教授:我可以指出我在研究美国、欧洲 、日本时的一点发现。那是在中国对外开放以前。我发现这些至公司面临的题目是一样的。而且他们需要做的也是相同的,但他们的方法却是不同的。很多在美国需要很正式的事情在日本可能不太正式。如,很多事情在美国事很正式的, 而在日本可能在餐桌上就完成了。反过来也是。很多在日本需要很正式的东西,在美国可能不是很正式。但是正如刘先生所说的,这些公司做的事情实在是一样的,只是方式不同而已。所以在这方面是不分东方西方的,只是怎样做的题目。 nvp
Our Chinese companies, we all have our way of doing things. Would you think some of the advantages or great ideas of Chinese companies in developing managers and leaders?nvp
主持人:中国的企业有自己的经营方式, 您能说一下中国企业在培养经理和领导方面的优点吗?nvp
CJ: it depends on what type of Chinese companies, if you talk about SOEs, they have certain type of advantages in terms of human resources, for example, they used to be in very strong planning system, so when you run into some kind of crisis situation, emergent situation, really the boss can demand the employees to do certain things. Think about the SARS, China can do really better than other countries, you really can call for people to behave certain ways. But that’s only for the crisis. For that type of situation, I think, Chinese companies have natural advantage from inherited planning system. Also, when we come to this learning organization concept, five or six years ago, I think suddenly, a lot of Chinese companies, particularly SOEs, they encourage everybody to learn, they have MBA to learn more management skills. It has become a mass movement, I have never seen that kind of things happening, even in western companies, even in Hong Kong, or in Singapore. But it really happened among the Chinese companies, large SOEs, they really can make employees behave in certain ways. I think those two examples are advantages。nvp
刘持金:这要取决于中国企业的种类。假如是指国有企业,它们在人力资源治理方面由自己独特的上风。例如,它们曾经处在计划经济的形态当中,所以当企业处于某种危机之中时,领导可以要求员工往怎样做。比如非典时期,中国比其他国家做的更好,由于可以要求人民往按照某种方式往做。但那只是在某些紧急状态下。在那种情况下,我以为,中国的企业有从计划经济时代继续而来的独特的优点。当我们碰到这种学习组织的概念,5到6年前,忽然间,很多的中国企业,尤其是国有企业,它们鼓励每个人都学习,它们有MBA课程来学习治理知识。这已经变成了一种广泛参与的运动。我以前从来都没有见过这样的事情发生,即使在西方国家,或者香港、新加坡。但它却真实的发生在中国企业,尤其是国有企业。它们又能够让员工们按照要求的往做。我以为这点两点是它们的优点。nvp
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