2829.B 關(guān)于民營企業(yè)員工流失的控制 外文參考文獻(xiàn)譯文及原文doc

1、本科畢業(yè)設(shè)計(jì)（論文）外文參考文獻(xiàn)譯文及原文 學(xué) 院 經(jīng)濟(jì)管理學(xué)院 專 業(yè) 工商管理 年級(jí)班別 學(xué) 號(hào) 學(xué)生姓名 指導(dǎo)教師 年 月 日目 錄1 文獻(xiàn)譯文.11.1 透視動(dòng)力.11.2 激勵(lì)和控制的區(qū)別.11.3 態(tài)度.31.4 獎(jiǎng)勵(lì).31.5 激發(fā)動(dòng)力適宜的環(huán)境.41.6 做一個(gè)有干勁的人.41.7 正確的獎(jiǎng)勵(lì)與正確的結(jié)果.62 文獻(xiàn)原文.72.1 perspective power.72.2 drive and control difference.82.3 manner.102.4 encourage.102.5 stimulation power being suitable enviro

2、nment.112.6 makes one to have the working zeal person.122.7 correct reward and correct result.131 文獻(xiàn)譯文1.1透視動(dòng)力如果你知道什么因素可以激發(fā)人們的動(dòng)力，那你就掌握了和人們溝通交流的最有效的工具。在介紹部分的內(nèi)容中，我說過，激發(fā)動(dòng)力是大家最普遍的要求，每一個(gè)人都想要獲得更多的動(dòng)力，但是他們卻不知道動(dòng)力到底是什么。一個(gè)人可能會(huì)說他希望獲得更大的動(dòng)力，管理者和領(lǐng)導(dǎo)者會(huì)說他們希望擁有一個(gè)更加積極的團(tuán)隊(duì)，雇主希望雇傭一個(gè)有干勁的員工，員工希望有一個(gè)能激發(fā)他們動(dòng)力的雇主。事實(shí)上，雇主對(duì)員工的要求非常高，

3、所以員工應(yīng)該具有激發(fā)自我積極性的能力。動(dòng)力和力量關(guān)系非常緊密，我們可以說一個(gè)干勁十足的人擁有無窮的力量。我們可以回想一下一個(gè)驚人的故事：一個(gè)母親和她的幾個(gè)孩子經(jīng)歷了一場(chǎng)車禍，她們的汽車翻了過來，車底朝天，孩子們被困在了車?yán)?，母親被拋出了車外，幸運(yùn)的是，她并沒有受傷。母親體重約57公斤，身高只有163厘米。當(dāng)救護(hù)隊(duì)到達(dá)時(shí)，他們發(fā)現(xiàn)母親把孩子們抱在懷里，孩子們也沒有受傷。救護(hù)隊(duì)把他們送到醫(yī)院，進(jìn)行了一次全面的檢查，結(jié)果發(fā)現(xiàn)，這位母親的椎骨被壓斷了。顯然，當(dāng)時(shí)她把汽車舉了起來，用腳把孩子們移了出來，在這個(gè)過程中，她的背部受到了損傷。我們知道，在正常的條件下，母親無論如何也是舉不起汽車的，她既沒有這樣

4、的體格，也沒有這樣的肌肉力量，但是她有動(dòng)力的力量。希望是所有動(dòng)力的基礎(chǔ)所以，希望是激發(fā)人們的動(dòng)力的一個(gè)標(biāo)準(zhǔn)，希望是任何結(jié)果的動(dòng)機(jī)，是驅(qū)動(dòng)發(fā)動(dòng)機(jī)的燃料。缺少希望，任何人的積極性和動(dòng)力都不可能被調(diào)動(dòng)和激發(fā)。1.2激勵(lì)和控制的區(qū)別讓我們先從管理的角度，來看一看激勵(lì)和控制之間的區(qū)別吧。在我看來，控制是強(qiáng)迫某人做某事，是你想讓他們做這些事；而激勵(lì)是讓某人自己愿意做某事，因?yàn)樗麄冏约合脒@么做。我的一個(gè)偉大的朋友弗蘭克迪喬說：“正是這小小的區(qū)別造成巨大的不同?！币虼?，你是使用激勵(lì)還是控制來運(yùn)作公司，已經(jīng)成為衡量舊企業(yè)和新企業(yè)的標(biāo)志?？纯从罱纳虡I(yè)史，我們可以看到公司的管理都是在一種尋求控制的制度下進(jìn)行的

