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 一个有效运行组织的六个基本问题！ |
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作者：Anonymous 在 罕见奇谈 发贴, 来自 http://www.hjclub.org
这里所谓的组织，是一个抽象的概念或研究对象。无论你是什麽样的组织，“伟大光荣正确”的共产党也好，“乌合之众”的民运也罢，如果想有效地运行，都需要面对这些问题，都离不开对这些最基本问题的思考，认识和解决。
组织行为学在西方是一门社会科学，不是像中国人认识中的是门管理“艺术”。它涉及到一个组织运行的方方面面，这种抽象地研究问题的方法和思维方式是非常典型的西方方式，它和中国人的是如此大相径庭，南辕北辙。当谈论民族的文化差异的时候，我们无法回避正是这种文化差异背后的思维差异。
1. 解决问题 （Problem Solving）
为了有效地解决一个组织内部的各种问题，最重要的是能够如何辨识造成问题的真实原因，以及如何去描述它。由于缺乏从组织结构的大局上清楚地观察，组织领导者总是把他们的眼光拘泥于出现在局部的各种具体问题上，而不是从系统整体上或结构上找出造成这些问题的最初原因。 （To effectively solve problems in organizations, it is critical to be able to identify the real causes of the problems and how to address those causes. Without clear understanding of the "big picture" of an organization, leaders tend to focus only on the behaviors and events associated with problems in the workplace, rather than on the systems and structures that caused the problems to occur in the first place. ）
2. 领导能力 （Leadership）
作为领导者的最重要的职责，是制定该组织的目标，以及鼓动组织内部的所有成员沿着既定目标奋斗。对组织领导者来说，他首先应该全面了解该组织的工作方式，否则，他就无法制定组织的目标，更无法使这个组织始终沿着既定的目标前进。如果对一个组织的整体内部机制和需求都一无所知，该组织的领导将会被日常的繁杂事务所淹没，而无法脱身去思考那些更重要的组织事务，比如计划该组织的整体目标，组织必要的资源等。其结果必然是，组织的领导只能见木不见林，整日疲于奔命而毫无效果。（The most important responsibilities of the role of a leader are to set direction and to influence others to follow that direction. It's difficult to establish direction for an organization and to keep that organization on its course if you don't understand how the organization works in the first place. Without clear understanding of the overall nature and needs of an organization, the leader can get lost in the day-to-day activities of the organization, never really giving attention to the more important activities, such as planning the organization's overall direction and organizing the organization's resources. As a result, the leader "can't see the forest for the trees". The leader ends up working harder, rather than smarter. ）
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3. 组织内部的交流和沟通(Communications)
一个成功组织的最关键的因素，是它内部各个构成之间的有效的交流。一个组织出现问题的最初症状，是内部缺乏有效的交流。在这种情况下，组织内部的各成员总是在寻找超出自己职能之外的组织情况中挣扎，其结果是造成组织运行的低效。同样，如果不清楚地了解一个组织内部的各部门是如何协调的，各成员将不知道彼此该交流的内容以及与谁交流。(One of the most important ingredients for the success of any system, including organizations, is ongoing communications among all the parts of the organization. Some of the first symptoms of an organization in trouble are sporadic and insufficient communications. In these situations, members of the organization often struggle to see beyond their own roles in the organization. Consequently, the organization is much less effective than it could be otherwise. Without a clear understanding of the parts of an organization and how they relate to each other, it is difficult to know what to communicate and to whom. )
4. 计划(Planning )
计划是一个过程，它逆向地安排一个组织内部的系统工作程序，包括确定期望的结果（目标和成效），确定需要有什麽样的实际工作成效才能标志上述期望结果的实现，产生这些实际工作成效的过程是什麽，以及为了实施这些过程必须提供哪些系统资源。(The planning process is basically working one's way backwards through the system of an organization, including identifying desired results (goals and outcomes), what outputs (tangible results) will indicate that those results have been achieved, what processes will produce those outputs, and what inputs are required to conduct those processes in the system.)
5. 组织的发展(Organizational Development)
一个组织的最有效的发展方式是建立并使用各种通盘的宏观决策，包括：宏观计划，管理和领导素质开发，团队的建设，监管职能的发展，组织内部成员工作表现的管理，以及组织的变更原则等。一个组织领导者将难以制定上述通盘宏观决策，如果他对自己的组织整体系统没有一个清楚地了解，这包括，主要的组织功能，部门，程序，团队，以及成员个人。所以说，对系统有一个整体的宏观了解，对一个组织的有效发展是至关重要的。(The most effective form of organizational development results from the use of various strategies, including strategic planning, management and leadership development, team building, supervisory development, organizational and group and employee performance management, and principles of organizational change. Any leader would be hard-pressed to employ these various strategies in an effective fashion without a good understanding of the overall systems in their organizations, including its major functions, departments, processes, teams and individual employees. Consequently, having a systems view is critical to accomplishing effective organizational development.)
6. 避免患创始人崇拜症（Avoiding Founder's Syndrome）
当一个组织的运作主要取决于一个关键人物的个人性格（通常是该组织的创建人），而不是取决于该组织本身的既定目的的时候，这个组织就已经患上了初建者崇拜症。在初创一个组织的时期，创始人总是不得不事必亲躬，以使该组织尽早自立，甚至包括吃喝拉撒的琐事，以便应对每日层出不穷的麻烦。其结果是组织的领导者不能从宏观的角度来观察事物，不能有效地为制定带有前瞻性的决策而筹划整个组织。其结果是，这个组织高度地陷于了一种应对一个接一个层出不断的巨大危机的被动状态。解决创始人崇拜症的最好治疗方法就是通过从更高的层面了解并认识整个组织的结构和各种运行过程，包括对组织计划重要性的高度认同感。（Founder's Syndrome occurs when an organization operates primarily according to the personality of one of the members of the organization (usually the founder), rather than according to the mission (purpose) of the organization. When first starting their organizations, founders often have to do whatever it takes to get the organizations off the ground, including making seat-of-the-pants decisions in order to deal with frequent crises that suddenly arise in the workplace. As a result, founders often struggle to see the larger picture and to be able to effectively plan in order to make more proactive decisions. Consequently, the organization gets stuck in a highly reactive mode characterized by having to deal with one major crisis after another. The best "cure" for this syndrome is accomplishing a broader understanding of the structures and processes of an organization, including an appreciation for the importance of planning.）
作者：Anonymous 在 罕见奇谈 发贴, 来自 http://www.hjclub.org |
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