高科技研发环境下的员工授权:一个成功的“再造”案例研究

Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94 Pub Date : 1994-10-17 DOI:10.1109/IEMC.1994.379908

S.C. Kitsopoulos

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引用次数: 1

摘要

为了适应不断变化的环境和日益激烈的全球竞争，一家大型高科技公司的研发部门进行了戏剧性的“重组”。层级的数量减少了，双向沟通得到了加强，所有员工都有权发挥自己的主动性，而不是等待上级的命令。从旧的“帝国式”技术人员管理方式到现代的“参与式”管理方式的转变在三年的时间里成功地完成了。与此同时，企业文化也在从以技术为中心的企业文化向以客户为导向的企业文化转变

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Employee empowerment in the high-tech R&D environment: a case study of successful "reengineering"

The R&D division of a major high-tech firm was dramatically "reengineered" in order to adapt to a changed environment and intensified global competition. The number of hierarchical levels was reduced, two-way communication was enhanced and all employees were empowered to develop their own initiative instead of awaiting orders from above. The transition from the old "imperial" approach to the management of technical people to the modern "participative" way was successfully accomplished over a period of three years. It was coupled with the parallel transition from the strongly technology-focussed corporate culture to a more customer-oriented one.<>

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Proceedings of 1994 IEEE International Engineering Management Conference - IEMC '94

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