In 1916, a French coal mine director named Henri Fayol wrote a book entitled Administration Industrielle et Generale, which set forth five distinct functions of managing that Fayol insisted were applicable in any industry. In the 1950’s, management textbooks began to incorporate some of Fayol’s ideas into their content, and today, management courses still use many of his ideas to teach management to business students.
Planning
Planning involves deciding where to take a company and selecting steps to get there. It first requires managers to be aware of challenges facing their businesses, and then it requires managers to forecast future business and economic conditions. They then formulate objectives to reach by certain deadlines and decide on steps to reach them. They re-evaluate their plans as conditions change and make adjustments as necessary.
Organizing
Managers organize by bringing together physical, human and financial resources to achieve objectives. They identify activities to be accomplished, classify activities, assign activities to groups or individuals, create responsibilities and delegate authority. They then coordinate everything so operations run smoothly.
Leading
Leading requires managers to motivate employees to achieve business objectives and goals. It requires the use of authority to achieve those ends as well as the ability to communicate effectively. Effective leaders can influence their personnel to view situations from their perspectives. Leading also involves supervision of employees and their work.
Controlling
Controlling involves measuring achievement against established objectives and goals. It also requires managers to be able to identify sources of deviation from successful accomplishment and to provide a corrective course of action. Managers first establish objectives and goals, then measure achievements, identify anything that is keeping the company from achieving their objectives and goals, and provide means of correction if necessary.
Staffing
Without human resources, no organization can get off the ground, let alone do business and make profits. Some distinct features of the staffing function are:
• It puts the right man in the right job.
• It is an ongoing activity. As employees keep leaving and joining the company, they also retire from time to time leaving empty places in various positions.
• Efficiency is a prime focus of this function. As managing people is the toughest job, everything must be accounted for, leaves, payments, benefits, medical allowances, social security accounting and much more.
构成管理过程的五个基本功能
1916年，法国煤矿公司总经理亨利·法约尔写了一本名为《工业管理与一般管理》的书，书中提出了五种独特的管理职能，并强调这些管理职能适用于任何行业。20世纪50年代，管理学教科书开始编入法约尔的理念，时至今日，管理学课程依然向商科学生传授他的思想。
规划
规划包括确定公司的发展方向，并选择实现目标的各个步骤。首先它要求管理者意识到企业面临的挑战，然后要求管理者预测未来的业务和经济状况。接着，他们制定在一定期限前要达到的目标，并决定实现它们的步骤。随着情况的变化，他们重新评估他们的计划，必要时进行调整。
组织
管理者集中物力、人力和财力，建立组织来实现目标。他们确定要完成的活动、进行活动分类、将活动分配给团体或个人、明确责任和分配权力。然后他们协调一切，保证项目顺利运行。
领导
领导要求管理者激励员工去实现业务的大小目标。这些目标的实现既需要权力的运用也需要有效沟通的能力。有效率的领导者可以从员工的角度看待问题，从而对他们产生影响力。领导还包括对员工及其工作进行监督。
控制
控制涉及根据既定目标来衡量成果。它还要求管理者明确偏离成功目标的根源，并采取纠正措施。管理者首先确定大小目标，然后衡量成果，确定会使公司不能实现其目标的任何事项，并在必要时提供纠正方法。
人员配备
没有人力资源，任何公司都不能顺利起步，更别说经营获利了。人员配备功能的一些明显特点是：
• 把正确的人放在正确的工作岗位上。
• 这是一个持续的活动，因为随时有员工进出公司，也不时有员工退休，一些岗位会出现缺员现象。
• 效率是此功能的重中之重，因为做管理是一份艰巨的工作，事事都需要有人负责，如请假、工资、福利、医疗津贴、社会保险等等。
Reading 2
Who Killed Nokia?
Nokia executives attempted to explain its fall from the top of the smartphone pyramid with three factors: 1) that Nokia was technically inferior to Apple, 2) that the company was complacent and 3) that its leaders didn’t see the disruptive iPhone coming.
It has also been argued that it was none of the above. Nokia lost the smartphone battle because of divergent shared fears among the company’s middle and top managers which led to company-wide inertia that left it powerless to respond to Apple’s game.
Based on the findings of an in-depth investigation and 76 interviews with top and middle managers, engineers and external experts, the researchers discovered a culture of fear due to temperamental leaders and that frightened middle managers were scared of telling the truth.
The fear that froze the company came from two places. First, the company’s top managers had a terrifying reputation. Some members of Nokia’s board and top management were described as “extremely temperamental” and they regularly shouted at people “at the top of their lungs”. It was very difficult to tell them things they didn’t want to hear. Second, top managers were afraid of the external environment and not meeting their quarterly targets, which also impacted how they treated middle managers.
Top managers thus made middle managers afraid of disappointing them. Middle managers were told that they were not ambitious enough to meet top managers’ goals.
Fearing the reactions of top managers, middle managers remained silent or provided optimistic, filtered information. Thus, middle managers directly lied to top management.
What was worse, a culture of status inside Nokia made everyone want to hold onto inside Nokia made everyone want to vested power for fear of resources being allocated elsewhere if they delivered bad news or showed that they were not bold or ambitious enough to undertake challenging assignments.
Beyond verbal pressure, top managers also applied pressure for faster performance in personnel selection. This led middle managers to over promise and under deliver. One middle manager told us that “you can get resources by promising something earlier, or promising a lot. It’s sales work”.
While modest fear might be healthy for motivation, abusing it can be like overusing a drug, which risks generating harmful side effects. To reduce this risk, leaders should coordinate with the varied emotions of the staff. Nokia’s top managers should have encouraged safe dialog, Internal coordination and feedback to understand the true emotion in the organization.
