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别让猴子跳回背上:为什么领导没时间,下属没事做?

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《别让猴子跳回背上:为什么领导没时间,下属没事做?》是《哈佛商业评论》有史以来被要求重新刊载次数很多的文章,管理者简单易行的时间管理法则。

作者威廉.安肯三世多年来一直致力于企业经营与管理的课题研究。其国际知名的独特管理理论—“处理管理时间”已流行40年之久,堪称世界五百强企业管理者受益多、生动有趣的理论。
“背上的猴子”——一个生动有趣的企业管理譬喻,帮助中层管理者找到时间管理的有效方法,甩掉背上多余的猴子;让普通员工重新规划自己的职业生涯,更加自动自发地提升自己的自制能力与业务水平。
美国领导力学院总裁莫顿.布莱克威尔、北京锡恩企业管理顾问有限公司首席顾问姜汝祥等人鼎力推荐。
一本堪比《谁动了我的奶酪》书。语言风趣幽默,现实操作性强。只要花上一小时,你就可以收获一套实用高效的管理心法。

Content Description

湛庐文化同类图书,请参考: 《拖延心理学2》

湛庐文化更多图书,请点击: 湛庐文化品牌店

《别让猴子跳回背上:为什么领导没时间,下属没事做?》是《哈佛商业评论》有史以来被要求重新刊载次数很多的文章,管理者简单易行的时间管理法则。
作者威廉.安肯三世多年来一直致力于企业经营与管理的课题研究。其国际知名的独特管理理论—“处理管理时间”已流行40年之久,堪称世界五百强企业管理者受益很多赞誉、生动有趣的理论。
“背上的猴子”——一个生动有趣的企业管理譬喻,帮助中层管理者找到时间管理的有效方法,甩掉背上多余的猴子;让普通员工重新规划自己的职业生涯,更加自动自发地提升自己的自制能力与业务水平。
美国领导力学院总裁莫顿·布莱克威尔、北京锡恩企业管理顾问有限公司首席顾问姜汝祥等人鼎力推荐。
一本堪比《谁动了我的奶酪》书。语言风趣幽默,现实操作性强。只要花上一小时,你就可以收获一套实用高效的管理心法。

Author Description

一幅幅职场中真实鲜活的情景,一个生动有趣的企业管理譬喻,让你跟随作者一起思考:我每天要从别人背上接受多少只“猴子”?我如何能把不属于自己的猴子交出去?我怎么能让自己背上的猴子越来越少呢?
世界著名企业管理专家威廉.安肯三世倾力奉献“猴子管理法”——一套实用高效的管理心法,让高层管理者反思自己的战略人生选择,把企业成长真正建立在员工成长的基础上;让中层管理者找到时间管理的有效方法,甩掉背上多余的猴子;让员工重新规划自己的职业生涯,更加自动自发地提升自己的自制能力与业务水平。
善用猴子管理法,那些任务逆转、管理不力的场景更可能发生在对手的公司中。

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(美)威廉.安肯三世,威廉.安肯企业管理顾问公司首席执行官。多年来一直致力于企业经营与管理的课题研究。其国际知名的独特管理理论—“处理管理时间”(Managing Management Time TM)已流行40年之久,深受各国各层次管理人员赞誉。

毕业于得州A&M大学,曾从事保险及房地产策划行业。后获得南方卫理公会大学工商管理硕士学位。

影响力遍及全球,主办过无数脍炙人口、好评如潮的企业管理研讨会;为知名管理类刊物《主管》(Executive Excellence)、《成功》(Success)等杂志撰写专栏文章。

他的客户包括雅培公司、美国银行、康柏电脑公司、纽约州立大学布法罗分校、美国移民局和美国海关总署等众多世界500强企业及教育与政府机构。

Catalogue

★各方赞誉
★推荐序一 责任是一只“猴子”
★推荐序二 成功领袖的智慧源头
★第1章 源源不断的猴子
作为管理者,你会被迫去承担团队成员的工作任务吗?
如果你既有老板吩咐的工作要做,也有下属请示的工作要做,你会优先处理哪一方呢?
★第2章 你是猴子磁场吗?
为什么管理者没时间,而下属没事做?
交换猴子经常发生在职场中的哪些情境中呢?
★第3章 猴子从哪里来?
你知道如何迅速灵巧地转移掉自己身上的任务吗?
为什么猴子能不知不觉、隐而不见、无声无息地往上跳?
★第4章 谁是猴子的主人?
为什么团队成员总是有足够的动力来请示管理者呢?
为什么大多数管理者总是觉得分配任务很难呢?
★第5章 管理不当的猴子
你是不是经常颠倒工作程序,经常从背上捉下不属于自己的猴子呢?
团队成员认为问题是管理者的,这时谁应该来负责举证呢?
★第6章 成为专业驯猴师
团队里的每一个成员可以自动自发地扛起自己肩上的责任吗?
作为管理者,你有没有发现自己越是想赶上进度,就落后得越严重呢?
★第7章 让猴子跳回主人背上
应该怎样增加自己的可支配时间,减少下属占用的时间呢?
你希望团队成员的问题变成你们共同的问题吗?
★第8章 快乐无比的猴子
应该如何协助团队里的成员去完成工作呢?
你是不是在绩效还未产生之前,就想对团队成员进行考核呢?
★第9章 喂养猴子的6大规则
你的每只猴子都找到最终的归宿了吗?
你团队中的每个成员都学会承担责任、完成任务了吗?
★后 记
★致 谢

