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Chapter 16-A Manager's Dilemma Responds-会计一班-独占神话

(2008-06-12 14:20:23)
标签:

manager's

dilemma

respond

独占神话

会计一班

杂谈

分类: Chapter 16 作业
 

A Manager’s Dilemma  管理者困境

Angel Lorenzo (pictured) is a shift supervisor at Grupo M,

A

the largest private employer in the Dominican Republic. The company’s employees make clothes for popular fashion companies such as Abercrombie & Fitch, Hugo Boss, and Tommy Hilfiger. Angel began working at Grupo M as a sewing machine operator and was promoted to a job as a quality control inspector. Now, he manages 14 teams of machine operators, making sure that jobs are done on time and correctly. He says that his job is to let his employees know that they are the most important people in the factory. If they don’t do their jobs well, the business loses customers.

【安吉尔·洛伦佐(Angel Lorenzo)是多米尼加共和国最大的一家私人企业Grupo M的一名轮班主管。该企业的工人们为Abercrombie & FitchHugo BossTommy Hilfiger等世界知名时尚品牌生产服装。安吉尔刚进厂时只是一名缝纫机操作工,而后晋升为质量控制巡查员。现在,他负责管理14支缝纫机操作工团队,确保工作任务能正确并按时完成。他说,他的工作就是让员工知道他们是工厂里最重要的人。如果他们的工作没做好,企业就会失去客户。】

Grupo M  defies the stereotypical image of garment manufacturers found in many Third World countries. The company is not a sweatshop and does not employ child labor. Its factories are clean, brightly lit, and nice places to work. The company’s founder, Fernando Capellan, envisioned an exemplary business that would be an innovator in the garment industry. Grupo M has earned a reputation as a remarkable progressive company. It has developed a private social security system for employees that covers programs related to health, education, sports, culture, and child care. Also, all employees can participate in a stock ownership plan. In 1999, it earned a corporate conscience award from the U.S.-based Council on Economic Priorities for “empowering employees”. Capellan says, “We have proven that you don’t have to run a factory like a sweatshop in order to be profitable and to grow. In fact, we believe that we have been able to innovate, to expand, and to do what we have done because of the way that we treat our people. Everything that we give to our workers gets returned to us in terms of efficiency, quality, loyalty and innovation. It’s just smart business.”

【Grupo M试图在改变人们对发展中国家制衣厂形成的刻板印象,公司不是那种血汗工厂,也不雇用童工。它的厂房干净明亮,是适合工作的地方。公司的创建者费尔南多·科普兰(Fernando Capellan)希望自己的企业能成为制衣行业的革新者。作为一家进步神速的私营企业,Grupo M赢得了自己的声誉。它为雇员制定了一个私人的社会保障制度,包括卫生、教育、体育、文化和儿童保育等方面的相关程序。此外,所有员工都能参与一个持股计划。1999年,企业因为“授权员工”而荣获“公司良知奖”(由美国的经济优先委员会评选)。科普兰说:“我们已经用行动证明,你不必为了寻求发展和获得利润而非要把工厂变成血汗工厂。实际上,我们相信,用我们的方法对待员工照样可以革新、拓展和继续我们的发展。我们给予员工的所有一切,最后都会通过效益、质量、忠诚和革新回报给我们。这是一个很开明的企业。”】

Although the company’s philosophy is admirable, managers such as Angel are challenged to keep employees motivated. Even though Grupo M factories are clean and modern, employees still do fast-paced work. Put yourself in Angel s position. How could you motivate your workers? 

【尽管企业的经营思想鼓舞人心,但像洛伦佐这样的管理人员还是面对着需要不断激励员工的挑战。虽然Grupo M干净整洁而且布局现代,但工人的工作仍然只需要速度。现在请你置身于洛伦佐的位置上思考,你怎样激励员工做好工作?

 

 

Managers Respond to Manager’s Dilemma

管理者对“管理者困境”的回应

Stacy Ficken斯塔西·菲肯

 

AVP, Banking Center Manager, Allegiant Bank

银行部门经理兼贷款专员

 

St. Louis, Missouri 密苏里州圣路易斯市

 

Motivating employees is perhaps one of the hardest jobs of a manager. Rewarding and recognizing employees in the end result of motivating the employees. In order to do that, you must set goals and give them the tools to meet those goals. Angel could try implementing the followingdetermining the reward first, making sure it is something employees value; allowing employees to have a part in deciding the production quotas; communicating to employees how their job and department fits in with the company as a whole and how important they are to the entire process; creating a detailed plan on how the goals can be met; making sure employees have necessary tools and training to meet goals; and revisiting the goals on an ongoing basis to monitor progress and work adjustments. Finally, When goals are met, be sure to reward employees in a timely manner and review what could be done better next time.

激励员工也许是管理者的最难工作之一,对员工的奖励和认可是激励的最终结果。为了达到这一点,你应该为他们设置目标并提供他们达成目标的工具。安吉尔可以试着运用下列建议:首先确定酬劳,确保员工价值的体现;允许员工参与决策生产定额;告诉员工他们的工作和他们部门的工作对整个公司的影响,让他们知道他们对整个工序多么的重要;为目标的达成制定一个详细的计划;确保员工拥有必需的工具和培训以达到目标;在不断的改进和调整中再次达成目标;最后,当目标达成时,确保及时给予员工报酬并指出哪些方面下次可以做的更好。

 

Mary Hsue玛丽·赫舒

 

Business Manager, South Sound Dental Care

南声牙齿保健中心商业经理

 

Tacoma, Washington华盛顿州塔科马市

 

I recommend that Angel implement both an employee recognition program and a team recognition program. Recognition, both personal and public, is a powerful motivator. It costs little and helps to build employee esteem and team pride. The recognition could be expressed in terms of acknowledgment and appreciation for meeting or exceeding production goals as well as demonstrating certain desirable behaviors. Some points to consider in developing a recognition program include: communicate to employees how the company’s success is dependent upon operating with a firm commitment to the company’s mission statement; inform teams of how their group performance has contributed to the company’s success; identify performance goals and standards and let employees participate in identifying, if at all possible; make sure performance goals include behaviors that relate to the company’s mission; keep employees informed of their progress toward meeting goals; and consider presenting a small reward along with the recognition.

【我推荐安吉尔实施员工认可和团队认可项目。认可,包括个人的认可和公众的认可,都是非常有力量的激励因素。认可,不需要花费太多,却可以帮助建立员工的自尊和团队自豪感。认可,可以以感谢和欣赏的方式来表达当员工达到或超过产量目标时或者是在组织中展现了某一种有价值的行为时。在使用认可项目时,有一些东西需要考虑,包括:与员工交流使之明白公司的成功是如何依靠一个对应公司使命的坚定承诺;使团队成员了解到他们的团队合作表现为公司的成功作多少贡献;鉴定员工的表现目标和表现水平,如果可以的话,让员工也参加鉴定;确保让员工清楚的明白,工作表现目标包括与公司使命有关的各种行为;保持使员工了解他们是一直在朝着组织的目标前进着的;在认可员工表现时可以考虑一些小奖励。】

 

 

组名:独占神话

班级:会计07-01

组员:郭爱梅(200742070125

丘金玉(200742070126

沈斐(200742070201

李安(200740070114

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