Management Principles
Taylor's Scientific Management
Frederick Winslow Taylor(1856 - 1915)Principles of Scientific ManagementYonatan ReshefFaculty of B usinessUniversity of AlbertaEdmonton, AlbertaT6G 2R6 CANADAIn the past the m an hasbeen first; in the futurethe system must be first(p.7).Principles of Scientific ManagementTaylor's focus of attention was plant management. He argued that labor problems (waste, low productivity, high turnover, soldiering, and the adversarial relationship between labor and management) arose from defective organization and improper methods of production in the workplace. Production, he contended, was governed by universal and natural laws that were independent of human judgment. The object of scientific management was to discover these laws and apply the "one best way" to basic managerial functions such as selection, promotion, compensation, training, and production.Taylor advocated using time and motion studies to determine the most efficient method for performing each work task, a piece-rate system of compensation to maximize employee work effort, and the selection and training of employees based on a thorough investigation of their personalities and skills.Taylor also promoted changes in the organizational structure of the firm, such as replacing the single omnipotent foreman in charge of all aspects of production and personnel management in a given department with several foremen, each of whom would be trained in the knowledge and skills of a specific functional activity (e.g., productivity, machine repair, quality assurance).The gist of the problem. Taylor believed that under the traditional management each worker was to become more skilled in his own trade than it was possible for any one in management to be, and that, therefore, the details of how the work should best be done must be left to him (p. 63). Unfortunately, four problems existed that rendered this situation untenable for society: First, management used rules of thumb to decide on what constitutes a fair day of work (p. 22), work procedures, personnel matters, etc. Second, being self-centered, workers abused managers' trust in two ways (pp. 17, 19, 20, 50). According to Taylor, "the natural instinct and tendency of men is to take it easy, which may be called natural soldiering" (p. 19). "To ward off a rate cut was one reason to soldier. To thumb his nose at the boss, protest wages deemed too low, or husband shop work otherwise apt to run out were others" (Kanigel, 1997: 164). Third, even those employees who wanted to perform to the best of their capabilities were forced to conform to an informal, group-made norm that was always lower than their optimal performance (p. 13). This Taylor labeled "systematic soldiering," where the whole shop conspired to restrict production (p. 20). Fourth, any man phlegmatic enough to do manual work was too stupid to develop the best way, the 'scientific way' of doing a job, hence the vast amount of waste in the workplace (p. 63).An important brick in the intellectual edifice of Taylor's scientific management is the "rabble hypothesis:"1. Natural society consists of a horde of unorganized individuals;2. Every individual acts in a manner calculated to secure his self-interest(especially in times of economic scarcity). In itself this may not bedetrimental to an organization. However, when viewed in the contextTaylor portrayed of crafty workers who tried to squeeze more money forless effort, it is clear why self-interested workers are a menace.3. Every individual thinks logically, to the best of his ability, in the service ofthis aim. This is why the best incentive to induce workers to work harder is money.What then should management do with employees? (See pp. 36, 140):1. Science, not rule of thumb2. Harmony (playing by the rules of the game designed by management), notdiscord (p. 15)3. Cooperation, not individualism (p. 36)4. Maximum output, in place of restricted output (soldiering)5. The development of each man to his greatest physical capability (pp. 39, 55,57, 59)We begin to see that Scientific management has a strong HRM component.Taylor strongly believed that the successful manager was a manager who controlled every aspect of the production process. To achieve this, managers should:●Centralized planning. Uncouple planning and execution -- i.e. workers onlyexecute what managers plan (pp. 37-8). This is probably the most well-known principle of Scientific management. At a lecture he gave in 1906,Taylor explained:In our scheme, we do not ask for the initiative of our men. We do not want any initiative.All we want of them is to obey the orders we give them, do what we say, and do it quick(Kanigel: 169).