首页
登录
职称英语
The Genuine ArticleA Many business books assume th
The Genuine ArticleA Many business books assume th
游客
2024-01-09
60
管理
问题
The Genuine Article
A Many business books assume that potential leaders are a blank canvas onto which must be hurled a particular set of habits and characteristics in order to form the perfect chief executive of the future. Others assume that to become a better boss executives need do no more than ape other corporate high-flyers or draw inspiration from leaders in other walks of life. In this vein, for example, there is the Jack Welch model and the Richard Branson model.
B Military commanders are a favourite—military metaphors still abound in the corporate world—and Napoleon and:Alexander feature frequently. Alexander’s record on globalisation, however, is the more appealing in the current business climate. Failure to make it in Moscow and being off shored on St Helena are not to be found on the CVs of potential business leaders of today.
C Rob Goffee and Gareth Jones, two British academics, eschew the notion that effective bosses can be constructed piecemeal. Their implicit message is that bosses are born, or at least made before they delve into books on management. Rather than suggesting that high-quality leaders can be constructed from what they dismiss as an "amalgam of traits", they stress that there are "no universal leadership characteristics". The talent that the pair thinks most Vital is "authenticity".
D After 25 years spent observing well-regarded chief executives and good managers further down the ladder, the authors conclude that authors who are true to characteristics they already possess make the best bosses. Their message to the aspiring high-flyer is "be yourself", have a lot of self-knowledge and be comfortable with who you are. Identikit executives hiding behind the latest management fad, ambitious role players, time-servers and office politicians may manage to creep to the top. However, Messrs Jones and Goffee insist that those they seek to lead will soon find them out. Authenticity cannot be faked, they say, and a little eccentricity won’t hurt either. The authors approvingly cite Mr Branson’s casual style and endearing difference from the norm that his followers appreciate.
E Displaying other differences, foibles or even shortcomings, they say, adds to the authenticity, and they give examples of the kinds of differences that bosses should exude. When CEO of Unilever, Niall FitzGerald gave free vent to his Irishness; Franz Humer’s passion was on display for all to see at Roche; and the BBC revelled in Greg Dyke’s "blokeishness". The authors do concede that there are techniques which can improve leadership. Some characteristics work better than others, so play these up. However, they warn against phoney sincerity, and (perhaps surprisingly) they advocate displays of weakness. Mr Dyke had a notoriously bad temper; Alain Levy of PolyGram could be blunt and emotional. Appear human and your leadership will seem more attractive.
F The authors go on to make some fairly obvious points that the truly authentic and self-aware could probably work out for themselves: be conscious of how well you read situations (and try to get better); conform (but not too much); get close to your underlings (but not too close); and communicate authentically too. Are you better on e-mail or face-to-face? They cite Mr Welch’s use of experiences from his boyhood in his communiqués as a way of conveying authenticity. They suggest trying a little humour—which is surely not a good idea if you are not authentically funny.
G It is a shame that the British authors offer many more examples from Europe than they do from America. The reader is left wondering whether revealing eccentricities in a land where conformity is more highly prized (and weaknesses where capitalism is reddest in tooth and claw) would meet with less success. Wal-Mart, Microsoft and other hugely successful American companies have been led by rather unexceptional people with little sense of humour.
H Readers looking for detailed and specific advice on being a good manager may feel that the authors’ message is a little too vague. Managers who are unpleasant by nature may also want to try another approach. That said, "be yourself" is doubtless good advice for anyone yearning to lead hundreds and thousands of employees. Or indeed anyone merely wishing to lead a happy life. [br] *
选项
答案
真
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3347105.html
相关试题推荐
Althoughitstayedinbusinessforseveralmonths,thecompanywasactually(i)_
Malabasedhernewonlinebusinessinthe______,becauseshewantedtoworkfar
Duetotheextraordinarycircumstances,Britishbusinessownersfoundthemselves
Whileitisassumedthatthemechanizationofworkhasa(i)____effectonthel
Experiencedemployersrecognizethatbusinessstudentswhocan(i)________diffe
Schlesingerhasrecentlyassumedaconciliatoryattitudethatisnot(i)______b
Sheismostfrugalinmattersofbusiness,butinherprivatelifesherevealsa
Itisassumedthatscientistswillavoidmaking(i)______claimsabouttheresul
Ecologistshadassumedthattreesintheconsistentlywarmtropicsgrewata
Ecologistshadassumedthattreesintheconsistentlywarmtropicsgrewata
随机试题
【B1】[br]【B3】A、shouldB、hadtoC、wouldB情态动词should表示“应该”,would表示“过去将来”,haveto表
Weallknowwhatanadvertisementis;it’s【B1】______messagethatannounce
“教育救国论”。
本题哪项不符合建筑消防设施值班、巡查要求:()。A.建筑消防设施的值班和防火
关于水景水池溢水口的作用,以下哪项错误?()A.维持一定水位 B.进行表面
A.清晨或饥饿时出现心慌、发抖、苍白、心动过速等症状 B.多发性十二指肠溃疡伴
按照《证券公司另类投资子公司管理规范》的规定,另类子公司甲的做法正确的是()。
强国必须强军。历史有力证明,落后就要挨打。没有国防和军队的现代化,就不会有国家的
某公司采用期望现金流量法估计未来现金流量,预计2×20年A设备在不同的经营情况下
下列关于企业会计信息质量要求中实质重于形式的表述,正确的有()A.应以实际发生
最新回复
(
0
)