首页
外语
计算机
考研
公务员
职业资格
财经
工程
司法
医学
专升本
自考
实用职业技能
登录
外语
The other division did not experience comparable improvements. Its leaders, in contrast to those of the first group, failed to s
The other division did not experience comparable improvements. Its leaders, in contrast to those of the first group, failed to s
admin
2018-07-30
56
问题
The other division did not experience comparable improvements. Its leaders, in contrast to those of the first group, failed to see the program’s value — perhaps because they were not under the same pressure to change. Their short-term performance was good, after all. The CEO and his senior team had not assessed each division’s receptiveness to the new vision and readiness to carry it out, nor had they made clear the type of organizational transformation they expected. As a result, the two divisions responded quite differently to the same program.
Contrast Cardo’s experience with how ASDA, a grocery chain in the U. K. , approached its transformation in the 1990s. Archie Norman, the CEO at the time, led a turnaround of the company and its 200 stores by avoiding the fallacy of programmatic change — that is, the common impulse to roll out sweeping, companywide initiatives without gauging local readiness. ASDA began by creating a few model stores that demonstrated the leadership and organizational capabilities needed to build a more employee- and customer-centric culture. The company then devised a "driving test" to assess the remaining stores’ capacity to implement what came to be known as the ASDA Way of Working. A store would receive corporate funds to invest in needed physical changes only if it passed the driving test. Stores that did not pass received consulting support from a corporate transformation team and then retook the test. If a store failed the test again, its manager was replaced.
Even in companies with strong leaders and healthy cultures, discrete units require distinctive roles, responsibilities, and relationships — and distinctive capabilities to function in them. Moreover, each unit is probably at a different stage in its development. So CEOs and their HR chiefs must be sensitive to local variables when defining an integrated change agenda — one that simultaneously addresses performance improvement and capability development. To do that, they should answer the following questions, first at the top and then in each major unit;
- Is the leadership team aligned around a clear, inspiring strategy and set of values?
- Has the team collected unvarnished employee feedback about barriers to effectiveness and performance — including senior managers’ own behavior?
- Has the team redesigned its organization, management systems, and practices to address the problems revealed by that diagnosis?
- Is HR offering consulting and coaching to help employees learn on the job so that they can practice the new attitudes and behaviors required of them?
- Do corporate training programs properly support the change agenda, and will each unit’s leadership and culture provide fertile ground for it?
If your answer to any of those questions is no, your company is probably (with the best of intentions) overinvesting in training and education and failing to put talent development in its proper strategic change context.
选项
答案
The other division did not experience comparable improvements.
Its leaders, in contrast to those of the first group, failed to see the program’s value — perhaps because they were not under the same pressure to change. Their short-term performance was good, after all. The CEO and his senior team had not assessed each division’s receptiveness to the new vision and readiness to carry it out, nor had they made clear the type of organizational transformation they expected.
As a result, the two divisions responded quite differently to the same program.
Contrast Cardo’s experience with
how ASP A, a grocery chain in the U. K. , approached its transformation in the 1990s.
Archie Norman, the CEO at the time, led a turnaround of the company and its 200 stores by avoiding the fallacy of programmatic change — that is, the common impulse to roll out sweeping, companywide initiatives without gauging local readiness. ASDA began by
creating a few model stores
that demonstrated the
leadership
and organizational capabilities needed to build a more employee- and customer-centric
culture
. The company then
devised a "driving test" to assess the remaining stores’ capacity
to implement what came to be known as the ASDA Way of Working. A store would receive corporate funds to invest in needed physical changes only if it passed the driving test. Stores that did not pass received consulting support from a corporate transformation team and then retook the test. If a store failed the test again, its manager was replaced.
Even in companies with strong leaders and healthy cultures, discrete units require distinctive roles, responsibilities, and relationships — and distinctive capabilities to function in them.
Moreover,
each unit is probably at a different stage in its development.
So
CEOs
and
their HR chiefs must be sensitive to local variables when defining an integrated change agenda — one that simultaneously addresses performance improvement and capability development.
To do that, they should
answer
the following
questions
, first at the top and then in each major unit: - Is the leadership team aligned around a clear, inspiring strategy and
set of values
? - Has the team collected unvarnished
employee feedback
about barriers to effectiveness and performance — including senior managers’ own behavior? - Has the team
redesigned its organization, management systems
, and practices to address the problems revealed by that diagnosis? - Is
HR
offering consulting and coaching to
help employees learn on the job
so that they can practice the new attitudes and behaviors required of them? - Do corporate
training programs properly support
the change
agenda
, and will each unit’s
leadership and culture provide fertile ground
for it? If your
answer
to any of those
questions is no, your company
is probably (with the best of intentions) overinvesting in training and education
and failing to put talent development in its proper strategic change context.
解析
转载请注明原文地址:https://kaotiyun.com/show/hv0O777K
本试题收录于:
CATTI二级口译综合能力题库翻译专业资格(CATTI)分类
0
CATTI二级口译综合能力
翻译专业资格(CATTI)
相关试题推荐
Childrenwhoarepraisedfortheirworkarealways______on.
Shehadjust______theshellofthehard-boiledeggandwasstartingtopeelitoff.
Thejurygavea______of"notguilty".
Asalwayswhenshesanginthebathroom,she______thehighnotesinaspecialway.
Apatrolteamofsealionsanddolphinsfeaturedinalarge-scalemilitaryexercisesbeingconductedbytheU.S.anditsallies
Socialcontrolreferstosocialprocesses,plannedorunplanned,bywhichpeoplearetaught,persuaded,orforcedtoconformto
Socialcontrolreferstosocialprocesses,plannedorunplanned,bywhichpeoplearetaught,persuaded,orforcedtoconformto
Questionsofeducationarefrequentlydiscussedasiftheyborenorelationtothesocialsysteminwhichandforwhichtheeduc
InterpretthefollowingpassagesfromEnglishintoChinese.Startinterpretingatthesignalandstopatthesignal.Youmaytak
InterpretthefollowingpassagesfromChineseintoEnglish.Startinterpretingatthesignalandstopatthesignal.Youmaytak
随机试题
搭接接头的应力分布是不均匀的,其疲劳强度也低。()
鳖甲煎丸的功用是
心血管和外周血管造影现代的方法是
下列论述符合《互联网药品交易服务审批暂行规定》的有
下列关于房屋租赁的表述中,不正确的是()。
某座层高为3.2m的16层办公楼,无热水供应。每层设公共卫生间一个,每个卫生间设置带感应式水嘴的洗手盆4个、冲洗水箱浮球阀大便器6个、自动自闭式冲洗阀小便器3个、拖布池2个(q=0.2L/s)。每层办公人数为60人,每天办公时间按10h计,用水定额为40L
下列企业、组织中,不适用《中华人民共和国企业所得税法》的是()
根据下图,回答下列问题:下图给出了某国在2001~2004年间的国民生产总值、进出口额、平均收入、失业人数、部分时间工作岗位及通货膨胀率的发展情况。
在抗日战争时期,中国共产党开展延安整风运动最主要的任务是()。
利用变换y=f(ex)求微分方程y’’-(2ex+1)y’+e2xy=e3x的通解.
最新回复
(
0
)