●Systematic analysis of each distinct operation. Create an elaborate set of rules to regulate every aspect of worker behavior at the workplace (pp. 22, 36).●Detailed instruction and supervision. Breakdown every job to its minuscule components so that no one worker would posses any knowledge which might be unique enough to put this worker in a position of power vis-à-vis management (see p. 36 - the 4 rules of Scientific Management).●Uncouple 'direct' and 'indirect' labor. All preparation and servicing tasks are stripped away to be performed by unskilled workers as far as possible. Thus, he created two classes of workers -- laborers and maintenance workers.●Recruit the most stupid men they can lay their hand on (p. 40-1, 43-6, 59,62, 137).●Functional management/foremanship (123-5; 129). Few tend to pay attention to this point. Taylor advocated the division of the function of the shop-floor inspector into four functions (setting-up boss, speed boss, quality inspector, and repair boss), and placing them under the control of the planning department. Thus foremen like workers became subject to the rule of clerks. In this way, Taylor tackled a major problem faced by management of large, complex organizations, that is, the integration of conflicting instructions. In the process, he was laying the ground for the moderndivision between 'staff' and 'line' functions.●Wage payments. Wage systems should be carefully designed to induce each worker to follow the detailed instructions. Taylor preferred a piece-rate system of compensation. Frequently, piece-rate systems are associated with bonuses for extra efforts. Characteristically, these systems tend to evolve upward. Continuously and consistently, what used to be an extra effort worthy of a bonus, becomes the new performance norm. And vying to gain or regain competitive advantage, managers are driven to establish a higher norm for their employees.These principles constitute a dynamic of deskilling. Importantly, the drive for deskilling was initiated not by Taylor but by larger factories, and more specialized machines.HOW TO READ TAYLOR●SM is a philosophy and a set of principles an organization uses to make themost of workers' physical capabilities (pp. 129-131). Therefore,●like quality improvement gurus who emerged years after Taylor's death in 1915, Taylor believed that successful implementation of Scientific Management required a "thought revolution in management." In other words, implementation of the principles of Scientific Management without a supportive philosophy (culture) is a recipe for failure (pp. 130-31):When, however, the elements of this mechanism, such as time study,functional foremanship, etc., are used without being accompanied bythe true philosophy of management, the results are in many casesdisastrous... the really great problem involved in a change from themanagement of "initiative and incentive" to Scientific Managementconsists in a complete revolution in the mental attitude and the habitsof all those engaged in the management, as well as the workmen...This change in the mental attitude of the workman imperativelydemands time... The writer has over and over again warned againstthose who contemplated making this change that it was a matter, evenin a simple establishment, of from two to three years, and that in somecases it requires from four to five years.Management of initiative and incentive refers to a system whereby managers would have to provide workers with special incentives to obtain their best effort, or initiative. The reason being, workers believed "it to be directly against their interests to give their employers their best initiative" (p. 33).●SM creates an organization that strives for maximum interchangeability of personnel (with minimum training) to reduce its dependence on the availability, ability, or motivation of individuals. Taylorism represents a form of organization devoid of any notion of a career-structure for the majority. Thus, Taylorism can be defined as the bureaucratization of the structure of control, but not the employment relationship (nounions/CB/labor law) or career development.●Taylor's recognition of the problems of cooperation, gaining consent and legitimacy and shared understandings, as well as the meaning of work should not be disregarded, see:❍Harmonious society (pp. 10, 85);❍Prosperous society and thriving individuals (pp. 10, 15, 29, 55, 125-128);❍Management-cum-instructors (p. 26).