谁杀了诺基亚？
诺基亚的执行官们试图用三个因素解释诺基亚为何从智能手机的金字塔顶端跌落至谷底：1）诺基亚的技术比苹果公司逊色；2）诺基亚公司自以为是；3）诺基亚的领导者没能预见苹果手机的入市会给他们带来毁灭性的冲击。
也有人认为不是上述原因。诺基亚输掉智能手机战，完全是因为公司里中高层管理者中普遍存在的不同的恐惧，它导致全公司的不作为，致使诺基亚在与苹果的较量中无力回击。
根据深入的调查结果和对76名中高层管理人员、工程师和外部专家的采访，研究人员发现了易怒的领导者引起了恐惧文化，使中层管理人员害怕说实话。
僵化公司里的恐惧来自两个地方。首先，公司的高层管理人员有着骇人的声誉。诺基亚董事会和高层管理人员的一些成员被描述为“暴脾气”，他们经常“顶着肺”地朝人喊叫。告诉他们那些他们不想听的东西是非常困难的。其次，高层管理人员恐惧外部环境，也担心达不到季度目标，这也影响了他们对待中层管理人员的方式。
因此，高层管理人员使得中层管理人员害怕令他们失望。中层管理人员被告知，他们没有足够的壮志雄心去达成高层管理人员的目标。
中层管理人员害怕刺激高层管理人员，只好保持沉默，或者报喜不报忧。
更糟糕的是，诺基亚内部的等级观念致使每个人都想守住既得利益，害怕如果自己传达了坏消息，或者表现出不够勇敢或缺乏雄心壮志去承担挑战性的任务，那么自己手中的资源就会被分配到其他地方。
除了言语压力之外，高层管理人员在人事选择方面，通过施加压力来更快地见到成效。这导致了中层管理者过度承诺和行动不足。一位中层管理人员告诉我们：“你可以通过早做承诺或者夸下海口来获得资源。这是销售工作。”
虽然适度的畏惧有益于内部激励，但是，对其滥用就像用药过度一样，会有产生有害的副作用的风险。为了减少这种风险，领导应该协调工作人员的不同情绪。诺基亚的高层管理人员应该鼓励安全对话、内部协调和反馈，以了解组织中的真实情感。
Unit 2
Reading 1
Habits of Highly Effective Communicators
It’s no secret that good leaders are also good communicators. Indeed, communication and leadership are inextricably tied. How can you inspire or guide others if you don’t communicate in a clear, credible and authentic way? Here are 5 essential communication practices of effective leaders:
1. Mind the say-do gap
Trust is the bedrock of effective leadership – your behavior is your single greatest mode of communication, and it must be congruent with what you say. If your actions don’t align with your words, you are storing up trouble for the future.
2. Make the complex simple
Effective leaders distill complex thoughts and strategies into simple, memorable terms that colleagues and customers can grasp and act upon. he most important thing is to clarify what you want to say, look out for technical jargon and avoid business speak, which add complexity. Say what you mean in as few words as possible.
3. Find your own voice
Use language that’s distinctly your own; let your values come through in your communication. Correct use of language and grammar is important, of course, but don’t become overly fixated on eloquence for eloquence’s sake; concentrate on being distinct and real. People want real, people respect real, people follow real.
4. Be visible
Visibility is about letting your key stakeholders get a feel for who you are and what you care about. Don’t hide behind a computer and only interact with people electronically – see them face to face and voice to voice, and interact with them in a real, substantial way. In today’s environment, where people are often burned out, it’s important for employees to have a personal connection with you and the work you believe in. Show the people who work for you that you’re engaged and you care about them and their work.
5. Listen with your eyes as well as your ears
Effective communication is a two-way process, and good leaders know how to ask good questions, and then listen with both their eyes and their ears. Because you are in a position of authority, others may be reluctant to express their real opinions to you directly. You won’t always get direct feedback, so you also need to be able to read between the lines and look for the non-verbal cues.
善于沟通者的习惯
优秀的领导者总是善于沟通，这并不是什么秘密。确实，沟通力和领导力总是形影不离。如果你不能用清楚、可信、可靠的方式来进行交流，你如何激励和领导其他人？下面是出色的领导者必做的五件事：
1. 注意说和做之间的差距
信任是有效领导的基石，你的行为是你唯一的最佳沟通方式，它必须与要表达的内容一致。如果你言行不一，你是在为将来埋藏隐患。
2. 让复杂的事情变得简单
善于沟通的领导者能够把复杂的思想和策略提炼成简单易记的语句，便于同事和顾客领会执行。最重要的是把你想说的东西说清楚，谨慎使用技术行话、避免打官腔，那只会增加事情的复杂性。把你要表达的用最精简的语句说出来。
3. 找到自己的语言
运用自己特色鲜明的语言，通过交流传递价值观。正确运用语言和语法当然很重要，但是，不要过于执着于口才至上，而要将精力集中在鲜明的特色和事实真相方面。人们渴望真实，人们尊重真实，人们追随真实。
4. 让别人看见自己
让别人注意到你的存在是让你的重要利害关系人对你是谁和你关心什么有所感受。切忌躲在电脑背后，只通过电子方式跟人交流；要面对面互相倾听，进行大量切实的互动。在如今的工作环境中，人们常常精疲力竭，让雇员与你及你所倚重的工作建立起切身的联系尤为重要。让那些为你工作的人看到你的投入、你对他们和他们工作的关心。
5. 用你的眼睛和耳朵一起倾听
有效的沟通是一个双向过程，优秀的领导者知道如何提出有价值的问题，然后用他们的眼睛和耳朵一起倾听。因为你处在权力位置上，其他人可能不愿意把他们真实的想法直接告诉你。你不会总是得到直接的反馈，所以你需要能够体会言外之意，同时发现一些非言语的暗示。
Reading 2
Communication Failure
The meaning of “communication” goes a lot deeper than people often think. Communication is about conceiving, sending, receiving, and interpreting messages as well as confirming reception of these messages. A failure at any point in this chain can result in ineffective communication.
Ineffective communication can be disastrous. There is a famous story of a British Army Commander who sent the message “Send reinforcements, we’re going to advance.” back to his Command Center, through a long chain of subordinates. When the message finally reached the Command Center, it had become “Send three and four-pence, we’re going to a dance.” The reinforcements never arrived.
You can demonstrate this same principle, albeit on a less dramatic scale, by trying to play Chinese Whispers with more than 20 people. It is highly unlikely the same message you started with will be the one you end with.
In a business, there are three main types of communication failure. Each has its own indicative signs.
The first type is known as allocative failure. This occurs when a firm is not gathering enough intelligence about its market or (most often), the information is not reaching the right points. The firm will not be allocating resources in step with the shifts in demand. If demand is rising but the firm is suffering from allocative communication failure, then stocks will fall and there will be understaffing. If the inverse happens, there will be a surplus of stocks and overstaffing.
