【中考英語經(jīng)驗(yàn)分享】面對(duì)職場(chǎng)信息,應(yīng)該如何應(yīng)對(duì)

“命令制式未消失永遠(yuǎn)不會(huì)消失。老板還是板。如果我的老板吩咐我做件事，我會(huì)立起身去做。如果巴茨讓手下做什么事，而們沒有立刻照辦，就會(huì)有麻煩了——而這互聯(lián)網(wǎng)一點(diǎn)兒關(guān)系也沒有。傳統(tǒng)的管理方已壽終正寢?；ヂ?lián)網(wǎng)讓“命令制式復(fù)存在如今人都可以搶在老板之前對(duì)他們的一舉一動(dòng)加以分析和奚落，對(duì)員頤指氣使已不再可能。上述觀點(diǎn)是雅任CEO卡爾?巴(Carol在《濟(jì)》(The年特的世界Worldin中提出的。它聽上去十分新穎，也貌似有，我差點(diǎn)兒就被哄弄住了，以為“信息洪”或許真的徹底改變了管理方式。但隨后向四周張望了一下，看到許多人平靜地趴辦公桌邊做著自己拿錢要做的事情：工?！懊钪剖轿聪в肋h(yuǎn)不會(huì)消失。老板還是板。如果我的老板吩咐我做件事，我會(huì)立起身去做。如果巴茨讓手下做什么事，而們沒有立刻照辦，就會(huì)有麻1

煩了——而這互聯(lián)網(wǎng)一點(diǎn)兒關(guān)系也沒有。巴茨說的不錯(cuò)可獲得的信息量，的確改變了公司運(yùn)作以我們相互溝通的方式但上去唯一沒有變的就是老板與下屬的溝通方式。被海資訊歪曲和吞噬掉的，都是其它方面。managementinternethaskilledcommandandNowthattchiefmovealmostbeforethey'vemadeit,ithasbecomepeopleabout.viewforwardbynewheadYahoo,TheEconomist's“TheWorldin2010”.soundsandandforaIwasintothaperhapstheofhaschangedmanagementforever.thenlookedaroundIsawlotsofpeopledeskscalmlydoingwhattheywerepaidtodo:working.Commandandisnotoverand2

metodosomething,inclinedtoupoffmybottomanddoemployeesdon'tgettheirbottomsshethemproblemdowiththeinternet.Sheamountofinformationavailabledoesthearerunwaywecommunicatewitheachitseemstheonlycommunicationthathasnotchangedisbetweenbossandunderling.Itisalltheotherthathavebecomemuffledbytheamountstuffthere.Inthepastcoupleweeks,I'vecomeacrosstwoinwhichcompaniesmanaging–andofareworrying.ThecomesfromaworksinShehasnoticedthatherarerespondingtothinformationoverloadnotmuchofit,bydigestanything3

atShemincompany,writtenwordhasalmostitspower.Noonereadse-mailsanymore–withtheexceptionoffromthefromanyoneelseareeitherdeletedunreadorgivencursoryglancethenignored.MessagesonTwitterhavetobetoomanyforandsheerofmessagesmanyofthemmisstheirmark.Heransweristobypasswrittenwordandconveysimplemessagesvideoinstead.Watchingthesewantedtolaugh.HerewasawomanwithacfromCambridgeuniversityifaTVThecamerashowedherdeliveringsimple,upbeatmessagebeforemovingtoamanwrotesamemessageachunkyfelttipmarker.4

aQuitesheButbecausepeopleseemedtobelistening,didn'tOthercompanieshavetodealtoomuchinformationgivingupattemptmanageitondosocoststoomuch.Sincemanyhaveclosedtheirlibrariesandthettheirknowledgemanagementupwithsuchandoptimismbarelydecadeago.Inoneconsultancy,thepeoplewhousedtosortinformationintousablechunkshavejustfired,consultantshavewillhavetotheirknowledgeneeds”.Thisisalmostcertainlymistake.Self-servicingourknowledgeneedsissomethingmostarebadat.Whichiswhy,Bartzout,weneedbusinessleaderswhowillnotonlyuswhattobuhelpusknowtoBartzarguesinorderdothis5

mustskills.First,mustmoreI'mnottheinformationageismanyneedtodonotmoremoreMorethangoodleadersurelyneedstolearnhowtobecomeselectivelydeaf.ThesecondistofindawayofdealingmanywrittenaboutthemtheItbeifwecouldexpecttherespondwaveofpublicbnotholdingmybreath.BecauseIcanfindnogrown-upstrandinmyself,I'mgloomyaboutfindingiti