●Ultimately, Taylor evoked the authority of science to legitimize his ideas. With science as a foundation, Taylor hoped to improve efficiency and usher in an era of peaceful coexistence between capital, management and labor based on an objective understanding of what was best for all three groups. However, not everyone interested in SM had the same goal. Clearly, capital had much more to gain from the shift to SM than labor in terms of control and profits.●Taylorism does allow for teamwork, yet it should be as regulated as possible. Thus, teams should be created only with management permission. No more than 4 people per team are allowed, and the team should disband within one week of its creation (pp. 72-3).●Whenever Taylorism was introduced, it was filtered through and shaped bynational socio-economic contexts. In Japan, for example, employers relied on group discussions and collective problem-solving through quality circles (QCs). The adoption of motion study was important in the development of pay incentive systems and safety programs in modern Japanese industry.This led to the adoption of aptitude-testing of workers by the NationalRailways, which was then widely copied by other enterprises (early 1920s and 1930s). Importantly, the intention was not, as in the USA, to simplify work methods and thus to raise the efficiency of untrained labor. On thecontrary, the Japanese managers wanted to build on the existing skills oftheir workforce in the railways, to encourage them to stay with them fortheir entire careers. In the final analysis, Japan absorbed and adaptedTaylorism in an "organization-oriented," rather than a "market-oriented,"context. In other words, the ways American managers used SM to adaptproduction to market whims was very different than their Japanesecounterparts'.Elements of FordismTaylorism provided the technological and intellectual foundations for Fordism -- a system whereby giant factories employ thousands of mainly unskilled workers and specialized machines to turn out huge quantities of a single product (emphasis should be put on interchangeability of parts and ease of assembly).1. Production system - rested on work that was organized hierarchically, on acontinuous flow technology, on high-volume production of standardizedconsumer goods, targeted standardized and uniform markets, acknowledged working class consumption, displaced a division of labor more centered on craft production, created unskilled production jobs, emphasized high level of specialization, demanded no learning experience and, therefore, offered little on-the-job training -- The implementation of Taylorism in relations to work processes.2. Personnel Departments - maintained industrial peace and ensured that the labor process operated effectively and smoothly. Importantly, personnel departments were removed from the key corporate strategy-making within the business. Personnel managers were given no initiating role; they were regarded as being basically reactive, responding to the demands made by trade unions. No strategic HRM at that point in time.3. Collective Bargaining - meshed with Fordism as a mechanism insuring that consumption power was tied to productivity growth.4. Homogeneous Customers - large numbers of potential customers have essentially identical and well-defined wants for a long list of products.A combination of reduced profit levels (inability to sustain increased wages together with falling productivity), increased international competition and fragmented consumption patterns brought an end to Fordism in North America.。
公共事业管理-人文与社会发展学院-南京农业大学
公共事业管理Public Affairs Management一、人才培养目标培养兼备人文精神与科学精神，具备管理学、经济学、政治学等社会科学理论知识，文理兼容，熟悉文化艺术管理的理论与技术方法，有较强的创新精神和公共管理技能，能在各级党政机关、公共事业部门、社会团体特别是各种文化企事业单位中从事行政管理、社会工作、活动策划和科学研究的应用型、复合型人才。
二、基本规格和素质要求1．基本规格具有较宽厚的人文社会科学知识和一般自然科学知识，掌握公共管理学科的基本理论和基本知识，熟练掌握文化艺术事业管理的知识和技能，精通公共事业管理部门行政与管理活动的方法与技术，熟悉文化市场和文化产业运作，具有专业的文化艺术活动营销、策划、组织和执行能力，具有良好的表达交流、写作和协作能力。
2．素质要求毕业生应具备以下几方面的知识和能力：（1）掌握管理学、经济学、政治学等现代科学的基本理论和基本知识；（2）精通公共事业管理部门行政与管理活动的方法与技术；（3）具备专业的文化艺术活动营销、策划、组织和执行能力；（4）具有较好的口头表达交流、公文写作和团队协作能力；（5）了解本学科理论前沿与发展动态，掌握科学研究的基本方法，具有一定的文化艺术管理等领域科研能力；（6）具备适应办公自动化、应用管理信息系统所必须的定量分析和应用计算机的技能。
三、培养特色以文化艺术管理为培养方向，学生在掌握公共事业管理基本理论和技能的基础上，侧重于文化艺术管理理论和实践能力的培养，结合公共艺术设计、文化项目策划、影视作品制作等方面的实践环节训练，培养出良好的理论素养和较强的职业发展能力。
四、学制四年五、主干学科和主要课程1．主干学科公共管理学2．主要课程管理学原理、经济学原理、政治学原理、公共管理学、公共经济学、公共政策学、公共事业管理概论、非政府组织管理、公共组织行为学、公共组织财务管理、城市公用事业管理理论与实践、公共工程项目管理、文化市场学、文化策划学、文化资源学、中国文化概论、人力资源管理、艺术概论、传播学概论、应用统计等。
Unit5classroommanagement(课堂管理组织)
Giving Instructions
4. Check students’ understanding: the teacher can check individual students to make sure that students understand the instructions and know what to do.