The second type is executive failure, where communication to trigger specific events/actions is either late, lacking or in error. The symptoms of this are a general loss of direction in the company or departments, a loss of co-ordination and an increase in complaints from customers as things happen late or not at all.
The final type is human failure. This occurs when the general culture of a business or the relationships between particular individuals or departments do not foster effective communication. This leads to alienated staff, an increase in staff turnover, an increase in absenteeism and general frustration among staff. Creativity, especially that which takes place across departmental boundaries, is likely to suffer hugely as team synergy slips.
沟通失败
沟通的含义比人们通常理解的要更深刻。沟通是关于信息的构思、传输、接收和理解，以及确认这些信息的送达。在这个链条上的任何一个环节出现失误都会导致沟通无效。
无效沟通可能带来严重的损失。有个很著名的关于一位英国陆军司令的故事，他通过多级下属向他的指挥中心发出消息“请派援军，我们的部队要往前推进”。当这条消息最终传到指挥中心的时候，变成了“送三四便士来，我们要去跳舞”。援军始终没有到达。
通过和20多人玩中国耳语游戏，你可以证明同样的道理，尽管后果没有那么严重。游戏开始时传递的信息几乎不可能和游戏结束时得到的信息相同。
在商业活动中，有三类主要的沟通失败。每一类都有独特的指示标志。
第一类被称作资源配置失败。当一个公司没有得到足够的市场情报（大多数情况下是这样），或者这些情报没有被送到正确的地方时，这种失败就会发生。公司在配置资源时，跟不上需求的变化。如果需求持续增加而公司正经历资源配置沟通方面的失误，那么库存将下降并且出现人手不足的状况。如果相反的情况发生，将会出现库存增加和人员过剩的情况。
第二种类型是执行层面的失败。这种失败是指激励具体事项或行动的沟通要么来得太迟，要么缺失，要么是错误的。出现这类失败的情形表现为，公司或多个部门普遍失去了发展方向和缺少合作，由于反应迟缓或完全没有反应，造成越来越多的客户投诉。
最后一种类型是人事层面的失败。当一个企业的总体文化，或是特定个人或部门之间的关系不能增进有效沟通的时候，这种失败就会发生。这会导致员工离心离德，增加员工更替率，助长旷工现象，也会在员工中造成普遍的挫败感。创造力，尤其是跨越部门界限体现出的创造力，可能由于团队协作能力的下降而受到很大冲击。
Unit 3
Reading 1
A Teamwork Game
A team of about 35 employees had come together for a team building event. They were a young, bright and enthusiastic team. However, one of their chief problems was the fact that they wouldn’t share information or solutions with each other, and the team leader thought they were too focused on themselves and not on the team. As a result, she brought them all into the cafeteria. All of the tables and chairs had been stored away, and fun decorations and hundreds of different colored balloons had been placed around the room.
In the center of the room was a big box of balloons that hadn’t been blown up yet. The team leader instructed everybody to pick a balloon, blow it up, and write their name on it, but they had to be careful not to burst the balloon. Although they were given a second chance if their first balloon popped, they were out of the game the second time round. In the end, about 30 team members wrote their names without their balloons popping. They were then asked to leave the room and, after five minutes, the team leader brought them back in and asked them to find the balloon with their name on it amongst the hundreds of other balloons in the room. After 15 minutes of searching, no one had found their balloon, and the team were told that they were then going to move on to the third round of the activity.
In this round, each team member was instructed to find any balloon with a name on it and then give that balloon to the person whose name was on it. Within two minutes, everybody had their own balloon. The team leader summarized the activity thus: “We are much more efficient when we are willing to share with each other and much better at problem solving when we are working together, not individually.”
Sometimes, members of teams create obstacles by focusing solely on their own pursuits and goals. Every member of the team should ask themselves on a regular basis what they are doing and what they can do for the team.
团队游戏
一个约35名员工的团队聚集在一起进行团队建设活动。他们是一个年轻、聪明和热情的团队。但是，他们的一个主要问题就是他们不会彼此分享信息或解决方案，团队领导也认为他们太关注自己，而不是整个团队。结果，她把他们全都带进了自助餐厅。所有的桌椅都被收了起来，房间内布满了有趣的装饰和数百个五颜六色的气球。
房子中间放着一大箱尚未充气的气球。队长指示大家挑一个气球，吹起来，写下他们的名字，但是他们必须小心，不要弄炸气球。尽管第一次他们的气球炸掉了，他们还有一次机会，但是如果他们的气球再爆掉，他们就得出局。最后，大约有30名队员写了他们的名字，气球也没有炸掉。随后，他们被要求离开房间，五分钟后，团队领导带他们回来，并要求他们在房间里的数百个气球中找到写着自己名字的气球。经过15分钟的寻找，没有人找到自己的气球，接下来团队被告知，他们将进入第三轮活动。
在这轮中，每个队员被指示寻找任何一个写有名字的气球，然后把这个气球送给相应的人。两分钟后，每个人都拿到了自己的气球。团队领导这样总结活动的意义：“当我们愿意相互分享时，我们的工作效率会更高；当我们一起工作而不是单打独斗时，问题也会解决得更加顺利。”
有时，当团队成员只关注自己的追求与目标时，反而会给自己制造障碍。团队的每个成员都应该定期问自己在做什么，以及他们能为团队做些什么。
Reading 2
Tips for Team Building
When you think of team building, do you immediately picture your group off at a resort playing games or hanging from ropes? Traditionally, many organizations approach team building in this way but, then, they wonder why that wonderful sense of teamwork that had been displayed at the retreat or the seminar fails to impact long term beliefs and actions back at work.
I’m not averse to retreats, planning sessions, seminars and team building activities — in fact I lead them — but they have to form part of a much larger teamwork effort. You will not build teamwork by “retreating” as a group for a couple of days each year, instead you need to think of team building as something you do every single day.
• Form teams to solve real work issues and to improve real work processes. Provide training in systematic methods so the team expends its energy on the project, not on trying to work out how to work together as a team to approach the problem.
• Hold department meetings to review projects and progress, to obtain broad input, and to coordinate shared work processes. If there is friction between team members, examine the work processes they mutually own — the problem is not usually their personalities; instead, it is often the fact that the team members haven’t agreed on how they will deliver a product or service, or the steps required to get something done.
