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  3. My class at Harvard Business School helps students understand what good manag

My class at Harvard Business School helps students understand what good manag

游客2024-12-03  43
问题    My class at Harvard Business School helps students understand what good management theory is and how it is built. In each session, we look at one company through the lenses of different theories, using them to explain how the company got into its situation and to examine what actions will yield the needed results. On the last day of class, I ask my students to turn those theoretical lenses on themselves to find answers to two questions: First, How can I be sure I’ll be happy in my career? Second, How can I be sure my relationships with my spouse and my family will become an enduring source of happiness? Here are some management tools that can be used to help you lead a purposeful life.
   1 USE YOUR RESOURCES WISELY. Your decisions about allocating your personal time, energy, and talent shape your life’s strategy. I have a bunch of "businesses" that compete for these resources: I’m trying to have a rewarding relationship with my wife, raise great kids, contribute to my community, succeed in my career, and contribute to my church. And I have exactly the same problem that a corporation does. I have a limited amount of time, energy, and talent. How much do I devote to each of these pursuits?
   Allocation choices can make your life turn out to be very different from what you intended. Sometimes that’s good: Opportunities that you never planned for emerge. But if you don’t invest your resources wisely, the outcome can be bad. As I think about people who inadvertently invested in lives of hollow unhappi-ness, I can’t help believing that their troubles relate right back to a short-term perspective.
   When people with a high need for achievement have an extra half hour of time or an extra ounce of energy, they’ll unconsciously allocate it to activities that yield the most tangible accomplishments. Our careers provide the most concrete evidence that we’re moving forward. You ship a product, finish a design, complete a presentation, close a sale, teach a class, publish a paper, get paid, get promoted. In contrast, investing time and energy in your relationships with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids misbehave every day. It’s really not until 20 years down the road that you can say, "I raised a good son or a good daughter." You can neglect your relationship with your spouse, and on a daily basis it doesn’t seem as if things are deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and overinvest in their careers, even though intimate and loving family relationships are the most powerful and enduring source of happiness.
   If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see the same stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said mattered most.
   2 CREATE A FAMILY CULTURE. It’s one thing to see into the foggy future with acuity and chart the course corrections a company must take. But it’s quite another to persuade employees to line up and work cooperatively to take the company in that new direction.
   When there is little agreement, you have to use "power tools" — coercion, threats, punishment, and so on, to secure cooperation. But if employees’ ways of working together succeed over and over, consensus begins to form. Ultimately, people don’t even think about whether their way yields success. They embrace priorities and follow procedures by instinct and assumption rather than by explicit decision, which means that they’ve created a culture. Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which members of a group address recurrent problems. And culture defines the priority given to different types of problems. It can be a powerful management tool.
   I use this model to address the question, How can I be sure my family becomes an enduring source of happiness? My students quickly see that the simplest way parents can elicit cooperation from children is to wield power tools. But there comes a point during the teen years when power tools no longer work. At that point, parents start wishing they had begun working with their children at a very young age to build a culture in which children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures, just as companies do. Those cultures can be built consciously.
   If you want your kids to have strong self-esteem and the confidence that they can solve hard problems, those qualities won’t magically materialize in high school. You have to design them into your family’s culture, and you have to think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works. [br] According to the author, when does culture begin to emerge?
选项 A、When people decide what and how to do by instinct.
B、When people realize the importance of consensus.
C、When people as a group decide how to succeed.
D、When people use "power tools" to reach agreement.
答案 A
解析 本题询问在作者看来文化何时开始形成。第7段第4句明确指出，当人们“按照本能和设想而非明确的决定来判定事情的轻重缓急并按程序办事”时文化就形成了。故答案是A。
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