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我们应该可以寄希望于CXO成为组织形态的变革者,而且,他们中相当一部分人,会成为雇佣他们的组织的终结者。某上市公司、家族企业新近空降了一位高级职业经理人。家族势大,新人牌大,外界对此议论纷纷。公司大佬在一场会议上表示:“外界质疑空降大元帅能在我们公司存活多久,我任这里说明我的态度——既然请他来,就证明我完全信任他。他要是能活到150岁,我巴不得让他干到150岁呢!所以,这难道是一个问题么?”坐在台下,默默地接了个下茬:还真是。世界上大抵有几个东西最不可靠:以天雷地火的激情为基础的婚姻,以撒尿和泥的友情为基础的交易,以及,以“无条件信任”的交情为基础的授权。在日常管理活动中,充斥着各种各样的虚假繁荣,其中以“三伪集团”最为普遍:伪善意、伪命题、伪共识。
We should hope that the CXO will become a changemaker of the organization, and that a significant proportion of them will become Terminators for the organizations that hire them. A listed company, family business recently lost a senior professional manager. Family potential, newcomer brand, the outside world have discussed this. The company’s big brother said at a conference: “The outside world questioned how long an airborne marshal could survive in our company, and I’m here to explain my attitude - since I was invited to prove that I fully trust him. 150 years old, I’m too anxious to let him dry until the age of 150! So, is this a problem? ”Sit under the stage, quietly took the next crop: Really is. There are probably a few things in the world that are the most unreliable: marriages based on the fire of the thunder and lightning, transactions based on the friendship of urine and mud, and empowerment based on the “unconditional trust” friendship. In day-to-day management activities, it is full of various kinds of false prosperity, among which the most common is “pseudo-group”: hypocritical, false proposition, false consensus.