5、。在很多情況下，這種拙劣的管理模式非常復(fù)雜，英國一直深受其害。實(shí)際上，英國的經(jīng)理們?cè)欢韧Ｖ沽撕蛦T工之間的對(duì)話，管理者和員工之間的交流溝通都是通過工會(huì)進(jìn)行的。在我從事商業(yè)咨詢和培訓(xùn)的這么多年中，我從來沒有見到過優(yōu)秀的管理層和工會(huì)之間會(huì)存在大問題，我想不出這樣的例子。前面，我已經(jīng)說過，我們工作的世界是一個(gè)以人為本的世界，但是在許多的組織當(dāng)中，人們獲得晉升，承擔(dān)管理和領(lǐng)導(dǎo)的職位，僅僅是因?yàn)檫@些人在其它的工作崗位上干得很出色，人們接受管理培訓(xùn)的情況太少見了。因?yàn)檫@些人擅長某個(gè)職責(zé)，在這個(gè)崗位上很出色，所以他們的同事希望他們能夠承擔(dān)管理者的職位，這些人似乎得到了上天的恩賜，自然而然就知道如何調(diào)動(dòng)別人的

6、積極性，如果進(jìn)行溝通，如何管理別人。很多管理者都仿效他們的前任，學(xué)習(xí)他們的管理模式，這樣就形成了一個(gè)無窮無盡的惡性循環(huán)。當(dāng)然，控制的管理模式也是有效的，但是這個(gè)模式是不能長久的，會(huì)造成同事們之間的不信任，形成一種“他們和我們”的敵對(duì)局面。在控制的管理模式下，我們不可能達(dá)到一種理想的境界，管理者和員工不可能齊心協(xié)力，朝著共同的目標(biāo)和方向前進(jìn)。如果你鼓勵(lì)一個(gè)有上進(jìn)心的人參加面試，同時(shí)希望他在應(yīng)聘成功后，對(duì)這種控制的管理模式有良好的反應(yīng)，這簡(jiǎn)直是太天真了。正如我所說的，激勵(lì)是讓某人自愿去做某事，是因?yàn)檫@些人想要這么做。這條原則同樣適用于你我，如果我們真的想做某事，我們會(huì)有更大的動(dòng)力；如果我們不想做某

7、事，我們就缺乏自我動(dòng)力。所以，在這本書中，我們對(duì)方法論、原則和技巧進(jìn)行探討，這些方法論、原則和技巧不僅能夠幫助你開發(fā)自己的動(dòng)力，而且可以使你激勵(lì)你接觸的周圍的人。接受和理解痛苦與快樂原則，可能是非常有幫助的。我們和世界上其它動(dòng)物一樣，盡我們最大的努力避免痛苦。當(dāng)然，我們都會(huì)避免經(jīng)歷任何身體上的疼痛，同樣我們也有一種自然的本能，避免任何形式的精神苦惱。有關(guān)人類這樣的本能反應(yīng)的例子很多，在我們面對(duì)這種令人不快的任務(wù)時(shí)，我們就會(huì)有這樣的本能反應(yīng)，例如，在你面對(duì)棘手的電話、繁重的家務(wù)活、參加可能發(fā)生對(duì)抗的會(huì)議、打開賬單、為了身體健康進(jìn)行鍛煉、戒煙等等。為了尋求快樂或者我們自認(rèn)為的快樂時(shí)，我們常常愿意付

8、出巨大的代價(jià)，盡管一些快樂有時(shí)如曇花一現(xiàn)，對(duì)有些人來說，他們的快樂就是大吃大喝。從積極的角度出發(fā)，對(duì)快樂的追求是取得成就的關(guān)鍵所在，我們?cè)诤竺娴恼鹿?jié)中更細(xì)致論述如何實(shí)現(xiàn)的目標(biāo)。我們中的成功者把握了痛苦原則和快樂原則之間的平衡。有時(shí)，我們不得不經(jīng)歷一些有限的痛苦，有人可能稱這種痛苦為自我約束，有些人稱其為自我管理。我的好友史蒂夫班尼特是一個(gè)成功的企業(yè)家，叢林網(wǎng)絡(luò)公司（）的創(chuàng)始人，他鼓勵(lì)其他人使用先吃酸葡萄技巧。許多人之所以一無所獲，是因?yàn)樗麄冊(cè)谥匾氖律稀⒒螂y以應(yīng)付的事上拖拖拉拉，在很多情況下，他們不想承受哪怕是一點(diǎn)點(diǎn)苦痛，更沒有準(zhǔn)備好承擔(dān)任何風(fēng)險(xiǎn)。史蒂夫在面對(duì)各種各樣的棘手

