执行力的五大关键指标
执行不力六种表现？
执行不力六种表现？
1、妥协性，遇到反对强烈的，就妥协；2、无能性，本无能力，只会纸上谈兵；3、背叛性，南辕北辙，执行力反作用；4、干扰性，乱弹琴，上级直接要干扰；5、过程性，注重战术，忽略战略结果；6、动态性，朝秦暮楚，无为而治维多。
执行力就是管理，管理就是既要管也要理，管了理解最好，管了不理解，就需要管到理解为止，然后在行动中体现出来，达到有效的结果。
强势的男人性格特征？
这样的男人往往可能会比较自私自利，而且会感觉有点过于高。
他们会认为自己所做的一切都是对的，会感觉自己所说的一切也都是有意义的，从来不愿意接受任何一个人，也不愿意接受别人的意见和建议，只愿意按照自己的想法去做事，不管什么时候都是会把自己的利益放在首位，不会考虑别人的感受。
如何发现和确定影响团队绩效的核心指标？
企业在起步、增长、成熟、稳定和衰落的商业发展周期中，面临种种挑战和机遇，是否能成功、顺利地跨越每一阶段的瓶颈，推动新的增长波浪，要求企业随着动态的内外环境，调整其文化价值。
Enterprises face various challenges and opportunities during the startup, growth, maturity, stabilisation and decliningstages of a business cycle. Whether businesses can weather through bottlenecks in each stage and fuel new growth waves, it requires enterprises dynamically adjust their cultural value on consequence of changing internal and external factors that affect enterprises.
企业文化代表着组织的价值或者对观点的假设，它体现了整个组织所附有的态度、信念和经验。文化价值是承接愿景和使命与战略和规划的关键纽带，因为文化无形中把企业的愿景和使命融入到发展战略和项目实施中去。一个正向和强壮的组织文化可以激励员工的主观能动性，发自内心地愿意为企业的长远目标贡献力量。公司高管要想把这方面的作用进一步扩大，可以采取多种变革方案，例如 领导力培训。
Enterprise culture represents organisational value or the assumption used to form perception, which reflects the attitude, belief and experience embedded in the organisation. Cultural value is the tie between vision/mission and strategy/initiative, because culture engrains vision and mission into corporate strategy and project implementation. A positive and strong culture ignites its employees’ proactiveness to work and their willingness toc ontribute to the long-term success of the firm. If top management wants to maximise such an effect, there are numerous solutions available, such as leadership training.
每个人都或多或少的有三观，同样，组织也有它的文化。如何在员工的三观和组织的文化价值之间达成某种程度的一致，将成为企业和员工发展的一个双赢。Canwell, Geller amp Stockton (2015) 的研究表明53%的千禧代员工（生于1980至1999年间）愿意成为他们所在公司的高管，这项积极的研究结果让企业的老总们减少了在留住人才方面的担忧，这也为未来的领导接班人奠定了基础。如果企业高管能找到有效的办法促进员工三观与组织文化价值的统一, 这将会产生无法估量的内聚力，比如 不同部门间的协同、员工的执行力以及积极的工作态度（愿意多承担责任和为他人着想）。
Each individual has some form of belief, regarding how they perceive the world, life and value，namely three outlooks, while an organisation also has its culture. How to align individual’s three outlooks with the organisation’s culture, to some extent, is a win-win forthe growth of business and employees. Research done by Canwell, Geller amp Stockton (2015) reveals that 53% of the millennial workers (people born between 1980 and 1999) are eager to become the top management of the company they are working for. Not only does this positive finding help mitigate leaders’ concern on talent retention, but also lays a foundation for leadership pipeline. If management could find effective solutions to integrate company culture with three outlooks, it would generate invaluable synergy, for example, cross-department collaboration, workers’ ability to execute, and proactive work attitude (willing to take more responsibility and be considerate).
当然，要求组织文化与每一个员工的取向相融合确实是一件难能可贵的事。如果企业能制定相应的政策、流程和程序，并适时采取奖励措施，促进愿景和使命由上而下的贯通，将有利于员工更好地理解其岗位是如何为组织成长增添价值的。同时，企业本身也减少了用于监督和管理方面的成本。最终，激发员工的创新能力，他们为客户排忧解难，为同事助力，为部门主管献计献策的主动性。
Indeed, it is not an easy task, in the short term, to achieve seamless integration between company culture and each worker’s three outlooks. The right policy, process and procedure, along with rewarding measures to foster the top-down infusion of vision and mission, allows employees to better understand their role in fueling business growth. At the same time, companies also lessen the cost for monitoring and supervision. Eventually, such an initiative induces employees’ ability to innovate, assist customers with resolving their issues, collaborate with co-workers, and stand in the shoes of their supervisors.
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