《管理英语4》Unit 6 Reading 2
导语
历史悠久的大型企业和公司往往都有很多值得学习和借鉴的经验，“通用”是世界知名的大公司，我们去了解一下它是如何变革发展的。
阅读文档，了解通用电气的机构改革。
Jack Welch Leading Organizational Change at GE
杰克·韦尔奇领导通用电气的机构改革
When Jack Welch, the Chairman and CEO at General Electric (GE) retired in 2001, he could look back at a very successful career.
He became CEO in 1981 at the age of 45. At that time, GE had a very complex organizational structure with considerably bureaucratic rules.
2001年，通用电气公司董事长兼首席执行官杰克·韦尔奇退休，回顾他的职业生涯，可谓事业有成。1981年他45岁时成为首席执行官。当时的通用电气机构臃肿，官僚主义盛行。
C If this was not the case, managers had the options of fixing the problem, selling their particular business, or closing it. In an effort to streamline the organization, Welch removed the sector level and eliminated thousands of salaried and hourly employee positions.
他的首要变革就是，启动战略制定程序，其原则是：每项业务在各自领域都要做到数一数二。否则，其业务经理面临三种选择：一是解决问题，二是出售业务，三是关门大吉。为了精简机构，韦尔奇取消了科级部门，裁掉了成千上万的计时付酬的工人。
A One such program was the Work-Out. Groups of managers were assembled to share their views openly in three-day sessions. At the beginning of the meetings, the superior presented the challenges for his or her organizational unit. Then the superior had to leave, requesting the groups to find solutions to the problems. Facilitators helped these discussions. On the last day, the superior was presented with proposed solutions. He or she then had three choices: to accept the proposal, not to accept it, or to collect more information. This process put great pressure on the superior to make decisions.
机构重组之后，他便着手改革企业文化和整顿经理们的管理作风。他采用一种被称为“群策群力”的解决方案。具体做法是，部门经理们用三天时间分组开会，公开交流意见。会议伊始，主管领导向下属单位经理提出问题，随后便离开会场，让这些经理研究出解决方案，小组主持人组织讨论。会议最后一天，主管领导会收到经理们提交的解决方案。主管领导可以有以下三种选择：接受方案、不接受方案或者收集更多信息。这种做法给主管领导的决策增加了压力。
B The aim was to learn from other companies how they obtained customer satisfaction, how they related to their suppliers, and in what ways they developed new products. This helped the GE people to focus on the processes in their operations that would improve the company’s performance.
另一种提高效率的做法叫“最佳实践”,其目的是向其他公司学习怎样赢得客户满意，学习怎样与供应商打交道，学习怎样开发新产品。这样做有助于通用人将他们的生产活动集中在改进公司的业绩方面。
Jack Welch was personally involved in developing managers at GE’s training center in Crotonville. Leaders, Welch suggested, are not only those who achieve results but also those who share the values of the company.
杰克·韦尔奇还亲自到克罗顿维尔的通用培训中心参与对经理的培训。他认为，领导者不仅要能够达成既定目标，还要能够分享公司的价值观。
A.The restructuring was followed by changing the organizational culture and the managerial styles of GE’s managers.
B.Another program to improve effectiveness and efficiency was Best Practices.
C.One of his first changes was to initiate a strategy formulation process with the guideline that each of the businesses should be number 1 or 2 in their respective areas.
Culture Note
Six Rules for Successful Leadership from GE’s Jack Welch
（通用电气公司总裁杰克·韦尔奇的成功领导六大法则）
1. Control your destiny, or someone else will.
掌握自己的命运，否则别人就会来控制你。
2. Face reality as it is, not as it was or as you wish it to be.
面对现实，不要沉湎于过去或幻想未来。
3. Be candid with everyone.
真诚待人。
4. Don’t manage, lead.
要引导，而不要管理。
5. Change before you have to.
不得不改，不如先改。
6. If you don’t have a competitive advantage, don’t compete.
如果你没有竞争的优势，就不要去竞争。