• Build fun and shared occasions into the organization’s agenda — hold pot luck lunches, take the team to a sporting event, sponsor dinners at a local restaurant, go hiking or go to an amusement park. Hold a monthly company meeting, sponsor sports teams and encourage cheering team fans.
• Use ice breakers and teamwork exercises at meetings — these help team members get to know each other, share details about each other’s lives, and have a laugh together.
• Celebrate team successes publicly. There are many ways you could do this, for instance by buying everyone the same T-shirt or hat, putting team member names in a draw for company merchandise and gift certificate. The only thing limiting you is your imagination.
If you do the types of teamwork building listed above, you’ll be amazed at the progress you will make in creating a teamwork culture, a culture that enables individuals to contribute more than they ever thought possible — together.
团队建设的忠告
想到团队建设，你是否会马上想到你的团体在度假场所玩游戏或者荡秋千的场景？很多机构通常用这种方式进行团队建设，但是，他们也在思考：为什么在度假胜地或者研讨会上展现出的良好的团队意识，在回到工作中之后就难以持续影响员工的信念与行动呢？
我不反对休养、规划会议、研讨会和团队建设活动——事实上，我牵头进行这些活动——但是它们必须成为一个更大的团队合作活动的一部分。团队建设不可能通过每年几天的“休养”达成，相反，你需要把团队建设当成每天的“必修课”。
组建团队去解决真实的工作难题，推进工作进程。提供系统训练方法，让团队把精力花到项目上，而不是探索以团队的形式解决问题的方式方法本身。
召开部门会议审查项目进展情况，争取广泛投入，协调共同的工作流程。假如团队成员间出现了摩擦，就需要审视他们共享的工作程序，因为问题通常不源自他们的不同个性；然而，事实往往是，组员没有在如何提供产品或服务上达成共识，或者在完成任务所需步骤上意见不合。
公司日程中应有趣味活动、快乐分享等活动安排，如举行百乐午餐，带领团队参加运动会，在当地餐厅举办赞助晚餐，组织远足或者游园活动。举行每月一次的公司会议，赞助运动队，鼓励拉拉队的球迷。
在会议中开展破冰活动和团队练习——这些能帮助团队成员彼此认识，分享彼此的生活细节，共同欢笑。
公开庆祝团队的成功。做这件事可以有很多方式，例如，给每人都买相同的T恤衫或者帽子，或者用团队成员姓名抽奖，赢取公司产品和礼券。限制你的唯一的东西就是你的想象力。
如果你按照上面列举的方式去建设团队，你会为你在构建团队文化中所取得的进步而感到震惊，这种文化能使个人做出多于过去的贡献。
Unit 4
Reading 1
How Google Continues to Keep Employees Happy
Working for Google is a dream of many, not just because of what this company has achieved in the last 15 years, but because of its enviable work culture. With about 37,000 employees in 40 countries, you might wonder how Google maintains a motivating work experience throughout its entire company.
Working for Google comes with perks that most other organizations can’t provide — bowling alleys , free haircuts, gym memberships, and shuttles to and from work. The company’s secret to success is putting the same amount of time and effort into keeping employees happy as it does into innovating products.
Back when the company was just a start-up, co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at. Their idea was simple: creating a work culture that keeps employees happy, will motivate them to do their best, and will keep them loyal to the company.
“It’s less about the aspiration to be No. 1 in the world, and more that we want our employees and future ones to love it here, because that’s what’s going to make us successful,” said Karen May, the Vice President of People Development at Google.
Google also makes its employees want to work because managers provide tasks that are inspiring and challenging. Every employee at Google has the opportunity to spend 20% of his or her working time on a project they choose. This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired about their jobs.
Lastly, Google shows each employee just how important he or she is to the company. Each employee, regardless of his / her spot on the totem pole, has an influence on how Google performs.
“If you value people, and care about them as whole people, one thing you do is give them a voice, and you really listen,” May said.
Google does just that by hosting employee forums every Friday, where they discuss the 20 most-asked questions. Employees have access to all company information, adding a sense of trust, and employees and leaders work together to solve problems.
谷歌如何一直让员工开心
到谷歌工作是很多人的梦想，不仅仅是因为这个公司在过去15年所取得的成就，还因为那里有令人羡慕的企业文化。谷歌在40个国家拥有约3.7万名员工，您可能会想知道它如何在整个公司维持积极的工作体验。
在谷歌工作有大多数其他机构不能提供的待遇——保龄球馆、免费理发、健身房会员和往返于公司的班车。谷歌公司成功的秘诀在于，在保持员工幸福感和产品创新方面，它投入了同样多的时间与精力。
公司刚创立的时候，共同创始人拉里·佩奇和赛吉·布林就设定了一个目标：要让谷歌成为最杰出的人才想为之效力的地方。他们的想法很简单：创造一种可以让员工保持快乐的工作文化，激励他们尽最大努力保持对公司的忠诚度。
谷歌人力发展副总裁凯伦·梅说：“与其说我们想力争成为世界第一强，不如说我们想让我们现在和未来的员工都爱上这里。因为只有这样，才能使我们成功。”
谷歌员工有热情，因为管理人员提供了令人振奋和充满挑战的任务。谷歌的每个员工都有机会把20%的工作时间花费到自选项目上。这样的自由可以使员工不用循规蹈矩，从单调乏味、毫无工作激情的任务中解脱出来。
最后，谷歌向每位员工表明，他（她）对公司很重要。每一个人，无论他（她）在什么岗位，都对谷歌的运营产生影响。
“如果你重视人才，把他们当作一个健全的人格来关心，你所要做的事就是给他们一个发声的机会，而你要认真地听”，梅说。
谷歌是通过每周五都举办员工论坛做到这点的，论坛上大家会讨论最常问的20个问题。员工可以获悉公司的所有信息，从而增加对公司的信任，使员工和领导能携手解决问题。
Reading 2
The Right Way to Motivate Employees
It’s important for a CEO to be passionate and enthusiastic, but there’s a line of professionalism that must always be maintained.
According to a report from the technology website VentureBeat, PayPal CEO David Marcus wrote a critical letter to his employees blaming them for not using PayPal products and encouraging them to leave if they didn’t have the passion to use the products they work for.