9、的情況時(shí)，如面對(duì)一些令人不快的、困難的工作，痛苦或矛盾的事情時(shí)，他總是首先使用先吃酸葡萄技巧。我的建議是，如果你要同時(shí)完成兩項(xiàng)工作，一份工作是你喜歡的，一份工作是你討厭的，最好先做你討厭的那份工作，然后做自己喜歡的工作，作為對(duì)自己的獎(jiǎng)勵(lì)。我發(fā)現(xiàn)這個(gè)技巧是成功的一個(gè)辦法。我們都清楚地知道，缺乏自我管理的人往往會(huì)本末倒置。為了更好地理解如何激發(fā)人們的動(dòng)力，我們必須分辨態(tài)度和獎(jiǎng)勵(lì) 之間的區(qū)別。我們都知道胡蘿卜加大棒式的激勵(lì)，這仍然是許多人持有的對(duì)該問題的看法，現(xiàn)在讓我們考察一下態(tài)度和獎(jiǎng)勵(lì)的區(qū)別。1.3態(tài)度態(tài)度是人們面對(duì)事情時(shí)的所思所想，是他們擁有的自信，是他們對(duì)自己的信念，對(duì)待生活的態(tài)度。態(tài)度有可能

10、是消極的，也有可能是積極的。態(tài)度是他們?nèi)绾稳タ创磥?，如何去處理過去的事件。我們每一個(gè)人時(shí)不時(shí)都要確信我們擁有正確的態(tài)度，在以后的章節(jié)中，我們會(huì)進(jìn)行更多的論述。1.4獎(jiǎng)勵(lì)獎(jiǎng)勵(lì)是一個(gè)人和一個(gè)團(tuán)隊(duì)從他們的活動(dòng)中所收獲的成果。我們可以簡(jiǎn)單地做一個(gè)總結(jié)：“你做這件事，你可以獲得回報(bào)?！痹诘谑轮?，我們將深入地探討有關(guān)獎(jiǎng)勵(lì)的問題：即鼓舞人們奮進(jìn)，使人們加倍努力的獎(jiǎng)品和獎(jiǎng)金的種類。理解態(tài)度和獎(jiǎng)勵(lì)之間的差別是非常重要的，而且要接受這樣一個(gè)觀點(diǎn)，把兩種激勵(lì)的方法結(jié)合起來才是最有效的。1.5激發(fā)動(dòng)力適宜的環(huán)境在了解激發(fā)動(dòng)力的技巧，從正確的角度來看待動(dòng)力時(shí)，我們首先必須知道，不管對(duì)于個(gè)人、團(tuán)隊(duì)來說，只有在適宜的環(huán)

11、境下，動(dòng)力才可能被激發(fā)。例如，一個(gè)經(jīng)理為了激發(fā)團(tuán)隊(duì)的動(dòng)力，他制定了競(jìng)爭(zhēng)和鼓勵(lì)的計(jì)劃。盡管這個(gè)計(jì)劃非常周到，但是運(yùn)行這個(gè)計(jì)劃的環(huán)境卻不利于團(tuán)隊(duì)間的和諧，同事之間普遍存在著第相攻擊、相互不信任的現(xiàn)象，氣氛很不愉快。在這樣的環(huán)境下，任何獎(jiǎng)勵(lì)和激發(fā)動(dòng)力的措施都達(dá)不到預(yù)期的效果。你必須留心周圍的環(huán)境，看看在這樣的環(huán)境下，你的動(dòng)力是否能夠被激發(fā)出來？如果你是一個(gè)領(lǐng)導(dǎo)者，觀察周圍的環(huán)境能否激發(fā)員工的動(dòng)力？赫茲伯格教授稱這些因素為“衛(wèi)生因素”。以公司的設(shè)施為例。公司的設(shè)備運(yùn)轉(zhuǎn)正常嗎？這個(gè)地方太冷了，還是太熱了？這里干凈整齊嗎？燈光、空氣、洗手間的設(shè)施、工作空間如何？這樣的環(huán)境有利于提高工作效率嗎？還有其它抑制

