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1、㈤案例分析CaseGOINGFROMFADTOFADManyorganizationstodayarebecominginvolvedwithreengineeringjobs,flatteningthestructure,andempoweringtheirpeopletomakeon-the-spotdecisions.Tofacilitatethesedramaticchangesmostofthesefirmshavesetupexpensivein-housetrainingprogramsorhavehadspecialprogram,designe
2、dforthembythenation'sleadingbusinessschools.However,despitetheseefforts,thereisagnawing"gut"feelingthatcontinuestoconfrontthemanagementofthesefirms.Arealltheselatesttraininganddevelopmentprogramsgoingtobringabouttheresultstheywant,oristhisjUstthelatestroundoffadsthatwillsoonbereplace
3、dbystillotherfads?Manymanagersandopening-levelemployeeswhohavebeenwiththeircompanyforadecadeormorehavebeenthesefadscomeandgo.Managementgetallexcitedandimplementthelatesttechniqueandthen,afterafewyears,abandonthemandmoveontosomethingelse.Despitethejustifiablecynicism,thetopmanagemento
4、ffirmssuchasMotorolaarcbettingthatsomeofthelatestdevelopments,suchastotalquality,mayindeedchange,butthegeneralthrustofthesedevelopmentsandwhattheystandforareheretostay.ThisiswhyMotorolanowspendsover$I20millionannuallyontrainingandeducation.Thisisequivalentto3.6percentofitsyearlypayro
5、ll.Moreover,thecompanyestimatesthatforevery$1itspendsontraining,itachieves$30inproductivitygainsoverthenextthreeyears.Since1987Motorolahascutcostsby$3.3billionbyteachingpeopletosimplifytheprocessestheyuseandtoreducewaste.Asaresult,between1988and1992,salesperemployeeincreasedbymoretha
6、n100percentandprofitswentup47percent.Onereasonforthishugesuccessstoryindifficulttimesisthepracticalityofthetraining.Forexample,notonlydocsMotorolateachemployeeswhatempowermentisallabout,italsoallowsthemtolearnonthejobhowtouseempowermenteffectively.DespitesuccessstoriessuchasMotorola,
7、thereisstillwidespreadfearanddoubtsthattotalqualitymanagement,reengineering,empowerment,flatstructures,andalltheotherrecentlypopularconceptswillbeoutofvoguebytheturnofthecentury.Fortunately,mostfirmsarestillpushingaheadonthesenewideasandusingthemtohelprunthefirm.Theyaredoingsobecause
8、therearesome
