（赢家：答案）Winning :The Answers: Confronting 74 of the Toughest Questions in Business Today pmlz pdf mobi 地址 cbz 下载 epub 百度云

In Winning, their 2005 international bestseller, Jack and Suzy Welch created a rare document, both a philosophical treatise on fundamental business practices and a gritty how-to manual, all of it delivered with Jack's trademark candor and can-do optimism. It seemed as if "no other management book," in the words of legendary investor Warren E. Buffett, would "ever be needed."

Instead, Winning uncovered an insatiable thirst to talk about work. Since the book's publication, the Welches have received literally thousands of questions from college students and seasoned professionals alike, on subjects ranging from leadership and global competition to tough bosses and building teamwork. Indeed, questions about virtually every business and career challenge have poured in—some familiar, others surprising, many urgent and probing, and all of them powerfully real.

Winning: The Answers takes on the most relevant of these questions, and in doing so, its candid, hard-hitting responses expand and extend the conversation Jack and Suzy Welch began with Winning. It is a dialogue that is sure to be both compelling and immensely useful to anyone and everyone engaged in the vital work of helping an organization grow and thrive.

Introduction

GLOBAL COMPETITION On the Brave New World

　1. Taking on China... and Everyone Else

　2. Is China for Everyone?

　3. Regarding Russia

　4. Why Paris Burned

　5. Vive l'Europe--Just Not Yet

　6. Outsourcing Is Forever

　7. Getting Global Before It Gets You

　8. The Home Field Advantage

LEADERSHIP On Being a Better Boss

　 9. Are Leaders Born or Made?

　10. The Leadership Mind-Set

　11. Tough Guys Finish First

　12. The Ultimate Values Test

　13. When to Cut the Cord

　14. The Courage to Become a Change Agent

　15. Wrestling with Resisters

　16. Building Trust from the Top Down

　17. The Perilous Promotion Trap

　18. Keeping Your People Pumped

　19. How to Get Elected Boss

　20. Winning the Whining Game

　21. New Job--Old Team?

　22. The Smarter They Are...

MANAGEMENT PRINCIPLES AND PRACTICES On Running a Business to Win

　23. Getting the Best People

　24. The Fight Against Phoniness

　25. The Limits of Candor--or Not

　26. The Case for Differentiation... Even in Sweden

　27. Strategy for Big and Small Alike

　28. The Consultant Conundrum

　29. The Danger of Doing Nothing

　30. How Healthy Is Your Company?

　31. The Real Job of HR

　32. Staff Functionaries... and Other Filters

　33. Stopping Job Cuts Before They Happen

　34. No More B.S. Budgeting

　35. Not Invented Where?

　36. Making Sense of Matrixes

　37. The Uses and Abuses of Gut Instinct

　38. What Becomes a Salesperson Most

……

CAREERE On Life Liberty,and teh Pursuit of a Promotion

PRIVATEL HELD On Working for the Family

WINNING AND LOSING On Why Business Is Good

暂无相关内容，正在全力查找中

暂无出版社相关信息，正在全力查找中！

暂无相关书籍摘录，正在全力查找中！

在线阅读地址：（赢家：答案）Winning :The Answers: Confronting 74 of the Toughest Questions in Business Today在线阅读

在线听书地址：（赢家：答案）Winning :The Answers: Confronting 74 of the Toughest Questions in Business Today在线收听

在线购买地址：（赢家：答案）Winning :The Answers: Confronting 74 of the Toughest Questions in Business Today在线购买

第一个工具很简单：赞扬。当一个员工或团体做了一件了不起的事情时，你要立刻给予热情的表扬。除了当众进行表扬之外，还要将这件事挂在嘴边，一有机会就提起它。同时，还要对相关的所有员工进行奖励。

这些日子，当我们向一些企业团体提出这个建议时，对方几乎异口同声地提出他们关心的问题：那些没有收到表扬的人怎么办？他们说这样做可能会伤害他们的自尊，打击他们的工作热情。这是毫无根据的，这等于在迁就不思进取！如果公司的员工队伍很理想--个个能力不凡，乐观向上，那么当众赞扬只会激励大家向更高的目标前进。

第二种创新虽然没有前一种创新受人瞩目，但是它的效果却毫不逊色。这就是不停地革新你现有的产品和经营方式。虽然人们必须通过发现全新的理念来创新，但是，企业可以（也必须）通过探索最佳实践的方法并适应它们，持续地提升这些方法以达到创新这一目的。尤其是依靠成本，质量和服务来创新活动，企业才能适应今天的竞争环境，将相关成本降低30%~40%。

当成为领导之后，情况就不一样了。成功的内涵是提升别人，也就是说，让你的下属更机敏，更成熟，更大胆。除了注意培养和支持你的团队，还要帮助其中的每个成员增加自信。作为一个个体，你的行为已不再重要。诚然，和团队其他成员一样，你也会得到别人的注意--但是，你被注意的原因只是因为你的团队获得了成功。换句话说，作为领导，你的成功并不在于你每天在做什么，而在于团队的出色表现“反射”给你的荣耀。