II. What does classroom management involve?
Classroom management involves both decisions and actions.
Classroom management involves teacher recognizing options, making decisions and putting them into actions.
Teacher beliefs and values
Question:
How do you think of the table above?
III. Factors affecting classroom management
The role of the teacher Giving instructions Student grouping Discipline Questioning in the classroom Dealing with students’ errors
Giving Instructions
1. Economy with words: the teacher should use as few words as possible.
食品专业英语 第八章
2 Leadership
Organizations succeed when leaders establish and maintain the internal environment in which employees can become fully involved in achieving the organization’s unified objectives.
INFLUENCE FACTORS
03 ISSUES IN FOOD SAFETY
04 FOOD ADDITIVES
08 FOOD QUALITY MANAGEMENT
09 FOOD QUALITY CONTROL AND Y EVALUATION
05 FOOD RISK ANALYSIS AND FOOD QUALITY
4 Process approach The quality management system consists of interrelated processes. Understanding how results are produced by this system enables an organization to optimize the system and its performance.
Table 1 Principles of Quality Management
Quality principles
Description
1 Customer focus
Sustained success is achieved when an organization attracts and retains the confidence of customers and other interested parties. Understanding current and future needs of customers and other interested parties contributes to sustained success of the organization.
WHO 制药生产技术转移指南(2020草案)中英文对照版
WHO guidelines on the transfer of technologyin pharmaceutical manufacturing WHO制药生产技术转移指南Background背景1. Introduction介绍2. Scope范围3. Glossary术语4. Due diligence and gap assessments尽职调查和差距评估5. Organization and management组织和管理6. Quality management and quality risk management质量管理和质量风险管理7. Documentation文件8. Premises厂房9. Equipment and instruments设备和仪器10. Qualification and validation确认与验证11. Product life cycle and project management principles产品生命周期和项目管理原则12. Phases of a technology transfer project技术转移项目阶段Phase I: Project initiation阶段1：项目启动Phase II: Project proposal阶段2：项目计划•Establishing a team•建立团队•Risk assessment•风险评估•Project plan•项目计划•Control strategy•控制策略Phase III: Project transfer阶段3项目转移•Production: transfer (processing, packaging)•生产：转移（工艺、包装）•Starting materials•起始物料•Active pharmaceutical ingredients•活性药物成分•Excipients•辅料•Information on process and finished pharmaceutical products information•关于工艺和药物成品的信息•Packaging•包装•Quality control: analytical method transfer•质量控制：分析方法转移•Cleaning•清洁Phase IV: Project review阶段4：项目回顾References参考文献Further reading拓展阅读Abbreviations缩略语Appendix 1. Example of documentation commonly required for the transferof technology附录1. 技术转移通常需要的文件示例Appendix 2. Example of possible experimental designs and acceptancecriteria for analytical testing附录2. 分析测试可能的实验设计和接受标准示例1. Introduction介绍1.1. Production and control procedures, validation and otherrelated activities may be transferred from one site to another site prior toobtaining a marketing authorization. In some cases, this transfer takes placeafter the approval of, for example, a product, by a regulatory authority. Thistransfer can be, for example, from drug discovery to product development; toclinical trials; or to full-scale commercialization and commercial batchmanufacturing; cleaning and validation.在获得上市许可之前，生产和控制程序、验证和其他相关活动可能从一个场所转移到另一个查场所。
建筑工程管理专业英语
建筑工程管理专业英语Building Engineering Management Professional EnglishIntroductionBuilding engineering management is a specialized field that combines both engineering principles and management concepts to ensure the smooth and efficient operation of construction projects. As the construction industry becomes increasingly globalized, proficiency in English has become an essential skill for professionals in this field. This article aims to explore key vocabulary, concepts, and skills related to building engineering management in English.1. Fundamentals of Building Engineering ManagementBuilding engineering management involves planning, coordinating, and overseeing construction projects to ensure they are completed on time, within budget, and according to quality standards. This requires a comprehensive understanding of various aspects, including project management, cost estimation, risk assessment, and legal regulations.2. Project Management in Building EngineeringEffective project management is crucial for the success of any construction project. This involves defining project objectives, setting timelines, allocating resources, and monitoring progress. Key project management vocabulary includes:- Project scope: The specific goals, deliverables, and tasks of a construction project.