According to the website, part of the leaked letter reads:
“It’s been brought to my attention that when testing paying with mobile at Cafe 17 last week, some of you refused to install the PayPal app, and others didn’t even remember their PayPal passwords. That’s unacceptable to me, and the rest of my team; everyone at PayPal should use our products when available. That’s the only way we can make them better, and better.”
“In closing, if you are one of the folks who refused to install the PayPal app or if you can’t remember your PayPal password, do yourself a favor, go and find something that will connect with your heart and mind elsewhere.”
While not obvious at first, the letter reveals a problem of morale and culture at PayPal. As an executive, you certainly want your employees to use and promote your products. However, when faced with a situation where staff aren’t embracing what they make, you need to investigate the root of the problem — not threaten.
When faced with internal problems, good executives start by asking “why”. They reach out to their executive team first and then to the entire staff to find the root of a problem and how to fix it. Sending out a one-sided note about the problem is not leading; it’s retreating.
Leadership starts by listening. Good executives need to get out among the staff and ask questions and listen without judgment or reaction. The fact that company employees are not embracing and using its products is a failure of leadership that Marcus needs to address by self-reflection. At the end of the day, if his employees have to be forced to use the app, how can he expect consumers to want to willingly pay to use it? Marcus should have focused on three questions:
• Why are you not using the app?
• What is it that we can do to ensure you use our app?
• What do you need from me?
激励员工的正确方法
作为一名首席执行官，有激情与热忱固然重要，但必须坚守职业操守。
根据美国科技网站VentureBeat的报道，贝宝（PayPal）首席执行官大卫·马库斯给员工写了一封批评信，谴责他们不用贝宝的产品，并规劝他们，如果他们不热衷使用公司产品，可以辞职。
根据这一网站显示，一部分泄露的信件内容是：
“有件事引起了我的注意：上周在Cafe 17餐厅测试移动支付的时候，你们中的部分人拒绝安装应用软件贝宝，还有些人甚至忘了自己的贝宝密码。这对我来说是不能接受的，每个在贝宝工作的人都应该在可以用的地方使用我们的产品。这是我们可以更好地使它们的唯一途径。”
“最后，如果你是拒绝安装贝宝应用程序的人之一，或者如果你不记得你的贝宝密码，请帮自己一个忙，去别处寻找一些可以与你的心产生共鸣的东西。”
虽然开始并不明显，这封信揭示了贝宝有关士气和文化的问题。作为执行官，您当然希望员工使用和宣传自己公司的产品。但是，当面对员工不欢迎自己所做的东西的情况时，您需要调查问题的根源——而不是威胁。
面对内部问题时，好的高管首先要问“为什么”。他们首先会要求执行团队，接着发动全体员工找出问题根源，寻求解决办法。就存在的问题发出片面的书面告示，这种做法不是在引导解决问题，而是在逃避责任。
领导从聆听开始。好的执行官要到员工中去，问问题，倾听他们的意见，而不需要作出判断或反应。公司员工不喜欢也不使用自己的产品这一事实体现了领导力的失败，为此马库斯应该自我反省。如果到了最后，他的员工必须被强制使用这个应用软件，那么他如何奢望顾客会愿意花钱去使用它呢？马库斯应该将注意力集中到三个问题上：
为什么不使用这个应用程序？
我们可以做什么来确保你使用我们的应用程序？
你需要我做些什么？
Unit 5
Reading 1
Performance Management and Performance Appraisal
Performance management aims to acknowledge the employees’ achievements, support their personal and professional development, and motivate and empower them to perform their work effectively. Performance management helps employees to develop their understanding, knowledge and skills so that they can contribute to the achievement of the enterprise’s goals and gain personal and job satisfaction. It is a vital part of any quality human resource system.
Every enterprise wants and should expect high performance from each employee. The elements of a competency-based performance management system will, if implemented well, enable high performance which will define enterprise and personal success.
Using performance management processes, an enterprise can be better placed to meet competitive challenges. This is done by:
• identifying the critical positions;
• determining the most important competencies for these positions;
• providing the education, training and feedback required by employees;
• holding each person accountable for their results.
The key to the performance management process is “performance appraisal”. Performance appraisal is simply an evaluation of how well an employee performs his or her job compared to a set of predetermined standards. It is a systematic process of feedback on an employee’s work performance, and agreement to future training plans, job goals and job aspirations.
To be effective, a performance appraisal needs to have a set of agreed criteria that will be the basis of feedback as well as of setting future goals. Units of competency provide a very effective tool for setting benchmarks or criteria for work performance. The performance criteria within units of competency can be used as measures to assess against in a performance appraisal or review.
绩效管理和绩效评估
绩效管理的目的在于：肯定雇员的成绩，帮助他们实现个人成长及职业发展，激励他们并使他们能够更加有效地完成工作。绩效管理旨在帮助员工提高认知水平、专业知识和技能，以便他们在努力实现企业目标的同时，增强对自身和职业的满意度。这是任何有效的人力资源管理制度的重要组成部分。
每个企业都需要也期待每一个员工有优异的表现。如果基于能力评定的绩效管理制度的各项指标得以有效实施，就可以确保高效能，这意味着企业和员工共同获得成功。通过绩效管理手段，企业将更能应付有竞争力的挑战。这可以通过以下措施得以实现：
• 找出核心岗位；
• 确定这些岗位所需的关键能力；
• 提供员工要求的教育、培训和反馈；
• 使每个人各尽其责。
绩效管理过程的关键是“绩效评估”。绩效评估，简单地说，就是对照一系列既定的标准来评价员工的工作表现。它是对员工工作表现的系统反馈，也是确定未来培训安排、工作目标和工作预期的依据。
为了更加有效，绩效评估需要设定一套一致的标准，作为确定评价反馈和工作目标的依据。工作绩效的标准或要求是按人的各项能力来设定的。这样的业绩标准可以在绩效评估和评议时作为标尺来衡量。
Reading 2
How to Handle a Bad Performance Review?
Getting a bad performance review can make you feel angry, unappreciated, defeated, and hopeless. But it’s not the end of the world. Remember that the way you respond to this appraisal can make all the difference in the next one. Even if you believe that the review is inaccurate and that your boss is completely wrong, you will benefit by reacting in a mature, adult manner. Here are some suggestions:
Stay calm. Relax. Breathe. Do not overreact and be objective. Especially, do not say things that will likely be regretted later. Besides, the person giving the performance review may or may not be the one who has written the bad review.