Introduction

责任是一只“猴子”
——姜汝祥,北京锡恩企业管理顾问有限公司 首席顾问
最开始读到“责任的猴子理论”是在美国读书的时候,在课堂上,老师是把这个故事作为“大公司病”的案例来讲的,比如类似下面的案例:
在一家公司的销售会议上,营销部门经理说:“最近销售做得不好,我们有一定的责任,但是最主要的责任不在我们,而是竞争对手纷纷推出新产品,比我们的产品好,所以我们很不好做。”
研发部门经理说:“我们最近推出的新产品是少,但是我们也有困难呀,预算太少了!”财务部门经理说:“是,我是削减了你的预算,但是你要知道,公司的成本在上升,我们当然没有多少钱。”
这时,采购部门经理说:“我们的采购成本是上升了10%,可为什么上升你们知道吗?俄罗斯的一个矿山爆炸了,导致不锈钢价格上升。”
“哦,原来如此呀!”
结果是:销售不好是因为俄罗斯的矿山爆炸了。
听过之后,这个理论一直在我的脑中徘徊,因为我觉得与其在西方的应用相比,这个理论在中国更有价值得多。不错,无论中西方,企业中都不断上演着这样的故事,在遇到困难或问题时,员工总会寻找各种理由来证明不是自己的问题,然后将责任推到其他人或事上。道理也不复杂,那就是人的本性中始终都在重复的一个永恒的主题:规避风险。
但规避风险、推卸责任在中国更有特殊性,这跟我们的传统教育有关。在我们的传统教育中,缺乏一种培养孩子独立承担责任和解决问题的意识。孩子碰到椅子跌倒了,做妈妈的会责备椅子的不是,从而来安慰孩子不哭,把责任推给椅子而不是让孩子勇敢地站起来。孩子读书,父母望子成龙,学习琴棋书画皆由父母定夺,孩子自己没有选择的空间。在这样的教育环境下,我们很多人长大后缺乏独立承担责任的能力。
中国是一个农业大国,世代以农耕为生。在这种附地而生、看天吃饭的农耕方式中,粮食的丰收除了辛勤劳作以外,更多的是与天气、雨水有关。这种长期依赖自然环境的生存方式,让人们产生了一种强烈的依赖心理,从过去依赖天气、土地,到现在依赖父母、家庭、领导,最后,一旦遇到困难就把问题归结于“椅子”。由此我们就懂得了,为什么企业中常常会上演诸如“俄罗斯的矿山爆炸”这样的荒唐逻辑,是因为我们员工的责任被依赖取代了,责任转移到了父母身上,转移到上级的身上去了。
比如,当下属向你请示的时候,如果你的回答是“我想一想,一会儿再告诉你”,那么半小时后,你会发现这个下属就站在你的门口,敲你的门问:“领导,这个问题您考虑得怎么样了?” 本来这个问题是需要他解决的,你应该去检查他完成得如何,可现在变成了什么呢?现在是他来问你考虑得怎么样了,是他在检查你!于是,猴子就跳到你的身上来了。
我相信这种情况在中国员工身上上演得更多,中国员工这样问得多,也自觉不自觉地会用猴子来对抗上级管理者的强硬管理。在这样一种卸责的传统下,作为管理者如何让员工对工作负责、对自己的成长和未来负责呢?我觉得这本书就提供了很多思考与答案。比如让员工照顾好自己的猴子,而照顾好的前提就是锁定责 任,猴子原来在谁的身上,无论有什么变化,它都应该被锁定在原来责任人的身上,不能让责任这只猴子乱跳。
但要做到这一点是很难的,中国很多的民营企业都是依靠企业家早期单枪匹马打下的江山,企业的成功就是企业家的成功。在这种能人体系里面,组织能力、员工的能力可有可无,关键是企业家个人的能力。员工、组织的能力基本上被企业家的能力取代了。
从这个意义上讲,猴子管理理论的前提是企业家的战略人生选择,要从企业家的能人体系转变成以员工为核心的组织能力,而支撑这一转变的是企业家真正地把企业的成长建立在员工成长的基础上,员工能否获得成长,能否变得独立,以及能否承担责任,这才是让员工照顾好自己的猴子的意义所在!
由此我们就懂得了,锁定责任,将猴子永远锁定在员工的身上,不仅是对员工自己的成长负责,让他们能够独立,从而不断提升解决问题的能力,同时也是对企业的持续发展负责。因为无论一个企业家的能力有多强,他都有离开的一天,而只有组织,只有依赖于所有员工的团队,才能让企业获得持续的发展。
我觉得这正是这本书的意义所在,不仅对员工有价值,更是为企业家提供了一个战略性管理的起点。

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Jingdong book