《德鲁克日志》第十六篇：控制中层管理的规模

2017.11.30

提示：人的健康最忌讳的是有“救生圈腰”。大腹便便是不健康的象征。企业也是如此。但是，为了解决员工激励问题，很多公司不断增加中层管理人员的数量，导致企业中层臃肿不堪。给中层“减肥”已经变得刻不容缓，否则它会拖垮企业。彼得德鲁克先生我们提供了一些“减肥”的方法。

文｜彼得德鲁克

控制中层管理的规模

Control middle management

开始中层管理的“减肥计划”

Start middle-management weight control

已经到了控制中层管理“体重”的时候。方法之一是自动裁员。如果某个职位因为退休、死亡或辞职出现空缺，不要立刻填补它。将空缺搁置六到八个月，看看会发生什么；除非有迫切填补该职位的要求，否则将它取消。几家尝试如此做的公司的报告显示，六个月之后，大约有50%岗位自动消失了。

Now is the time to start middle-management weight control. One means is attrition. As a job becomes vacant through retirement,death or resignation, don’t automatically filled it. Leave jobs open for six or eight months and see what happens; unless there is an overwhelming clamor for filling the job, then abolish it. The few companies that have tried this report that about half the vacancies disappeared after six months.

第二种缩减臃肿中层管理的方法是用“工作责任扩大化”替代晋升。提高年轻经理和管理者以及他们下属满意度和成就感的惟一方法，就是让他们的工作任务更宽泛、更有挑战性、要求更高、更有自治权。要更多地使用横向岗位调动、分配不同的任务，而不是升迁，作为杰出绩效的奖励。

A second way to reduce middle management bulk is to substitute job-enlargement for promotion. The one and only way to provide satisfaction and achievement for young managers and executives - and for even younger people working under them - is to make jobs bigger, more challenging,more demanding and a more autonomous, while increasingly using lateral transfers to different assignments rather than promotions, as a reward for outstanding performance.

四十年前，对管理人员进行绩效评估时，我们引进了这个问题：“他们是否做好了被提升的准备？”现在我们需要将问题改成“他们是否准备好了接受更大的、更具挑战性的任务？他们是否能够承担现有工作之上新增加的责任？”

Forty years ago we built into the performance review of managerial people the question, “are they ready for promotion?” Now we need to replace that question with “are they ready for a bigger, more demanding challenge and for the addition of new responsibilities to their existing job?”

行动要点：

使用信息处理流程建设一个扁平的组织 – 它的结构、它的内容、它的方向– 确保你的公司灵活并有成效。

Action Point: create a flat organization use information processing - its structure, its content, and its direction - to ensure that your organization is agile and effective.