What to Do When Receiving a Bad Performance Review
It’s best to listen attentively. And make comments or remarks only when asked for them. Besides, during the performance review, you will be given the chance to respond and may disagree.
What to Do After Receiving a Bad Performance Review
Don’t be intimidated by the bad performance review and want to quit the job; instead, learn from it. Also, if the organization allows their employees to make a written statement on their own behalf, do make one. It is important for the worker to show why she does not agree with the bad performance review; for instance, an employee may express their different understanding and, at the same time, a willingness to comply with any constructive suggestions.
Ways to Improve a Bad Performance Review
A way to improve a bad performance review is to set self-reviews, that is, establish performance standards. Another way to improve a bad review is to learn more about what the manager, supervisor, or boss wants or expects from his / her employees. Learning what it was that caused a bad performance review helps improve professional growth and encourages as well as motivates the worker to do better in order to receive a good review next time.
如何面对不佳的绩效考核结果？
绩效考核的成绩欠佳可能会让你感到愤怒、不被认可、挫败和丧失希望。但这并不是世界末日。要记住，你对这次绩效考核结果的反应，会大大影响你下次的考核结果。即使你认定考评结果不准确，或者你的老板完全错了，如果你通过成熟的、成年人的方式去应对，你将受益匪浅。
镇定下来，放松，深呼吸。持客观态度，不要反应过度。特别是，不要说你之后会后悔的话。另外，拿给你这份考评结果的人可能并不是写下这份考评的人。
收到成绩欠佳的考评结果时该怎么做
最好的做法是认真聆听。只在需要你回应时，你才反馈你的看法和意见。另外，在进行绩效考评时，你会有机会回应，甚至提出异议。
收到成绩欠佳的考评结果以后该怎么做
如果绩效考核结果不佳，不要过于担心，甚至想辞去工作，而应该从中吸取教训。同时，如果公司允许员工自己提供一份书面说明，一定要写一份。对于被考核者来说，表达出不认同不良评定的原因是很重要的。例如，被考核者可在表达不同看法的同时，表示愿意接受有益建议。
改善绩效考核不良成绩的方法
改善绩效考核不良成绩的一个有效方法是建立自我评价体系，也就是设定业绩标准。另一个办法是更多地去了解你的经理、上司或老板对员工的期望。让员工了解自己绩效评价结果不佳的原因可以帮助促进其专业发展，鼓励并激励其在下次考核时取得好的成绩。
Unit 6
Reading 1
How to adapt to Change in the Workplace?
If there’s one word that captures the essence of what is occurring in the world today, it’s “change”. Downsizing, reorganizing, and cutting costs, are now the norm for survival. No industry is exempt. Even the most conservative institutions are undergoing significant changes just to survive.
Change management has always been an issue of debate amongst scholars: how can employers create suitable conditions for a successful change process? And what can employees do to get through it?
Tips for dealing with change in the workplace:
• Make yourself aware that change happens: it happens in personal life; it happens in your professional life. You cannot live in the past, so denying that change could occur only makes things more complicated for you.
• Stay alert in the workplace: know what is happening around you. When you come across clues that hint change is on the way, acknowledge them!
• Maintain open communication channels. Don’t lay back and expect things to pass you by smoothly. You need to get acquainted with the occurring changes. Seek more details from your management and peers to form an accurate understanding of the matter. Be transparent and honest about your fears: dealing with the unknown is often resented and daunting. Make the picture as clear as you can.
• Assess yourself. Change is a time when one’s confidence about one’s skills and capabilities gets shaky. Recognize your strengths and where you could bring them into play. At the same time, stay aware of your developmental areas and work on improving those.
• Don’t be stiff. It will make the change process much harder if you are rigid. Be flexible enough to look at the different angles of the change and see where you could apply your “existing” skills and knowledge, and what new skills you need to acquire.
• Stay optimistic. Keep a positive attitude and don’t let yourself drown in uncertainty. Involve yourself in the new process; locate yourself properly in the new scenario. Adjust!
“You can’t get to the top of Everest by jumping up the mountain. You get to the mountaintop by taking incremental steps. Step by step, you get to the goal,” says Robin Sharma, one of the world’s most sought-after leadership and personal success experts.
如何适应职场变化
如果用一个词来捕捉当今世界的本质特征，那非“变化”莫属。裁员、重组、降低成本如今已经成了生存的常态，无一行业可以幸免。为了生存，哪怕最保守的机构也要进行改革。
应对变化是学者们经常争论的一个话题：雇主如何才能为成功推进改革进程创造合适的条件？员工们又该如何应对？
小贴士：如何应对职场变化
让自己认识到，变化总是会发生的，生活在变，工作也在变。你不能生活在过去，因此，否认变化的发生只能使事情变得对你来说更加复杂。
时刻保持清醒的头脑：注意身边发生的一切。当你看到有迹象表明变化即将发生时，要敢于面对。
保持沟通渠道畅通。不要只是退缩等待，希望凡事都会顺利过去。你需要了解正在发生的变化，从领导和同事那儿了解更多的详情，形成对事情的正确认识。坦诚面对自己的担忧，应对未知之事往往会令人不快，令人畏惧。尽可能把情况弄清楚。
自我评估。变革的时候，人们往往对自己的技能和能力产生怀疑。清楚自己的优势，并知道在什么地方能发挥出来。同时，明白自己的发展领域，并努力改进完善。
不要固执死板。顽固不化只会使进程的改变变得更难。要足够灵活，从各个不同的角度看待改变，发现自己在哪些地方可以运用“现有”的技能和知识，有哪些新技能有待掌握。
保持乐观。保持积极心态，不要让自己犹豫不决。参与到新的变化进程中去，在新的环境下重新定位、调整自我、迅速适应！
世界上最受推崇的一位领导学和个人成功领域的专家罗宾·夏玛说：“没人可以一步跨上珠穆朗玛峰峰顶。只有踏着坚实的脚步才能到达山顶。一步一步地，你就可以达到目的地。”
Reading 2
Jack Welch Leading Organizational Change at GE
When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career. He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.
One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas. If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
The restructuring was followed by changing the organizational culture and the managerial styles of GE’s managers. One such program was the Work-Out. Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.
Another program to improve effectiveness and efficiency was Best Practices. The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company’s performance.
Jack Welch was personally involved in developing managers at GE’s training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.