- Work breakdown structure (WBS): A hierarchical breakdown of tasks and activities needed to complete the project.- Critical path: The sequence of activities that determine the project's shortest duration.- Gantt chart: A visual representation of project tasks, timelines, and dependencies.3. Cost Estimation and BudgetingAccurate cost estimation and budgeting are essential to ensure financial viability and prevent cost overruns in construction projects. Understanding the following vocabulary is important:- Quantity takeoff: Determining the exact quantities of materials and labor required for the project.- Cost breakdown structure: Categorizing project costs into specific components (e.g., materials, labor, equipment).- Contingency funds: Additional budget allocated for unforeseen circumstances or risks.4. Risk Assessment and Quality ControlIdentifying and managing risks is crucial to minimize potential disruptions and ensure project quality. Key concepts include:- Risk assessment: Identifying potential risks and their impact on project objectives.- Risk mitigation: Implementing strategies to reduce the likelihood and impact of identified risks.- Quality control: Ensuring that construction activities and materials meet specified standards and regulations.5. Legal and Regulatory ConsiderationsCompliance with legal and regulatory requirements is vital to avoid legal disputes and ensure a project's success. A few key legal aspects include:- Building codes: Regulations governing the design, construction, and maintenance of buildings.- Permits and licenses: Official approvals required for specific construction activities.- Contractual agreements: Legal agreements between stakeholders, including contractors, suppliers, and clients.ConclusionProficiency in English is increasingly important for professionals in building engineering management. With a solid foundation in key vocabulary, concepts, and skills, individuals in this field can effectively communicate, manage projects, estimate costs, assess risks, and ensure compliance with legal requirements. Continued learning and practice of English in the context of building engineering management will undoubtedly enhance career prospects in the global construction industry.。
management--controlling
Part Five
Exercise True or False Study Questions Case Study
Controlling
Part Five
UNIT 20 Types of Controlling
Controlling
Details
Market Control, Bureaucratic Control and Clan Control Feed-forward Control, Concurrent Control and Feedback Control Budgetary Control and Non-budgetary Control
Part Five
Definition of Controlling
Controlling
Controlling is the process of monitoring activities to ensure that they are being accomplished as planned and correcting any significant deviations in order to achieve the organization’s goals. principles: control criteria information of deviation corrective measures the integral work for all members in the organization balance and coordination
Part Five
Establishing Standards
Controlling
types of standards: physical standards cost standards capital standards revenue standards program standards intangible standards goals as standards strategic plans as control points for strategic control
The Principles of scientific__ Management
Fundamentals of scientific management
The principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee. The words maximum prosperity mean not only large dividends for the company or owner, but the development of every branch of the business to its highest state of excellence, so that the prosperity may be permanent. Maximum prosperity for each employee means not only higher wages than are usually received by men of his class, but also means the development of each man to his state of maximum efficiency,so that he may be able to do the highest grade of work for which his natural abilities fit him.
