从美国职业经理人转型企业培训看国美之争(Looking at the dispute between the United States and the United States through professional managers transformation and enterprise training).doc
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从美国职业经理人转型企业培训看国美之争(Looking at the dispute between the United States and the United States through professional managers transformation and enterprise training)
从美国职业经理人转型企业培训看国美之争(Looking at the dispute between the United States and the United States through professional managers transformation and enterprise training)
Attention from all walks of life of the United States and the United States dispute, the professional managers once again pulled the focus of the hot light debate front desk. As the forerunner of the professional manager system, the American professional manager system has experienced three transformations in the past 100 years. Although the experience of the United States is not entirely applicable to China, but I think, according to this analysis of the United States and the dispute of social significance, but also a way of thinking.
After the world economic crisis, trust relationship is the key word
From the changes of American occupation managers the status of the beginning of the last century, the family capital and occupation managers between the two decades of stalemate and retreat, until after the 1929 world economic crisis, business differentiation highlights the role of manager, manager of the occupation status therefore occurs in the qualitative change.
The first time the transition of the U.S. occupation managers, revolves around the trust relationship between business owner and occupation managers, property manager and complex conflict with human alternately, the most typical is the American general motors at the beginning of the century, occupation manager Sloan to replace business owner Durant, which lasted more than 10 years and several ups and downs, to the world economy after the crisis of 30s and 40s to complete.
Sloan and the United States GM like Chen Xiao, from started their own factories, Durant became the company mergers and acquisitions executives. Durant, the founder of the company, has an iron hand, dictatorship and personal management, especially after being overthrown and rushed back to control. In the face of Durants despotism, Chrysler angrily left to start the third American a
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