联想、戴尔等全球名企ceo谈员工激励之道（Lenovo, DELL and other global enterprises CEO talk about employee motivation）.docVIP

下载本文档

5
0
约6.84千字
约 5页
2017-08-15 发布于河南
举报
版权申诉

联想、戴尔等全球名企ceo谈员工激励之道（Lenovo, DELL and other global enterprises CEO talk about employee motivation）.doc

1、原创力文档（book118）网站文档一经付费（服务费），不意味着购买了该文档的版权，仅供个人/单位学习、研究之用，不得用于商业用途，未经授权，严禁复制、发行、汇编、翻译或者网络传播等，侵权必究。。
2、本站所有内容均由合作方或网友上传，本站不对文档的完整性、权威性及其观点立场正确性做任何保证或承诺！文档内容仅供研究参考，付费前请自行鉴别。如您付费，意味着您自己接受本站规则且自行承担风险，本站不退款、不进行额外附加服务；查看《如何避免下载的几个坑》。如果您已付费下载过本站文档，您可以点击这里二次下载。
3、如文档侵犯商业秘密、侵犯著作权、侵犯人身权等，请点击“版权申诉”（推荐），也可以打举报电话：400-050-0827(电话支持时间：9:00-18:30)。
4、该文档为VIP文档，如果想要下载，成为VIP会员后，下载免费。
5、成为VIP后，下载本文档将扣除1次下载权益。下载后，不支持退款、换文档。如有疑问请联系我们。
6、成为VIP后，您将拥有八大权益，权益包括：VIP文档下载权益、阅读免打扰、文档格式转换、高级专利检索、专属身份标志、高级客服、多端互通、版权登记。
7、VIP文档为合作方或网友上传，每下载1次，网站将根据用户上传文档的质量评分、类型等，对文档贡献者给予高额补贴、流量扶持。如果你也想贡献VIP文档。上传文档

联想、戴尔等全球名企ceo谈员工激励之道（Lenovo, DELL and other global enterprises CEO talk about employee motivation）

联想、戴尔等全球名企ceo谈员工激励之道（Lenovo, DELL and other global enterprises CEO talk about employee motivation） Lenovo, DELL and other global enterprises CEO talk about employee motivation Lenovo, DELL and other global enterprises CEO, talk about employee motivation, 2008-12-20 15:11:08 A years plan starts with spring. Want to let you in the new year the enterprises strive for further improvement, or a thorough promotion, in addition to the right decision, organization and management properly, improve morale and morale of staff motivation is also very important. The morale of the rainbow is invincible, we won the worlds top secret CEO on staff motivation. Identify different levels of motivation Liu Chuanzhi, chairman of China Legend Group The challenge we face is how to mobilize the enthusiasm of 3 distinct groups: managers, middle managers and employees on the pipeline. We have different expectations for each group and each needs different incentives. Our management team needs a sense of ownership. Many of Chinas state-owned enterprises face a particular conundrum: they cant allocate shares to senior management. We took an unusual approach; we reformed the ownership structure and made Lenovo a joint venture, so that we could share the stock among all the managers. In addition, senior managers need to be recognized, so we give them the opportunity to speak to the media. To this day, none of our senior managers has switched to another company. Middle managers want to be promoted and become senior managers, so they tend to be most responsive to challenges, to seize opportunities, to demonstrate and hone their talents. We set high standards for middle managers and allowed them to make their own decisions and implement them. If they work well, they will get very good returns. Workers on the assembly line need a sense of stability. If they work hard and diligently, they can get bonus ahead of time. We also link the performance of the group with the company or department and link indi