杰克•韦尔奇领导通用电气的机构改革
2001年，通用电气公司董事长兼首席执行官杰克·韦尔奇退休，回顾他的职业生涯，可谓事业有成。1981年他45岁时成为首席执行官。当时的通用电气机构臃肿，官僚主义盛行。
他的首要变革就是，启动战略制定程序，其原则是：每项业务在各自领域都要做到数一数二。否则，其业务经理面临三种选择：一是解决问题，二是出售业务，三是关门大吉。为了精简机构，韦尔奇取消了科级部门，裁掉了成千上万的计时付酬的工人。
机构重组之后，他便着手改革企业文化和整顿经理们的管理作风。他采用一种被称为“群策群力”的解决方案。具体做法是，部门经理们用三天时间分组开会，公开交流意见。会议伊始，主管领导向下属单位经理提出问题，随后便离开会场，让这些经理研究出解决方案，小组主持人组织讨论。会议最后一天，主管领导会收到经理们提交的解决方案。主管领导可以有以下三种选择：接受方案、不接受方案或者收集更多信息。这种做法给主管领导的决策增加了压力。
另一种提高效率的做法叫“最佳实践”,其目的是向其他公司学习怎样赢得客户满意，学习怎样与供应商打交道，学习怎样开发新产品。这样做有助于通用人将他们的生产活动集中在改进公司的业绩方面。
杰克·韦尔奇还亲自到克罗顿维尔的通用培训中心参与对经理的培训。他认为，领导者不仅要能够达成既定目标，还要能够分享公司的价值观。
Unit 7
Reading 1
Organizational Culture and Its Functions
Just as individuals have personalities, so, too, do organizations. Individuals have relatively enduring and stable traits that help us predict their attitudes and behaviors. Organizations, like people, can be characterized as, for example, rigid, friendly, warm, innovative, or conservative. These traits, in turn, can be used to predict attitudes and behaviors of the people within these organizations.
The culture of any organization, although it may be hard to measure precisely, nevertheless exists and is generally recognized by its employees. Organizations have cultures that govern how members behave. Organizational culture refers to a system of shared meaning held by members that distinguishes the organization from other organizations. It is a set of key characteristics that the organization values. There are seven primary characteristics that capture the essence of an organization’s culture. They are: innovation and risk taking, attention to details, outcome orientation, people orientation, team orientation, aggressiveness and stability. Appraising the organization on these seven characteristics gives a composite picture of the organization’s culture. This picture becomes the basis for feelings of shared understanding that members have about the organization, how things are done in it, and the way members are supposed to behave.
Culture performs a number of functions within an organization. First, it creates distinctions between one organization and others. Second, it conveys a sense of identity for organization members.
Third, culture facilitates the generation of commitment to something larger than one’s individual self interest. Fourth, it enhances the stability of the social system. Finally, culture serves as a sensemaking and control mechanism that guides and shapes the attitudes and behaviors of employees.
The role of culture in influencing employee behaviors appears to be increasingly important in today’s workplace. Who receives a job offer to join the organization, who is appraised as a high performer, and who gets a promotion are strongly influenced by the individual-organization “fit”. It is not a coincidence that employees at Disney theme parks appear to be almost universally attractive, clean, and wholesome looking, with bright smiles. And once on the job, a strong culture, supported by formal rules and regulations, ensures that Disney theme park employees will act in a relatively uniform and predictable way.
企业文化及其功能
正如每个人都有个性一样，企业也有个性。每个人所具有的相对持久稳定的特质有助于我们预测他们的态度和行为。企业就像人一样，具有诸如严厉、友好、热情、创新或保守的特征。这些特质反过来又可以用来预测这些企业内人员的态度和行为。
任何企业的文化，尽管很难准确度量，但确实存在，并被组织内员工所认同。组织文化规范员工的行为举止。企业文化指的是所有员工认同的思想体系，可以用来区别于其他企业，是企业非常珍惜的一系列重要特征。体现企业文化的本质主要有以下七大特征：大胆创新并敢于冒险、看重细节、注重结果、以人为本、团队精神、积极进取、稳定发展。从这七个方面对某一组织进行评估，勾画出这一组织文化的全貌。这一画面成为员工对企业共同理解的情感基础：工作应该怎么完成，需要员工怎么做。
企业文化具备如下功能。第一，用于区别其他组织；第二，体现企业内员工的认同感；第三，有助于产生对企业的承诺，这种承诺超越了员工自身的利益；第四，加强社会体系的稳定。最后，文化还可作为一个思想意识形成和组织管理机制，指导和养成员工的态度和行为。
在当今的职场环境中，企业文化在影响员工行为举止方面所起的作用显得越来越重要。个人与企业的融合度极大地影响着个人是否被录用，是否作为优秀员工受到表彰，是否得到晋升。迪斯尼主题乐园的员工们似乎都富有魅力、干净健康、笑容灿烂，这绝非偶然。一旦上岗，强大的以严格规章制度为支撑的迪士尼文化，确保所有员工操作规范一致，符合人们的预期。
Reading 2
Create a Positive Workplace Culture
In competitive markets, leaders are under increased pressure to maintain a positive work culture. A positive work culture cultivates greater employee satisfaction; greater employee satisfaction contributes to higher performance; higher performance impacts improved client outcomes; improved client outcomes contribute to service excellence.
Positive work cultures are built over time and need constant attention. Such cultures are dependent on leadership vision and values.
An effective leader sets the tone for the team, encourages a positive workplace culture and is able to bring about cultural change.
Workplace culture is made up of the shared attitudes, beliefs, behaviors, values and expectations that influence the way people work in the workplace. It is “the way we do things around here”.
Some cultural aspects are understood by all and are obvious such as turning up for work on time, while others may be “unwritten rules” that are not so obvious, for example, how personal issues are resolved with work colleagues.
Many factors that influence whether a workplace has a positive outlook are within the control of people who work in the workplace. There are also factors out of their control, such as slumps in global prices or a change in demand and supply. The company can, however, control how they respond to these factors.
Those companies that do create positive workplace environments develop a reputation in their community as being “good to work for” and have a competitive edge. Not only are these companies more able to attract and retain people, they tend to be more stable as they proactively deal with issues and adapt to change.
Teams work best when they are clear about what is expected of them. They are more able to deal with difficult issues if they feel the values of the organization are supportive of them.