The objective of both workmen & management
If the above reasoning is correct, it follows that the most important object of both the workmen and the management should be the training and development of each individual in the establishment, so that he can do (at his fastest pace and with the maximum of efficiency )the highest class of work for which his natural abilities fit him.
王竹芳 工程管理专业英语 课件
王竹芳工程管理专业英语课件Wang Zhufang, an expert in Engineering Management, has created innovative courseware to enhance the learning experience of students in her field. Her specialized knowledge and expertise in this area have allowed her to develop comprehensive and practical materials that provide students with a solid foundation in Engineering Management.The courseware developed by Wang Zhufang covers a wide range of topics, including project management, quality control, risk assessment, and cost estimation. These materials are designed to be engaging and interactive, so that students can easily grasp and apply the concepts taught in class. Through her courseware, Wang Zhufang aims to cultivate the critical thinking, problem-solving skills, and professional ethics necessary for success in the field of Engineering Management.One of the key strengths of Wang Zhufang's courseware is its focus on real-world applications and case studies. By integrating examples from actual engineering projects, students are able to see how the theories and principles learned in class can be put into practice. This hands-on approach not only makes the material more relevant and interesting but also prepares students for the challenges they may face in their future careers.In addition to her courseware, Wang Zhufang also incorporates the latest technologies and teaching methods into her classroom instruction. By using multimedia presentations, online simulations, and interactive exercises, she is able to cater to different learning styles and engage students more effectively. This blend of traditional teaching methods with modern tools and techniques ensures that students receive a well-rounded education that prepares them for the demands of the modern engineering industry.Overall, Wang Zhufang's courseware has been praised for its clarity, depth, and practicality. By providing students with a solid understanding of Engineering Management principles and practices, she is helping to shape the next generation of engineers and managers who will lead the way in the field. Her dedication to excellence and innovation in education is truly commendable, and her contributions to the field of Engineering Management are invaluable.。
project management lecture 1
Project Management for Small to Medium Enterprises
Project Management: Principles, Processes and Practice - Stephen Hartley © 2008
Seminar outline
6
Recommended (further) reading
1. Cano, J. L., & Lidón, I. (2011). Guided reflection on project definition. International Journal of Project Management, 29(5), 525-536. Cooke-Davies, T. (2002). The "real" success factors on projects. International Journal of Project Management, 20(3), 185-190. Turner, R., Ledwith, A., & Kelly, J. (2010) Project management in small to medium-sized enterprises: Matching processes to the nature of the firm. International Journal of Project Management, 28(8), 744-755. Stevenson, D. H., & Starkweather, J. A. (2010) PM critical competency index: IT execs prefer soft skills. International Journal of Project Management, 28(7), 663-671.
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Management Principles管理原则The following are some of the guidelines I tried to follow through most of my career at Kohler Co. And they apply to all levels of management. Some were self taught, others I learned from people I worked for or with like Sam Davis.以下的一些管理方法是我在科勒公司一直沿用的。
它们适用于所有级别的管理人员。
其中一些是我自学得来的，一些是从跟我共事的同事例如Sam Davis身上学到的。
