評(píng)論
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Business
商業(yè)
Corporate culture
企業(yè)文化
The view from the top, and bottom
老板與員工的意見分歧
Bosses think their firms are caring. Their minions disagree.
老板們認(rèn)為公司對(duì)員工關(guān)懷備至，但其下屬卻不以為然。
AS WALMART grew into the world's largest retailer, its staff were subjected to a long list of dos and don'ts covering every aspect of their work.
隨著沃爾瑪發(fā)展成為全球最大零售商，其員工在工作的各方各面都受到了一大堆規(guī)則的限制。
Now the firm has decided that its rules-based culture is too inflexible to cope with the challenges of globalisation and technological change,
如今，沃爾瑪已經(jīng)認(rèn)識(shí)到其以規(guī)則為基礎(chǔ)的公司文化過于死板，無法應(yīng)對(duì)全球化和科技變革所帶來的挑戰(zhàn)。
and is trying to instil a "values-based" culture, in which employees can be trusted to do the right thing because they know what the firm stands for.
所以，沃爾瑪正嘗試逐漸培養(yǎng)一種以價(jià)值觀為基礎(chǔ)的公司文化，在這種文化中，員工了解公司的主張，所以能夠得到公司的信任，去做他們認(rèn)為正確的事情。
"Values" is the latest hot topic in management thinking.
"價(jià)值觀念"是管理學(xué)思維最新的熱門話題。
PepsiCo has started preaching a creed of "performance with purpose".
百事可樂公司已開始宣揚(yáng)一個(gè)信條："目的性績(jī)效"。
Chevron, an oil firm, brands itself as a purveyor of "human energy", though presumably it does not really want you to travel by rickshaw.
石油公司雪佛龍?jiān)谧约旱纳虡?biāo)上印上"‘人類體能'的供應(yīng)商"的字樣，盡管它大概并非真的希望你用人力車代步。
Nearly every big firm claims to be building a more caring and ethical culture.
幾乎每一家大型企業(yè)都宣稱自身正在發(fā)展更為關(guān)懷體貼、合乎道德的企業(yè)文化。
A new study suggests there is less to this than it says on the label.
一項(xiàng)新的研究顯示，實(shí)際情況與商家們所標(biāo)榜的有差距。
Commissioned by Dov Seidman, boss of LRN, a firm that advises on corporate culture, and author of "How",
LRN（一家企業(yè)文化顧問公司）的老板、同時(shí)也是《怎么做到的？》
a book arguing that the way firms do business matters as much as what they do, and conducted by the Boston Research Group, the "National Governance, Culture and Leadership Assessment" is based on a survey of thousands of American employees, from every rung of the corporate ladder.
（本書主張企業(yè)的經(jīng)營(yíng)方式與其經(jīng)營(yíng)的業(yè)務(wù)同樣重要）的作者多弗?塞德曼委托波士頓研究集團(tuán)進(jìn)行這項(xiàng)"國(guó)家治理、文化和領(lǐng)導(dǎo)能力評(píng)估"的研究，該研究是以對(duì)來自公司各個(gè)級(jí)別的數(shù)千位美國(guó)雇員的調(diào)查為基礎(chǔ)的。
It found that 43% of those surveyed described their company's culture as based on command-and-control, top-down management or leadership by coercion—what Mr Seidman calls "blind obedience".
研究發(fā)現(xiàn)，有43%的調(diào)查對(duì)象對(duì)其公司的文化有以下描述：以命令和指揮為基礎(chǔ)、自上而下的管理模式或強(qiáng)制式的領(lǐng)導(dǎo)——塞德曼先生稱之為"盲目服從型"。
The largest category, 54%, saw their employer's culture as top-down, but with skilled leadership, lots of rules and a mix of carrots and sticks, which Mr Seidman calls "informed acquiescence".
所占百分比最多的調(diào)查對(duì)象，即有54%的人認(rèn)為其公司文化自上而下型的，但公司的領(lǐng)導(dǎo)也有技巧可言，只是規(guī)則繁多并存在軟硬兼施的手段，塞德曼先生稱這種為"知情服從型"。
Only 3% fell into the category of "self-governance", in which everyone is guided by a "set of core principles and values that inspire everyone to align around a company's mission".
只有3%的調(diào)查對(duì)象屬于"自我管理型"，即每個(gè)員工都被一套"核心原則和價(jià)值"所引導(dǎo)，這套原則和價(jià)值激勵(lì)每個(gè)員工以公司的宗旨為中心進(jìn)行工作。
The study found evidence that such differences matter.
研究也發(fā)現(xiàn)一些證據(jù)，證明這些公司文化之間的差異事關(guān)重大。
Nearly half of those in blind-obedience companies said they had observed unethical behaviour in the previous year, compared with around a quarter in the other sorts of firm.
在盲目服從型企業(yè)中，幾乎有過半數(shù)員工都稱在前一年目睹過有違職業(yè)道德的行為，而在其他類型的企業(yè)中只有四分之一的員工有此經(jīng)歷。
Yet only a quarter of those in the blind-obedience firms said they were likely to blow the whistle, compared with over 90% in self-governing firms.
但是，在盲目服從型企業(yè)中只有約四分之一的員工說他們可能會(huì)揭發(fā)這種行為，而在自我管理型企業(yè)中卻有90%的員工會(huì)進(jìn)行揭發(fā)。
Lack of trust may inhibit innovation, too.
同樣，上下級(jí)之間缺乏信任會(huì)抑制員工創(chuàng)新。
More than 90% of employees in self-governing firms, and two-thirds in the informed-acquiescence category, agreed that "good ideas are readily adopted by my company".
自我管理型公司中超過90%的員工承認(rèn)"絕妙的想法很容易會(huì)被公司采納"，選擇性順從型公司中也有三分之二的員工這樣認(rèn)為。
At blind-obedience firms, fewer than one in five did.
而在盲目服從型公司中，持這種想法的人少于五分之一。
Tragicomically, the study found that bosses often believe their own guff, even if their underlings do not.
令人哭笑不得的是，研究還發(fā)現(xiàn)老板們時(shí)常對(duì)自己瞎掰的那一套信以為真，即便員工們不以為然。
Bosses are eight times more likely than the average to believe that their organisation is self-governing. (The cheery folk in human resources are also much more optimistic than other employees.)
老板們相信其公司是自我管理型公司的程度比普通員工高八倍。（人力資源部那些心情愉快的職員也比公司其他員工要樂觀得多。）
Some 27% of bosses believe their employees are inspired by their firm.
大約27%的老板認(rèn)為自己公司的員工能夠被公司所激勵(lì)。
Alas, only 4% of employees agree.
奈何，只有4%的員工同意此說。
Likewise, 41% of bosses say their firm rewards performance based on values rather than merely on financial results.
同樣，41%的老板稱其公司對(duì)績(jī)效的獎(jiǎng)勵(lì)是建基于價(jià)值觀之上的，而不僅是業(yè)績(jī)。
Only 14% of employees swallow this.
然而只有14%的員工接受此說。
