误惹狼性总裁全文阅读:Relationship between employees from the enterprise value of the expression

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                    Relationship between employees from the enterprise value of the expression

With the above;

      A company not only to manage, monitor and measure financial capital, relational capital also needs to take the same measures, both just as important. In fact, one might think that a healthy relationship helps companies achieve good financial performance.

      In preparing to write this book, I would in the workplace nature of the relationship read almost 100 books and scholarly articles. In the most interesting article, an article by business school professor and management consultant David • Ranger • Gulati and co-written by Colette, published in "California Management Review". This article is a "narrow expansion of the outer core: the relationship between high-performance organization structure", which put forward the "successful company in a consistent, clear and contains a number of aspects of the way of defining relations."

      In order to write articles, Gulati, and Colette investigation of the "Fortune" 1000 company executives to grasp the "relationship-centric organization" features. They found a steady performance difference between the organization and its competitors is that they are more willing to engage in to increase their internal and external relations activities of life. During the recession, the situation in particular.

       However, from the perspective of hierarchy of needs theory, we see that when faced with economic recession, companies and individuals trapped in the bottom of the pyramid seems to be a natural trend. Fear security needs and security needs of students. This trend towards the bottom of the pyramid to move, making the employee morale, customer satisfaction and financial performance spiral camel came to a standstill.

      In a time when in trouble, in Gulati and Colette in the performance of the best survey company (located in the spire, and 25%), more than 2 / 3 of the company will mainly focus on improving their own awareness of customer needs, while the worst performance of the company to focus more on their cost-cutting and poor performance of the assets given up. Gulati and Colette made in conclusion: a company not only to manage, monitor and measure financial capital, relational capital also needs to take the same measures, both just as important. In fact, one might think that a healthy relationship helps companies achieve good financial performance.

      When you are successful business leaders and discuss their career, some of the most memorable things, we often hear them talk about during the recession established deep relationships. Real threats to the common experience, and from a dedicated team of destiny is tied together with a feeling that can bring them in the workplace a veritable self-fulfilling experience. We enlightened leaders and successful companies who observed this behavior. Unfortunately, when faced with increasing financial pressure, many companies and business leaders have chosen the opposite path, they have a "bunker mentality" (bunker mentality), that is not face to face with executives exchange of employees or customers.

      However, if in today's workplace to show wisdom, you need to know other people, interact with them. EQ (Emotional intelligence) series of best-selling author of Daniel • Gorman said: "In the analysis of 121 organizations from around 181 core competency model, we found that people think are necessary to effective performance in the core competencies, 67% is emotional intelligence. the importance of emotional intelligence is twice as much intelligence and expertise. "

      Goleman also found that this feeling is contagious, even more than the positive side and negative side. Limbic system is portrayed as an open circuit, and it relies heavily on a variety of connection bodies. Organization's feeling of everyone within the organization will have a relationship of cause and effect. This scientific study is exactly the point made in the last chapter I have strong support within the company there will be fear that ripple or tsunami. The formation of your company in the health of the "mental health" is the most valuable you can take steps, especially in difficult times.

      In 2001, when a happy life in the hotel group's hotel revenue began to decline in the rate of 2 digits, I did not let myself and my leadership team holed up in a cocoon, the analysis of our strategy, organizational processes, or how we can cut costs. Our executives as much as possible with our front line employees and managers, hotel frequented by loyal customers and investors in each other.

      You may recall I mentioned that Fred • Laixihede, he is a consultant Bain & Company, has written many books on the value of loyalty. His first book was "loyalty effect", in which the point was very convincing: the same attention as the possessed loyalty of employees and customers the company with greater economic growth and can maintain a relatively low ability to recruit employees , sales and marketing costs. Since most of your new employees and customers will allow enterprises in the early years the cost of paying more, over time, they will become more profitable, so the view is very reasonable. Laixihede can tell us, the customer retention rate of only 5% increase in profits will increase by 25% to 95%, while the specific percentage varies by industry. In income, the growth rate of these companies are generally more than 2 times the competition. He wrote: "In the new economy, you create a sense of loyalty to the adhesive material will probably provide the only source of sustainable competitive advantage ... ... human resources and other assets, would not over time devaluation of the passage, as it is like fine wine, gets better. "

       Southwest Airlines may be the emphasis on the relationship between the workplace model. Writer Jody • Huo Fuer • Ji Teer in the "Southwest Airlines model" describes how the company created a series of complementary organization to enable it to maintain a compelling internal and external relations. Through statistical analysis, the author tells us that the relationship between co-ordination makes the aircraft more short turnaround time, increasing employee productivity, fewer customer complaints, lost luggage, the phenomenon of less and less. The book also pointed out that most of its competitors in the Southwest Airlines "9 • 11" after the financial and cultural basically like a camel, spiral worsened, and Southwest Airlines at this time, the organization has the flexibility to make to act according to circumstances. In the U.S., it is the only way at this difficult time maintaining profitability and stability of large airlines. End of the book, Ji Teer to conclude the following points: "For a leader Southwest Airlines, the management is about good business relationship ... ... They manage to make the company to achieve development that they must keep these relationship investment. "

      According to all these signs, you would think of modern investment of choice for the relationship between their structure and processes. However, Xerox Palo Alto Research Center, a former manager John • West • Brown said that many companies spending on business processes instead of 95% of total investment, while in the mining company's human capital investment to support the way only 5% of Tangible process once again prevailed over the intangible human.

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