For a workplace culture to be positive, the direction and actions of the business must be consistent with the core values of the people in the workplace. The people must trust each other and be able to openly express and exchange ideas.
Working through these steps will help with developing a positive business culture.
创建积极的企业文化
在竞争激烈的市场中，领导者为保持积极的企业文化而备受压力。积极的企业文化提升员工满意度，员工满意度越高，工作就越出色；工作越出色，顾客就越多；顾客越多，服务质量就越好。
积极的企业文化是经过较长时间建立的，需要不断呵护。工作文化的形成靠的是领导者的见识和价值观。
卓有成效的领导者为团队定下基调，鼓励积极文化的培养，大胆进行文化改革。
企业文化由共同的态度、观念、行为、价值观和期待构成，影响着职场员工的工作方式。“这事在我们这里就得这么办。”
有些文化现象显而易见，人人皆知，如按时上班；有些则是不成文的规矩，不是很明显，如怎样处理同事间的关系。
影响企业文化是否积极的诸多因素掌控在企业员工手中。但有些因素是他们无法掌控的，如全球价格下滑或者供需改变等。然而，企业可以掌控的是对这些因素的应对方法。
那些真正创造了积极向上工作环境的企业在业界享有“最佳工作场所”的声誉，具有竞争优势。这些企业不但能够更加吸引和留住人才，而且能够更加积极主动地处理问题，更加稳妥地应对变革。
当一个团队清楚人们对他们的期望时，他们的工作会做得最好。一旦感受到企业价值观的支持，他们就更有能力处理棘手的问题。
若想要企业文化积极向上，企业的定位和运作机制必须与企业员工的核心价值观一致。员工们必须相互信任，并能够公开表达和交换意见。
以上步骤有助于形成积极的企业文化。
Unit 8
Reading 1
Vision and Execution: Two Sides of a Successful Strategy
A strategic plan is not the end goal of the strategic planning process — it is the framework for successfully implementing a strategy. Until a strategic plan is put into effect, it has no real value.
There are several keys to successful implementation. First, people directly involved in executing the strategy must be included in the planning process. Strategic planning is no longer a top-down directive. Without the input and feedback of the people responsible for executing the strategy, a seemingly solid strategy is likely to fall apart when implementation is attempted.
The next key to successful implementation is clearly communicating the strategy to the whole company. The communication should ensure that everyone in the company understands and accepts the strategy as the best path forward, and not simply the leadership’s latest idea. Without clear communication, employees lack a sense of ownership and clarity of purpose. When a strategy is not understood or embraced, it usually results in misunderstanding and uneven commitments to implementation.
Another key to the successful execution of a strategic plan is the clear and straightforward description of the plan and its operations. Even the most brilliant strategy faces failure if it cannot be explained clearly and concisely.
愿景和执行：成功战略的两个方面
在战略规划过程中，战略规划不是最终目标，而是成功执行战略的一个框架。一个规划只有被付诸实施时才具有重要价值。
有几个关键因素会影响成功实施。首先，在规划过程中必须把直接参与执行策略的人考虑在内。战略规划不再是一个自上而下的指令。如果缺乏负责实施计划的人员的投入与反馈，一个看似可靠的计划也可能在实施过程中功亏一篑。
成功实施的下一个关键因素是将战略清晰传达给整个公司。上下沟通应该确保公司内每个人都理解这个战略，并把它当作前进的最佳路径，而不是把它当作领导层的最新想法。没有明确的沟通，员工缺乏归属感和清晰的目标。当一个企业战略不被员工理解或接受时，通常会导致误解，甚至造成实施过程中努力程度的差异。
另一个关键是对战略规划及其运作作出清晰和直接的描述。即使是最无懈可击的战略，如果不解释简洁、清晰、到位，也会面临失败。
Reading 2
How Do You Create a Culture of Innovation?
Have you noticed the courage buried in the word “encourage”? To create a culture in which innovation flourishes takes courage. Determined innovators are always courageous enough to establish a culture in which innovation is greatly encouraged and rewarded. Here are three ways to do that.
Put innovation at the heart of strategy, and persist it in every message. Think of innovation strategy as a pyramid: big bets at the top, a few projects in development in the middle, and a broad base of continuous improvements, lasting contributions, and early-stage new ideas at the bottom.
Define jobs around innovation. Make it a job prerequisite. Consider 3M’s move to become one of the first companies to tell professionals that they could spend 15 percent of their time on projects of their own choice. Now many high-tech companies know that they can’t get the best talent without providing this kind of flexibility. And some of those self-selected, self-organized projects might even result in a blockbuster product or line of business. For 3M, it was the Post-it note.
Recognize innovation in every part of the company. To build a culture of creativity and innovation, Gillette developed an innovation fair in which every unit could show off its most promising new concepts. It shows that everyone has a role to play in a culture of innovation.
To go from idea to successful innovation requires a great deal of support and collaboration.
When people are surrounded by constant communication and encouragement, they can find the courage to try, fail, redo, and try again.
企业的创新文化源于何处？
你有没有注意到在“encourage”（鼓励）中含有“courage”（勇气）？建立一种鼓励创新的企业文化是需要勇气的。坚定的革新者总是有足够的勇气去建立一种激励和奖励创新的企业文化。要做到这一点，可以从三个方面着手。
把创新放在战略的核心，并把它体现在方方面面。把创新战略看成是一个金字塔：顶部是大目标，中间是在研项目，底部是不断的改进、持续的贡献，以及新想法雏形。
用创新定义工作。把创新看成是工作的先决条件。想当初，3M公司率先容许员工们可以使用15%的工作时间，自主选择参与工作项目。现在很多高科技公司都知道，如果他们不能给人才提供这种创新的便利条件，就没法吸引优秀的人才。一些个人自主选择、自我安排的项目甚至会成为轰动一时的产品或业务链条。对于3M而言，这种企业文化就是自己的身份标签。
肯定公司里无处不在的创新。为了建立一个善于创新的文化，吉列公司组织了创意展览会，在那里，每个部门都能展示他们大有可为的理念。这表明每个人在创新文化中都能发挥自己的作用。
从理念到创新成功需要大力支持与通力协作。当人们在工作中能不断沟通、不断受到鼓励时，他们就有勇气去尝试、去失败、重头再来并继续尝试。
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