现在，这是一个很大的转变--毫无疑问，这是一个很困难的过程。担任领导之后，你需要彻底转变你的思维方式，你不能再总想着“我怎样才能与众不同”，而应想着“怎样才能让下属把工作做得更好”。有时候，这种思维方式要求你放弃你二三十年来拼搏进取的精神支柱！毕竟，在你的前半生--从小学一直到你的前一个职位，你一直是在为自己竞争，你举起手说出正确答案的时候，就算是赢了。但是，现在的情况是，你之所以被提升到领导的位置上，很可能是因为上面的某位领导看中了你的组织才能，是你可以实现从明星队员到称职教练的成功跨越。

怎样才能成功地实现这个跨越？首先，也是最主要的，就是积极指导你的下属。利用一切机会向他们反馈你的看法--不仅仅是在年度或半年度的绩效考核到来之际。在会议、演讲或拜访客户之后，也要与下属探讨进一步改进的方法。让每一个重大活动都成为帮助他们的机会，与他们进行探讨，告诉他们你对他们当前表现的看法，告诉他们该如何提高。在互相交流的过程中，你要旗帜鲜明地亮出你的观点！一定要直言不讳，这是高效领导者性格特点的一部分。

提升下属能力的另一个办法是深入地关心他们。满怀激情地面对生活、面对你们共同进行的工作，向下属展示你对未来的乐观倾向。此外，要积极关心每个人的绩效和进步情况，并用你的旺盛精力影响周围的每一个人。

总而言之，千万不要忘记--你现在是一个领导。你不能再只想自己，你要想到他们。

另一种极端对企业也具有同样的危害性,就是那种“大家都满意吗”型的上司。在这样的上司手下工作是一件轻松惬意的事情--薪水来的真是容易！--但是，这种与软弱相伴的很可能是低下的业绩。为什么？这至少存在三个隐患：这种颇受“欢迎”的上司对谁都是同样的宽大、和蔼、懦弱；他们总是大事化小，小事化了，从不认真考虑事情的后果；他们往往根据办公室里最后一个人的需要和愿望改变自己的方向。换句话说，他们没有任何敏锐、深刻的洞察力！

对于这种上司来说，“苛刻”的含义就是意志坚定。他们设定明确、带有挑战性的目标。他们将这些目标落实到具体的绩效预期之中。他们频繁地进行严格的绩效考核，并对优秀者进行相应的奖励。对绩效最佳的员工给予高度赞扬，并提供最丰富的奖金予以激励，对于其他绩效水平的员工也给予相应的表扬和奖金激励，但是对于表现最差的员工，则不提供任何奖励。他们毫不掩饰自己的看法，让每一个人都清楚自己的绩效情况，让所有人都了解企业的经营状况。每一天，这些“苛刻”的优秀上司都在着力提高下属的能力。他们为员工提出很高的要求，希望员工能够达到他们的要求。

透明是提高自我要求的第二个工具。 你已经知道哪些衡量标准有助于提高这一行业的绩效--存货周转率、每平方英尺的销售额、有关客户满意度的一些指标。如果从前你没有定期公布这些衡量标准，那么现在马上改过来。保证让每家分店--无论是绩效最好的分店，还是最差的分店都能看他们在所有分店中的排名情况。这种透明的做法能够起到良好的效果。这种方式既可以公开表扬和激励绩效最理想的分店，同时，对于绩效较差的分店来说，又可以起到敲警钟的作用，提醒他们必须探索更有效的新方法来提高绩效。换句话说，这种方法又可以支持和促进整个组织的持续学习和进步。

编辑推荐

作者简介：

　　Jack Welch began his career with the General Electric Company in 1960, and in 1981 became the company's eighth Chairman and CEO. During his tenure, GE's market capitalization increased by $400 billion, making it the world's most valuable corporation. In 1999, Fortune named him the "manager of the century," and the Financial Times recently named him one of the three most admired business leaders in the world today. Upon retiring from GE in 2001, Mr. Welch published his internationally best-selling autobiography Jack: Straight from the Gut. He now teaches at MIT's Sloan School of Management and speaks to business leaders and students around the world.

书籍介绍

在线阅读本书

Book Description

In Winning , their 2005 international bestseller, Jack and Suzy Welch created a rare document, both a philosophical treatise on fundamental business practices and a gritty how-to manual, all of it delivered with Jack's trademark candor and can-do optimism. It seemed as if "no other management book," in the words of legendary investor Warren E. Buffett, would "ever be needed."

Instead, Winning uncovered an insatiable thirst to talk about work. Since the book's publication, the Welches have received literally thousands of questions from college students and seasoned professionals alike, on subjects ranging from leadership and global competition to tough bosses and building teamwork. Indeed, questions about virtually every business and career challenge have poured in—some familiar, others surprising, many urgent and probing, and all of them powerfully real.

Winning: The Answers takes on the most relevant of these questions, and in doing so, its candid, hard-hitting responses expand and extend the conversation Jack and Suzy Welch began with Winning. It is a dialogue that is sure to be both compelling and immensely useful to anyone and everyone engaged in the vital work of helping an organization grow and thrive.

Book Dimension

length: (cm)18.6 　　　 　　　　　 　　　　　 width:(cm)14.3