12、工作表現(xiàn)的因素嗎？要成為一個(gè)出色的經(jīng)理，或者激勵(lì)者，你必須擁有領(lǐng)導(dǎo)技巧，如果你缺乏領(lǐng)導(dǎo)技巧，你必須培養(yǎng)這種技巧。盡管這是大家都了解的內(nèi)容，但是重復(fù)這樣的原則是值得的。我個(gè)人非常喜歡一些老生常談的觀點(diǎn)，一個(gè)非常好的觀點(diǎn)是：領(lǐng)導(dǎo)者以身作則，跟隨者追隨榜樣當(dāng)然，人們會(huì)模仿他們的同事。激勵(lì)成果和領(lǐng)導(dǎo)風(fēng)格是密不可分的。從人類伊始，領(lǐng)導(dǎo)們不斷聽到這樣的告誡“以身作則，樹立一個(gè)好榜樣”。1.6做一個(gè)有干勁的人現(xiàn)在讓我們?cè)谀X海里形成一個(gè)干勁十足的人的圖像。一個(gè)人的外表給我們留下了第一印象，一個(gè)干勁十足的人的外表肯定是非常整潔的；他們頭發(fā)看起來是經(jīng)過靜心照料的，衣服經(jīng)過了仔細(xì)的打理，鞋子清潔。整潔的外表反應(yīng)出一

13、個(gè)人關(guān)心自己。許多年來，我的一個(gè)公司一直管理著一成功的電話銷售隊(duì)伍。公司有個(gè)規(guī)定，所有的銷售員來上班時(shí)，必須穿戴整潔，發(fā)型整齊，女性員工必須化妝。我們發(fā)現(xiàn)成功的結(jié)果和銷售隊(duì)伍的積極性直接成正比。如果他們對(duì)自己感覺良好，那么他們的銷售量會(huì)隨著增長?，F(xiàn)在，在許多的公司出現(xiàn)了一個(gè)不注重穿著的趨勢(shì)，我知道這是一種更休閑的方式，但是任何事都必須有個(gè)限度，我們每一個(gè)人都會(huì)根據(jù)別人的外表做出自己的評(píng)價(jià)。一個(gè)人還應(yīng)該注意走路的方式。我有一個(gè)好朋友，他透過辦公室的玻璃，來觀察參加面試的應(yīng)聘者。事實(shí)上，他通過應(yīng)聘者走路的方式來判斷是否雇傭這個(gè)人。他告訴我說，一個(gè)目的明確、步伐輕快的應(yīng)聘者比一個(gè)步調(diào)沒精打采、走路懶

14、散的人工作出色。要觀察一個(gè)應(yīng)聘者是慢步行走，把手放在口袋里，還是腳步充滿了活力，手臂充滿了力量。第二，肢體語言能表現(xiàn)一個(gè)人對(duì)事物的熱情程度。笑臉、會(huì)說話的眼睛和一個(gè)積極的面部表情當(dāng)然能夠表現(xiàn)出一個(gè)人的積極性。學(xué)習(xí)肢體語言的學(xué)生稱，在英國，我們大約能夠使用四萬個(gè)詞語和聲音進(jìn)行溝通，但是在日常生活中，我們習(xí)慣上只使用四千個(gè)單詞和聲音。另一方面，僅僅來自面部的肢體語言信號(hào)就有一萬五千個(gè)左右。我們知道，大部分人可以控制他們說話的內(nèi)容。所以如果肢體語言和嘴里說出的話出現(xiàn)了沖突和矛盾，肢體語言傳達(dá)的信息肯定是正確的。所以如果有人說他感覺很好，但是他的面部表情痛苦，耷拉著肩膀，這說明他感覺并不好，我們通過他

15、的肢體語言就可以推斷出他的真實(shí)感受。最后，一個(gè)干勁十足的人是如何與他人溝通的呢？干勁十足的人肯定充滿了熱情。干勁十足的人暢談他的未來，他們正在做的事，他們計(jì)劃做的事。過去只是一種經(jīng)歷，幫助你發(fā)現(xiàn)機(jī)遇，把機(jī)遇轉(zhuǎn)化為成功。所以，干勁十足的人對(duì)生活充滿了熱情和期待，與這樣的人交往是一種快樂。除了上面所有的內(nèi)容，一個(gè)干勁十足的人可以輕易地被描述為一個(gè)積極的人。他們表現(xiàn)出的獨(dú)特的行為特點(diǎn)是：1、積極2、目的感強(qiáng)3、期待成功這種態(tài)度會(huì)讓人產(chǎn)生充足的精力。干勁十足的人看起來精力充沛，你可能聽說過下面的話，“如果你想完成一件事，讓一個(gè)勤勉的人去做?！?.7正確的獎(jiǎng)勵(lì)與正確的結(jié)果在這一章的最后，為了讓大家對(duì)動(dòng)力

