食品工业企业管理材料.doc

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1、UnitOneWhoMakesIttotheTopWhatdoesittaketosucceedinAmericanbusiness?Opinionsvarywidely.Givenapproximatelyequalqualificationsandcircumstances,someclaimthesuccessfactorislargelyamatterofluck-beingintherightplaceattherighttime.Othersspeakofutterdevotiontowork,combinedwithadegreeofruthl

2、essness.Far-outtheoriesabound.One"expert"maintainsthatit'sundoubtedlyamatterofhowmucheducationyourmotherhad.Togetabetterperspective*onwhomakesittothetop-andwhy–Iinterviewedfourmenwhoshouldknow-managementconsultantsandexecutiverecruitersforsomeofthebiggestcorporationsinthecountry.He

3、rearetheirinformedopinions.ThomasA.Buffum,beadoftheexecutiverecruitingfirmofThomasA.BuffumAssociatesinBoston:"Wehearaboutnewtechnologymakingengineersobsolete.Inthesameway,newmethodsofmanagementcanmakeexecutiveobsolete.Themenwhorisethehighestandstaytherearethosewhoneverstopgrowingan

4、dlearning.TheseflexibleFellowsseldomstall7onthecorporateladderorgetshakenoff.”"Akeytestofthisflexibilitycomesatthetimeofamergeroracquisition.Canyouadapttothenewmanagement:framework-dothings'theirway?'orareyousousedtoyouroldmethodsthatyou'llresentanychanges?”"Themenwhocantrulyanswer

5、‘yes’tothefirstquestionand'no'tothesecondaretheoneswhoneverfindthemselves"betweenjobs'".CharlesFerguson,anotherconsultant,agrees:"Howtocopewithchange-that'sthekeytosuccessorfailureformanybusinessmen.”“Changescomeinseveralforms.Oneistheconstantfluxofthejobitself,becauseofshiftingcon

6、ditionsinthecompanyandtheindustry.Thelate1960’sofferedcaseafteragonizingcaseofbrashyounggo-goentrepreneurswhoputtogetherlitteringconglomeratesthattheyhadnoideahowtomanage.Oncetherequirementsofthejobchangesfrompyramidingtomaturemanagementofanexistingentity,theycouldcopenolonger.Adif

7、ferentsetofskillswasneeded.”"Executivesmustbeabletohandlechangeinbroadsegmentsofindustry,society,andgovernment.Butperhapsthechangethat'smostchallengingofallisthatwithinthemstlves.Manythingscause'executivemetamorphosis–familyorfinancialchange,declininghealth,age,burnoutfromoverwork,

8、perhapsevenacertaincomplac