如何成为“天才”管理者？
众所周知，一位“天才”管理者在工作中轻松自如并能不断帮助我们，不惧压力且活力十足、灵感倍出。然而我们都知道这样的天才管理者何等之少，而且常人要具备这样的管理才能何等之难。
Krauthammer观察是一个年度研究计划。它的发现使得那些所谓的“天才”管理者的先天管理才能变得可观能仿。
[1] 主要发现
两个热门发现
我们连续三年调查了员工希望从管理者行为中的所学所感，其中有两项每年都高居榜首：
- 1. 95%的员工希望管理者能帮助他们打开眼界。
- 如果员工遇到困难，管理者应该同他们一起分析遇到的问题，帮助员工开启新的大门，共同寻求解决方案。
事实如此吗？显然不是，因为只有52%的管理者会这样做。25%的管理者自己先做分析，然后向员工表明自己的看法并征询其意见。12%的管理者没有事先分析或建议而直接下达命令。有8%只简单要求一个即刻的解决方案。
当前情势下，完成任务的难度是一个普遍问题。若仅有半数员工能得到建设性的帮助，他们解决问题的质量和效率，需要团队合作时内心可能产生的孤立感，那么这些都迫切需要我们做出改变。 -
- 2. 88%的员工认为管理者要敢于承担自己的过失。
- 如果一个管理者犯了错误，那么他应该自觉承担所有责任。
特别是现在看来，这点是不可否认的吗？事实不尽如此。2009年5月的调查结果显示，只有43%的员工认为他们的管理者主动承担自己所犯的错误。有22%的管理者会承认他们的错误但不担负责任。有26%的管理者会淡化他们的错误或为自己开脱。而7%直接把所犯错误嫁祸于人。
承认错误犹如去看牙医。常规检查，及早治疗以避免拔牙之痛和日后修补之麻烦，且花费极其昂贵。相信这个道理在商业活动中也是一样的…
[2] 关于Krauthammer观察
若你熟悉Krauthammer的调查研究或者稍花时间参加其中，你一定知道Krauthammer观察是一个已经持续了3年的年度项目。过去3年中，我们基于数据统计分析的结果，不断进行调整和改进。
每年我们都在朝着目标迈进，这一目标便是为管理者提供一个有见地而且实际的典范，引导其日常管理行为。
[3] 查看全文
查看报告全文,请点击此处。
范围
Krauthammer观察所研究的是实际的看得见的行为。这些行为正是专业的商业人士能识别、确认和实践的。
我们关注的重点是管理者和员工之间最直接的关系。管理者如何在企业规范的基础上管理自身的行为？如何照顾到员工的情感需求与个人发展？如何确保员工的业绩？
调查涉及到27个方面，每个方面都归结为4个问题，即行为的4个级别。从模范级、运作级、不利级到不合格级。员工需要逐个回答他们期望管理者的行为是什么样子的，以及管理者实际的行为是怎样的。
即便你本身不是管理者，这些内容也能有助于你更好地与管理者进行沟通，表达自己的需求，并提升你与他人的关系。 |
| |
若要打开pdf格式文件，请先确认电脑是否安装有Adobe Acrobat Reader软件。若没有安装，请点击下面的图标免费下载。
All issues of Vision Research Briefing[1]
Corporate societal responsibility 2009
Why 50% of employees think their company’s performance is failing…
4 findings from the survey
- Employees are doing it for themselves - and are watching. People are actively engaged in ‘PSR’ or ‘personal societal responsibility’ – at home. Waste separation is most common – (65% practice it). And people are busy in the kitchen. 73% buy food because it is in season, 53% because locally sourced. However, only 13% deliberately choose non-meat. Still, 33% do select ‘fair trade’ or organic options. Only 18% choose environmentally-friendly transport or use green electricity. 35% make formal donations to NGO’s, however. And PSR practitioners are particularly critical of CSR.
- A glass half empty and half full. Corporate performance is divided. Around 50% are operational or exemplary. The other 50% are not. Companies are most exemplary in the Human Resources area of People, (employment, recruitment and retention) - 39%. Only 21% are so when it comes to the Planet, however. And only 23%, when it comes to Profit.
- Hungry for more. In all areas – People, Planet and Profit – there are serious gaps between the practice employees seek and experience. Less-experienced employees (younger?) are the most dissatisfied. Company size, or international status, has little effect on satisfaction levels.
- What I really want... Excellence is most demanded in the People dimension. Specifically “training” (96% expect it systematically, with external trainers), and “fair labour agreements”, (79% want a “broad collective labour agreement giving space for individual solutions”). The next most-wanted practices concern the Planet: 60% of people want their company to practice the belief that “the economy and ecology are one, taking responsibility”, and Profit: 59% want it to practice the credo that “long-term competive advantage depends on the efficient use of resources”. The latter three practices – labour agreements, an integrated economy/ecology and the efficient use of resources, also display the biggest gaps per dimension...
[1] Vision Research Briefing is a Krauthammer publication. Three times per year, we perform research into trends which capture the interest of our market. One of the issues is 'Krauthammer Observatory' an annual survey exploring employee expectations and experiences of management behaviour. The research - and the insights we present - are now continuously exposed to the press.
*To open the documents in pdf, Adobe Acrobat Reader must be installed on your computer. If you do not have it, click on the icon below and download it for free.