16、有所了解，我想提及邁克爾拉布爾夫的如何激勵(lì)他人這本書。在書中，他對(duì)世界上的管理原則是這樣描述的：你可以從給予獎(jiǎng)勵(lì)的行為中獲得更多。你得不到你希望、渴望、懇求或請(qǐng)求得到的東西，你得到的就是你獎(jiǎng)勵(lì)的。所以，我們可以看見最偉大的管理原則一再說明那些有獎(jiǎng)勵(lì)的事情總是可以完成的。所以，如果你是一名管理者，或者是一個(gè)領(lǐng)導(dǎo)者，你必須自省，問自己，你賞識(shí)什么？你獎(jiǎng)勵(lì)什么？我們會(huì)在第八章進(jìn)行仔細(xì)的考察。如果正確的行為沒有獲得獎(jiǎng)勵(lì)，那么你得到的結(jié)果可能也是錯(cuò)誤的。隨身提示1、希望是所有動(dòng)力的基礎(chǔ)2、激勵(lì)或控制？必須分辨它們之間的區(qū)別3、分辨態(tài)度和獎(jiǎng)勵(lì)的區(qū)別4、尋找干勁十足的人的特點(diǎn)至理名言 “人們常認(rèn)為成功使人自

17、負(fù)、自傲、自我得意，因而會(huì)毀了一個(gè)人，這種觀點(diǎn)是錯(cuò)誤的。正好相反，成功使人謙虛、忍讓、善良；失敗使人變得殘酷、刻薄?！?英國作家薩默塞特毛姆2 文獻(xiàn)原文2.1 perspective powerif the perspective power you knew any factor may stimulate peoples power, then you have grasped and the people communicate the exchange the most effective tool.in the introduction part content, i had sai

18、d, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any. a person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the emp

19、loyer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. in fact, the employer is extremely high to staffs request, therefore the staff should have stimulates the self-enthusiastic ability. the power and the strength relations is

20、 extremely close, we may say a working zeal full person has the infinite strength. we may recollect a next astonishing story: a mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the

21、 mother is thrown dispatched a vehicle, lucky is, she has not been injured. mother body weight approximately 57 kilograms, height only then 163 centimeters. when the ambulance corps arrive, they discovered the mother hugs the children in the bosom, the children has not been injured. the ambulance co

22、rps deliver them the hospital, has carried on a comprehensive inspection, finally discovered, this mothers vertebra is broken by pressing. obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. we knew that, under t

23、he normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength. hope is all power foundationtherefore, the hope stimulates a peoples power standard, the hope is any resu

24、lt motive, is actuates the engine the fuel. lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 drive and control differencelet us first from the management angle, looks at between the drive and the control difference. in my opinion, the cont

25、rol is forces somebody to make something, is you wants to let them make these matters; but drove is lets somebody own be willing to make something, because they want such to do. my great friend franker enlightens qiao to say that,” is precisely this small difference creates the huge difference.” the

26、refore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprises symbol. has a look the english recent commercial history, we may see the company the management all is seeks the control in one kind under the system to carry on. in ver

27、y many situations, this kind of shoddy management pattern is extremely complex, england is continuously deep its evil. in fact, englands manager once stopped and between staffs dialogue, between the superintendent and staffs exchange communication all was carries on through the trade union. is engag

28、ed in commercial consultation and in training such many years in me, i had not seen between the outstanding management level and the trade union can have the big problem, i cannot find out such example. front, i had already said, we work the world was a humanist world, but middle many organizations,

29、 the people obtain the promotion, undertakes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. because these people excel at some responsibility, is very splendi

30、d on this post, therefore their colleague hoped they can undertake superintendents position, these people as if obtained the gracious gift which ascends the sky, knew naturally how arouses others enthusiasm, if carries on the communication, how manages others. very many superintendents all imitate t

31、hem predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle. certainly, the control management pattern also is effective, but this pattern cannot long-time, can create the colleague between not to trust, forms one kind “they and we” the hostile aspect. und

32、er the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. if you encourage one to have the desire to do better person to participate interview, simulta

33、neously hoped after he responds to a call for recruits successfully, has the good response to this kind of control management pattern, this was simply too naive. just like i said, the drive is lets somebody make something voluntarily, is because these people want such to do.this principle is suitabl

34、e similarly for your me, if we really want to make something, we can have a bigger power; if we do not want to make something, we lack the self-power.therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principle and

