管理学基础 朱雪芹第7章.pptVIP

* * * * * * * * * * * * * * * * * * * * * 联想3 “渠道赋能 “渠道赋能”计划，通过IT咨询师计划、CEO特训营等培训项目，对渠道进行IT专业知识、管理技能、企业文化等培训，在年内将培养认证9000名大联想销售工程师，增强渠道对中小企业的服务能力。 联想还建立明确的游戏规则，通过遍布全国的18个分区110个销售网格，对渠道进行有效的协调管理。 三大管理平台，即ERP(erterprise Requirements Planning)系统，PRC系统(Partner Relationship Collaboration 渠道关系协同)及商机管理系统，凭借这三大系统的高效协同，联想与分销商以及终端渠道在信息流、资金流、物流和资源流等多方面充分共享并且无缝整合，打造出绝无仅有的高效运转的大联想渠道体系。 问题？ 1、联想成长计划的构成？ 2、 说明计划在联想的重要性？ Three sets of organizational variables stimulate innovation: structure, culture, and human resource practices. Structural variables affect innovation in three ways: (1) organic structures promote innovation, (2) plentiful resources stimulate innovation, and (3) effective communication overcomes barriers to innovation. All three require the commitment of top management. Innovative organizations encourage experimentation and risk-taking behavior by rewarding both successes and failures. Such organizations are likely to have the following seven characteristics: 1. Acceptance of ambiguity 2. Tolerance of the impractical 3. Low external controls 4. Tolerance of risk 5. Tolerance of conflict 6. Focus on ends rather than on means 7. Open systems focus Innovative organizations train and develop their members to keep their knowledge, skills, and abilities current; offer job security rather than the fear of being fired to promote risk-taking; and encourage individuals to become champions of change. Once a new idea is developed, champions of change promote the idea and build support. Then, they overcome resistance to the idea and ensure that the innovation is completed. These persons are self confident, energetic, persistent, risk-takers. In addition, they have the decision-making discretion to induce and implement innovations. * * * * * * * * * * * * * * * * * * * * * * * * People act on their perceptions, not on reality. Because these perceptions can be distorted, people often misinterpret events and activities. When managers want to explain or predict someone’s behavio