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管理起于细微之中。日本当代管理大师畠山芳雄在《培养部下的100条铁则》一书中把部下分为新员工、骨干员工、负责人、一线管理者等,并介绍了很多注意事项。但事实上,公司里的人事是千变万化的,以上分类并不代表全部。所以在本文中,我将就一些“问题”员工,如知识型员工、问题部下、中途入职人员、年长员工等令管理者头痛、纠结的典型案例进行逐一分析,希望帮助管理者做到见微知著、有的放矢,对“问题”员工进行有针对性的培养。
Management from the subtle. Yoshio Yamazaki, the Japanese contemporary management master, divides the subordinates into new employees, key employees, chief executives and front-line managers in his book titled “Cultivation of 100 Staffs under the Ministry of Culture,” and introduces a lot of precautions. But in fact, the company’s personnel is ever-changing, the above classification does not mean that all. Therefore, in this article, I will analyze the typical cases of headache and tangled managers who have some “problem” employees, such as knowledge workers, problem subordinates, mid-way recruits, and older employees, and hope to help managers do To see the micro-know, targeted, on the “problem ” staff to conduct targeted training.