35、 the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. accepts and the understanding painful and the pleasure principle, possibly has the help extremely.we and in the world other animals are same, we biggest avoid the pain diligently.certainly, we

36、 can avoid experiencing on any bodily the ache, similarly we also have one kind of natural instinct, avoids any form the spirit being worried.the related human such instinct responded the example are very many, when us facing this kind of unpleasant duty, we can have such instinct to respond, for ex

37、ample, in you facing the thorny telephone, the arduous housework lives, the participation possibly has the resistance conference, opens the bill, carries on exercise, no-smoking for the health and so on. in order to seek joyful or us confessed for when joyful, we are willing to pay the huge price fr

38、equently, although sometimes some joyful like appears briefly, to some people, they joyful is eats and drinks extravagantly.embarks from the positive angle, is obtains the achievement to the joyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates reali

39、zes.in us the upper dog has grasped between the painful principle and the pleasure principle balance. sometimes, we can not but experience some limited pain, some people possibly call this kind of pain the self-restraint, some personal it for self-control. my good friend steve bannite is a successfu

40、l entrepreneur, the jungle network company () the founder, he encourages other people to use eats the sour grape skill first. many people the reason that have achieved nothing, is because of them. at the matter which at the important matter, or deals with difficulty hauls, in very many sit

41、uations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.steve when faces various thorny situation, like when facing some unpleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.my suggestion is

42、, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your repugnant that work, then does the work which oneself likes, takes to own reward. i discovered this skill is successful means.we all clearly knew, lacks the self-control the huma

43、n often can put the cart before the horse. in order to understand well how stimulates peoples power, we must distinguish between the manner and the reward difference. we all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the

44、manner and the reward difference.2.3 mannerthe manner is the people thinks facing the matter time thought that, is self-confidence which they have, is they to own faith, the treatment life manner. the manner has the possibility is negative, also has the possibility is positive. how will the manner b

45、e they regards the future, how processed the past the event. our each person all wants to believe firmly once for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 encouragethe reward is a person and a team the achievement which harvests from theirs activi

46、ty. we may make a summary simply: “you make this matter, you may obtain the repayment.” in the tenth chapter, we thoroughly will discuss the related reward the question: namely inspires the people to advance boldly, to cause prize and the bonus type which the people redouble ones efforts. understood

47、 between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoint, unifies two drive methods is most effective.2.5 stimulation power being suitable environmentwhen the understanding stimulation power skill, regards the power from the correct angle, we

48、first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only then possibly stimulated. for example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.although this plan is extreme

49、ly thorough, but moves this plan environment not to favor the harmony between the team actually, between the colleague generally has the phenomenon which attacks, does not trust mutually, the atmosphere is not very happy.under such environment, any reward and the stimulation power measure cannot ach

50、ieve the anticipated effect. periphery you must pay attention the environment, has a look under such environment, whether your power can stimulate? if you are a leader, whether periphery the observation environment does stimulate staffs power? hertz professor bergh called these factors are “the hygi

51、enic factor”. take companys facility as an example.companys equipment revolution normal? this place too has been cold, was too hot? here clean neat? light, air, washroom facility, working space how? such environment is advantageous to the enhancement working efficiency? also has other suppression wo

52、rk performance factor? must become an outstanding manager, or the stimulator, you must have the leadership skill, if you lack the leadership skill, you must raise this skill.although this is a content which everybody understood, but duplicates such principle is worth. i must often likes some platitu

53、des the viewpoint, an extremely good viewpoint is: leader sets an example, the follower follows the examplecertainly, the people can imitate them the colleague. drove the achievement and the leader style are inseparable. from the human beginning, the leaders hear such warning “to set an example unce

54、asingly, set up a good example”.2.6 makes one to have the working zeal personnow lets us form a working zeal full persons image in the mind. a persons semblance has made the first impression to us, a working zeal full persons semblance definitely is extremely neat; their hair looks like is the proce

55、ss peaceful mind care, clothes passed through careful handling, the shoe have been clean.the neat semblance responded a person cares about oneself. for many years, my company is continuously managing a success telephone marketing team.the company has a stipulation, when all sellers go to work, must

56、dress neatly, the hairstyle is neat, the feminine staff must put on make-up.we discovered the successful result and marketing teams enthusiasm is proportional directly.if they feel good to oneself, then their sales volume can along with the growth. now, had does not pay great attention to is putting on the tendency in many companies, i knew this is one kind goes off duty and rest the idle way, but any matter all must have a limit, our each person can act according to others semblance to make own appraisal. a person also should pay attention to the way