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制造“失败综合症”通常是在不知不觉中开始的,到上司与下属双方突然认识到相互关系已经变了味的时候,就已经患上了这种综合症。 导致这种综合症的病因之一来自于管理者。在实际工作中,管理人员很容易主观地将下属员工划分为两种类型:工作绩效比较好的人和工作绩效比较差的人,并据此予以员工“圈内人”与“圈外人”的待遇。一方面,被视为工作绩效较好的下属往往被管理者当作圈内人来对待,管理者认为他们是可信任的合作者,在工作中会给予他们更多的自主权,当他们取得一点点成绩时,会被夸大表扬与奖励。这个圈子中的上司与下属关系是一种互相信任和互相促进的关系。
The manufacturing of “failing syndromes” usually starts unknowingly, and when the superiors and their subordinates suddenly realize that the interrelationships have changed their flavor, they have already suffered from this syndrome. One of the causes of this syndrome comes from the manager. In practical work, managers can easily and subjectively divide their subordinate employees into two types: those with better performance and those with worse performance, and accordingly, employees are given “insiders” and “outsiders” treatment. On the one hand, subordinates who are perceived to have better job performance tend to be treated as insiders by managers who consider them trustworthy collaborators and give them more autonomy at work, A little performance will be exaggerated recognition and reward. The boss and subordinate relationship in this circle is a relationship of mutual trust and mutual promotion.