Shaping their culture_Susan三叶草_免费在线阅读收听下载

Many companies see the value in assertively shaping their culture—so that the culture, rather than the managers, causes the right things to happen. Once it has been shown to work, they write it down and talk about it, as often as pos- sible. Netflix, for example, invested a great deal of time in defining and writing down its culture— one that may not suit everybody. Not only is this available to employees, but it's freely available online. It includes:
No vacation policy: take as much as you want, as long as you're doing a great job and covering your responsibilities.
"Outstanding" employees only: doing an "adequate"job leads to your getting a “generous severance package,” so the company can hire an A-player in your place.
“Freedom and responsibility” vs. command-and-control: good managers give their employees the right context in which to make decisions—and then the employees make the decisions.
But management can't just spend time communicating what the culture is- it must make decisions that are entirely in alignment with it. While Netflix built an early reputation for doing this, it's not uncommon to see a company release a document about culture, and then completely fail to live up to it.
许多公司看到了果断塑造其文化的价值——这样，文化，而不是管理者，有好的结果。一旦被证明有效，他们就把它写下来，尽可能经常地谈论它。例如，网飞投入了大量时间来定义和记录它的文化——这种文化可能并不适合所有人。这不仅对员工开放，而且可以在网上免费看。它包括:
没有休假政策:想休多少就休多少，只要你工作出色，尽职尽责。
仅限“优秀”员工:只做一份“足够”的工作会让你获得“丰厚的遣散费”，这样公司就可以雇佣一名优秀的员工来代替你。
“自由和责任”与“命令和控制”的对比:好的管理者会给员工正确的决策环境，然后让员工做出决策。
但是管理层不能只花时间谈论文化——必须做出与文化完全一致的决策。虽然网飞在这方面很早就建立了声誉，但还是看到某家公司发布了一份关于文化的文件，然后完全没有遵守，这样的事情并不罕见。

Shaping their culture

Shaping their culture

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