人力资源与与劳资关系专题专题研究WhatLeadersReallyDo.ppt

* * Nicolosi與正在從事新產品開發專案的研發人員進行更多的交談 (更多溝通ㄉ機會) * * * * * * 2011/04/09 * * Motivating People:Richard Nicolosi at Procter Gambl（7/10） All these activities helped create an entrepreneurial environment where large numbers of people were motivated to realize the new vision. Most innovations came from people dealing with new products. Ultra Pampers, first introduced in February 1985, took the market share of the entire Pampers product line from 40% to 58% and profitability from break-even to positive. And within only a few months of the introduction of Luvs Deluxe in May 1987, market share for the overall brand grew by 150%. 2011/04/09 * * Motivating People:Richard Nicolosi at Procter Gambl（8/10） Other employee initiatives were oriented more toward a functional area, and some came from the bottom of the hierarchy. In the spring of 1986, a few of the division’s secretaries, feeling empowered by the new culture, developed a secretaries network. This association established subcommittees on training, on rewards and recognition, and on the “secretary of the future.” Echoing the sentiments of many of her peers, one paper products secretary said: “I don’t see why we, too, can’t contribute to the division’s new direction.” 2011/04/09 * * Motivating People:Richard Nicolosi at Procter Gambl（9/10） By the end of 1988, revenues at the paper productsdivision were up 40% over a four-year period. Profits were up 68%. And this happened despite the fact that the competition continued to get tougher. 2011/04/09 * * Motivating People:Richard Nicolosi at Procter Gambl 小 結 激勵員工： 以員工基本需求、價值與情感為訴求， 使員工往同一目標，邁進建構未來願景。 * ~ The End ~ 2011/04/09 * * * * * * * * * * * * * * * * * * 公司裡的大多數員工都知道有問題，但是大家在如何解決問題上無法達成一致。 * ；每個月舉辦“複印產品論壇” “部門現況”會議 * * * * * * * * Reported by 張蕙心 vs 潘雅玲 Reported by 張蕙心 vs 潘雅玲 人力資源與與勞資關係專題專題研究What Leaders Really Do by John P. Kotter 指導教授：趙守博 博 士 報告學生：張蕙心 工博二 潘雅玲 工博一 9931001 小