1)A good manager will spent more of his time in the plant than in his office. Be out there looking for problems and insuring that each and every operation is performed correctly. You will find that the more interest you show in something the more interest your subordinates will show.一个好的经理在现场的时间远比在办公室多。
在现场寻找问题，同时保证每一道工序操作的正确性。
对你表现重视的问题，你的下属会比你更加重视。
2)Be involved in all aspects of the process. Always know what your major problems are and what is being done to eliminate/reduce them. When a member of upper management asks about the problems and action plans never have to get back to him with an answer. You can’t know too much about your plant. As a manager it is your job to take the lead in problem solving. A good manager knows what the problems are first hand from personal involvement.关注流程的各个方面。
清楚了解主要的问题所在以及具体的行动计划。
当上一级管理层问及这些问题和行动计划，而你们之前没有向他们反映的话，意味着你们对现场的工作了解不充分。
作为一个经理，你的工作是带头解决问题。
一个好的经理知道什么问题需要第一时间解决。
3)A good manager has a sense of urgency, if this is not one of your traits, develop it. Be anxious for things to happen. Make sure your subordinates understand your sense of urgency and work toward instilling this in all of your subordinates. If there is a possible solution to a problem implement it now, not tomorrow or next week.一个好的经理有判断紧急事件的意识，如果你没有这方面的才能，想办法发掘出来。
必须具备忧患意识。
确保你的下属同样具备判断紧急事件的意识，在工作中潜移默化地灌输给他们。
今天的事情今天完成，如果问题可以立刻解决，就不能拖延。
4)Follow up frequently. A good manager always follows up to insure a job is done, done correctly and done on time.经常跟进。
一个好的经理对工作总能保持跟进，并确保该项工作能准确准时地完成。
5)A good manager insures there are specific action plans for all major cull and rework defects. I have seen action plans that said…”Reviewing all major defects and taking corrective action.” This says absolutely nothing. A good manager never lets his subordinates get away with saying “we tried this and that, but it did not work so I don’t know what to do” because there is ALWAYS something that can be done. If they can’t figure out what acti on to take next then you as a manager must.一个好的经理会有详细的行动计划去降低造成废品或返工的缺陷。
我曾经看到过这样的行动计划--“审查所有主要的缺陷并采取正确行动”，这样的含糊其词与废话没有区别。
一个好的经理从来不允许他的下属说“我们尝试过这样那样的方法，但都没有用，所以我也不知道怎样去做了”，因为总有事情可以做到。
如果他们想不到下一步该做什么，那你作为经理就必须想到。
6)Be firm but fair. Expect a great deal from yourself and your subordinates.严格但公平。
相信你自己和你下属的才能。
7)Hold people responsible. Just because someone works hard does not mean they are getting the job done. Performance should be based on results and MAYBE occasionally tempered by hard work. It helps make people work more intensely on the problems for which they are responsible if their supervisor asks for regular updates. Some managers will fail as a result of being unable to hold their subordinates responsible.让下属负责。
努力工作不等于能做好工作。
工作表现必须根据结果来评价，可能偶尔需要用努力工作的程度来衡量。
如果主管能要求下属定期汇报工作情况，那他们就会更加努力地解决其需要负责的问题。
一些经理的失败就在于没有要求下属负责。
8)Give credit when credit is due. If someone does a good job tell them so and also tell your boss.给予信任。
对工作表现出色的员工要加以表扬，并向你的老板汇报。
9)Treat people with respect. Be anything but arrogant. Nothing turns people off quicker than arrogance and aloofness.尊重你的下属。
千万不要傲慢自大。
傲慢和高人一等的态度会严重打击你的下属。
10)Learn what you can delegate and whom you can delegate it to. One thing I can guarantee you can not delegate totally, and that is the reduction of cull and rework (Yield) This should be a topic of discussion in virtually every meeting you have with the production people.学会判断什么你能自己一个人去做，什么你需要委派别人去做。
有一项工作你不能自己单独完成，那就是减少废品和返工产品。
你需要在生产会议上跟你的团队一起讨论解决。
11)Don’t be guilty of the “not invented here syndrome”. Some believe an idea won’t work if it is not their idea. To me people who think like this are weak and lack self-confidence.不要对自己没有想到解决的方法而愧疚。
有些人认为别人的办法都不可行。
有这样想法的人却是懦弱和缺乏自信的。
12)Don’t be afraid of making a mistake and instill this in your subord inates. Smart people learn from mistakes. People that don’t make mistakes don’t accomplish a great deal. But don’t make the same mistake over and over.不要害怕犯错误，让你的下属也认同这一点。
聪明的人从错误中学习。
只要做事就有机会犯错，但不能重复犯同一个错误。
13)Encourage creativity. Allow people to try their own ideas. In my early years at Kohler I was allowed to try my own ideas and this is one reason I never thought about leaving Kohler.鼓励创新。