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商業(yè)欺詐根源在于人性
 作者: Eleanor Bloxham    時(shí)間: 2011年12月31日    來(lái)源: 財(cái)富中文網(wǎng)
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把作惡者看成是和我們不一樣的一類人或許能讓我們感到安全,。但真正的安全來(lái)自于打造一個(gè)能防患于未然的組織,。
轉(zhuǎn)貼到: 微信 新浪微博 關(guān)注騰訊微博 人人網(wǎng) 豆瓣

????20世紀(jì)80年代中期華爾街內(nèi)幕交易丑聞的主角丹尼斯?利文多年前被判提供社區(qū)服務(wù)的時(shí)候,,曾經(jīng)給紐約大學(xué)(NYU)MBA學(xué)生講授過(guò)倫理課。他形容促使自己進(jìn)行內(nèi)幕交易的是一種“下一把必須要翻本”的心態(tài),,這時(shí)候人都是在跟自己較勁,,努力爭(zhēng)取下一場(chǎng)的勝利,永不滿足。

????除了個(gè)人心態(tài),,他的解釋也適用于整體公司文化,,比如被指有意向公眾隱瞞虧損的明富環(huán)球(MF Global)和奧林巴斯(Olympus)。

????但利文并未說(shuō)明人為什么永遠(yuǎn)不會(huì)滿足,。隱瞞經(jīng)濟(jì)損失的動(dòng)機(jī)背后是什么,?為什么個(gè)人(或公司)總是不撞南墻不回頭?

????奧林巴斯發(fā)生的一切被歸咎于順從文化,、“爛到心”的管理團(tuán)隊(duì)以及由“好好先生”構(gòu)成的董事會(huì),。明富環(huán)球破產(chǎn)的原因則被解釋為掌門人喬恩?科爾津的狂妄自大。但如果我們仔細(xì)分析科爾津,、奧林巴斯董事和高管們的動(dòng)機(jī),,我們會(huì)發(fā)現(xiàn)我們的身上也有這些人的影子。

????幾乎任何一個(gè)負(fù)責(zé)任的董事會(huì)成員都會(huì)告訴你,,企業(yè)文化的責(zé)任感或通常被稱為“高層的基調(diào)”始于董事會(huì),。負(fù)責(zé)任的董事會(huì)成員會(huì)監(jiān)督首席執(zhí)行官和公司文化;他們會(huì)通過(guò)社交場(chǎng)合,、實(shí)地考察,、單獨(dú)會(huì)談以及定期的董事會(huì)和委員會(huì)會(huì)議,與首席執(zhí)行官及管理團(tuán)隊(duì)其他成員交流,。他們不僅僅只是聽(tīng)聽(tīng)高管們演講時(shí)的高談闊論就了事,,他們還會(huì)解讀肢體語(yǔ)言、觀察互動(dòng)和評(píng)判能力,。他們會(huì)查看舉報(bào)信息,、客戶熱線接入記錄、員工調(diào)查,、表現(xiàn)評(píng)估和薪酬決定,。他們會(huì)仔細(xì)而系統(tǒng)地衡量公司對(duì)正常的意見(jiàn)分歧的容忍程度,以及在探討嚴(yán)峻的現(xiàn)實(shí)和不完美解決的方案時(shí)所表現(xiàn)的開(kāi)放性,。

????這項(xiàng)工作不僅對(duì)公司最高層意義重大,,對(duì)于公司上上下下也同樣如此。為什么,?因?yàn)橐患夜緝?nèi)部也可能有多種文化,,考慮過(guò)調(diào)換部門的員工肯定對(duì)此都深有體會(huì)。

????不管處于哪一層級(jí),,只要身為管理層的一員,,都應(yīng)當(dāng)運(yùn)用優(yōu)秀的董事會(huì)所采用的方法來(lái)對(duì)管轄的部門文化進(jìn)行監(jiān)督。而且,,對(duì)人性(包括自己)的洞察也能幫助你決定該關(guān)注什么,。

????Dennis Levine, who lectured an NYU MBA ethics class as part of his community service many years ago, described the mentality that led to his insider trading conviction as a mentality of having to win the next game, competing with oneself for the next victory, where enough was never enough.

????His explanation is applicable to both individuals and entire corporate cultures, such as MF Global (MFGLQ) and Olympus, where losses were allegedly buried from public view on purpose.

????But Levine's explanation doesn't address why enough is never enough. What underlies the motivations to hide losses? And why does it often take a very rude awakening for a person (or a company) to change?

????What has befallen Olympus has been chalked up to an obedience culture, a management team that was "rotten at the core," and a board "of yes men." MF Global's case has been explained away by Jon Corzine's hubris. But if we examine, rather than impugn, Corzine's motives and those of the board and executives at Olympus, we will realize how these individuals' actions relate to you and me.

????As almost any good board member will tell you, the responsibility for corporate culture, or what is commonly referred to as "tone at the top," begins with the board. Good board members monitor the CEO and corporate culture by meeting not only with the CEO but also with other members of a company's management team in social settings, on site visits, in executive sessions without other members of management present, and in regular board and committee meetings. They don't just listen to management speeches: they read body language, observe interactions, and view facilities. They look at the contents of whistle-blower and customer hotline call-in logs, employee surveys, performance evaluations, and compensation decisions. They carefully and systematically gauge the level of healthy dissent and openness to discuss troubling situations and imperfect solutions.

????This is critical work at the top of a company but necessary throughout it as well. Why? Because there can be many cultures inside one company, a fact that anyone who has considered transferring from one department to another well recognizes.

????No matter where in the hierarchy you sit, if you are a member of management, you too should be monitoring the culture of the groups that report to you using the techniques that great boards use. And some insights into individual human personality, including your own, can help you decide what to look for.







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最佳評(píng)論

@關(guān)子臨: 自信也許會(huì)壓倒聰明,,演技的好壞也許會(huì)壓倒腦力的強(qiáng)弱,好領(lǐng)導(dǎo)就是循循善誘的人,,不獨(dú)裁,,而有見(jiàn)地,能讓人心悅誠(chéng)服,。    參加討論>>
@DuoDuopa:彼得原理,,是美國(guó)學(xué)者勞倫斯彼得在對(duì)組織中人員晉升的相關(guān)現(xiàn)象研究后得出的一個(gè)結(jié)論:在各種組織中,由于習(xí)慣于對(duì)在某個(gè)等級(jí)上稱職的人員進(jìn)行晉升提拔,,因而雇員總是趨向于晉升到其不稱職的地位,。    參加討論>>
@Bruce的森林:正念,應(yīng)該可以解釋為專注當(dāng)下的事情,,而不去想過(guò)去這件事是怎么做的,,這件事將來(lái)會(huì)怎樣。一方面,,這種理念可以幫助員工排除雜念,,把注意力集中在工作本身,,減少壓力,,提高創(chuàng)造力。另一方面,,這不失為提高員工工作效率的好方法,。可能后者是各大BOSS們更看重的吧,。    參加討論>>


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