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作为日本“经营之神”兼哲学家,稻盛和夫如何对接班人进行领导力教育?如何让天资不足者,也拥有卓越领导力?如何在对部下的批评中,不断修炼其领导力?经常听到有人苦恼关于如何培养下一任领导者。有学者指出,我实行的“阿米巴经营”就是一种培育领导人的机制。在此我想从根源上谈谈有关批评、表扬以及教育的问题。所谓教育,包括批评和表扬在内,目的只有一个,就是期待并促使对方进步。
As Japan's “God of Business” and philosopher, how does Inamori conduct leadership education for successors? How to make underbowers also have excellent leadership? How to constantly cultivate their leadership in subordinates' criticism? Frequently heard people worried about how to nurture the next leader. Some scholars have pointed out that the “amoeba management” that I practice is a mechanism for cultivating leaders. Here I would like to talk about the root causes of criticism, recognition and education. The so-called education, including criticism and recognition, has only one purpose, that is, looking forward to and promoting each other's progress.