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HR数据分析--员工绩效指标员工绩效指标是跟踪员工绩效的关键，正确地实施它们是棘手的。
但是，如果做得正确，员工绩效指标将使组织和员工都受益。
我们在下面列出了最重要的指标，并提供了每个指标的一些实际示例。
员工绩效指标多种多样。
我们可以将它们分为四个主要类别。
工作质量指标工作量指标工作效率指标组织绩效指标工作质量–员工绩效指标工作质量指标说明了员工绩效的质量。
最著名的指标是直接经理的主观评估。
1、目标管理构造经理主观评估的一种方法是使用目标管理。
目标管理是一种管理模型，旨在通过将组织目标转化为特定的个人目标来提高组织的绩效。
这些目标通常采用员工和经理设定的目标形式。
员工致力于实现这些目标，并向经理报告他们的进度。
这些目标甚至可以给予一定的权重（许多点）。
成功完成这些目标后，积分将奖励给员工。
反过来，管理人员能够使目标更加明确，并使绩效评估更加由数据驱动。
2、经理的主观评估在大多数公司中，每年两次（年度）绩效评估中都会对绩效进行评估。
对员工的评估有几个标准，其工作质量是最常见的。
这种方案的一种改进就是所谓的9格网格。
9格的网格基于3×3的表格，在表格中评估了员工的绩效和潜力。
绩效高但潜力低的员工非常适合他们目前的职能。
右上角的员工，既在绩效和潜力上都得分很高，通常被指定为迅速晋升组织级别，因为他们可以在阶梯上增加更多的价值。
由9宫格组成的网格是评估员工当前和未来价值的简便方法，并且是继任管理的有用工具。
3、产品缺陷客观地衡量（生产）质量是很棘手的。
更传统的制造业经常看到的一种方法是计算产品缺陷的数量。
缺陷或生产不正确的产品表示工作质量低下，应保持尽可能低的水平。
尽管生产流程的标准化程度提高了该指标几乎没有用，但衡量员工绩效的方法也可以应用于其他领域。
4、工作错误数量输入错误数量可以替代前面提到的产品缺陷。
书面工作中的更正次数或软件代码中的错误数也是如此。
特别是在计算机编程中，单个错误可能会使整个程序停止工作。
我们就来逐一分析一下各种迥然不同的“动物”吧！老虎(支配型Dominance)：“老虎”一般企图心强烈，喜欢冒险，个性积极，竞争力强，凡事喜欢掌控全局发号施令，不喜欢维持现状，但行动力强，目标一经确立便会全力以赴。
它的缺点是在决策上较易流于专断，不易妥协，故较容易与人发生争执摩擦。
如果下属中有“老虎”要给予他更多的责任，他会觉得自己有价值，布置工作时注意结果导向，如果上司是老虎则要在他面前展示自信果断的一面，同时避免在公众场合与他唱反调。
中外名人中毛泽东、朱镕基以及前英国首相撒切尔夫人为较典型的老虎型，德国为老虎型人数最多的国家。
个性特点：有自信，够权威，决断力高，竞争性强，胸怀大志，喜欢评估。
企图心强烈，喜欢冒险，个性积极，竞争力强，有对抗性。
优点：善于控制局面并能果断地作出决定的能力；用这一类型工作方式的人成就非凡。
缺点：当感到压力时，这类人就会太重视迅速的完成工作，就容易忽视细节，他们可能不顾自己和别人的情感。
由于他们要求过高，加之好胜的天性，有时会成为工作狂。
老虎型工作风格的主要行为：交谈时进行直接的目光接触；有目的性且能迅速行动；说话快速且具有说服力；运用直截了当的实际性语言；办公室挂有日历、计划要点。
老虎泰格，具备高支配型特质，竞争力强、好胜心盛、积极自信，是个有决断力的组织者。
他胸怀大志、勇于冒险、分析敏锐，主动积极且具极为强烈的企图心，只要认定目标就勇往直前，不畏反抗与攻击，誓要取得目标的家伙。
老虎型领导人都倾向以权威作风来进行决策，当其部属者除要高度服从外，也要有冒险犯难的勇气，为其杀敌闯关。
老虎型族人最适合开创性与改革性的工作，在开拓市场的时代或需要执行改革的环境中，最容易有出色的表现。
宏碁集团的施振荣和前美国GE总裁韦尔奇(Jack Welch)等，都是老虎型领导人。
孔雀(表达型Extroversion)：“孔雀”热情洋溢，好交朋友，口才流畅，重视形象，擅于人际关系的建立，富同情心，最适合人际导向的工作。
APPLICATIONS• All industrial applications requiring Ethernet• All industrial equipment with RJ45 connectivity• Industry Computers• Hubs• Routers• Wireless access pointsELECTRICAL• 10 / 100 Base-T Ethernet, 1 Gbps• Dielectric Withstanding Voltage: 2250 V DCMECHANICAL• -40…+85 °C; min. 750 mating cyclesMATERIALS• Plating thickness 0,76 µm [30 µinch] gold over1,27 µm [50 µinch] nickel• UL 94 V-0• 260 °C reflow capable• High grade LCP (liquid crystal polymer material)STANDARDS & SPECIFICATIONS• IEC 60603-7-51 for 1 Gbps• IEC 60603-7-5 for 10 / 100 Mbps• Product Specification 108-94552• Application Specification 114-94447PRODUCT COMPLIANCE• UL recognized• RoHS compliantIndustrial RJ45 jacks with integrated magnetics offer a highlyintegrated connectivity solution-from the cable to the physicallayer-for Industrial Ethernet. Integrating the magnetics into thejack allows for a much improved EMI noise shielding, enablingmore reliable connections. A standardized portfolio with 1x1straight and R / A, 1x2, 2x1 form factors addresses many ofthe industrial applications, which allows customers to find thesolution they are looking for. Specific industrial requirementssuch as high reliability through improved corrosion resistance,extended temperature range and long product lifetime areall addressed, including support of the latest reflow solderingproduction processes.KEY FEATURES• Extended temperature. range -40…+85 °C• Minimum product life requirement of 10 years• 260 °C reflow Pin in Paste Soldering• Plating thickness 0,76 µm [30 µinch] gold over1,27 µm [50 µinch] nickel• Improved EMI integrity and signal integrity performance• Both current and voltage mode PHY-chips supportedBENEFITS• The standardized RJ45 jack portfolio with integratedmagnetics with 1x1 straight and R / A, 1x2, 2x1 form factorsaddresses many of the industrial applications• Integrated magnetics reduces the (analog) design effortsrequired by the customer• Thicker gold plating (30 µinch over 50 µinch nickel) improvescorrosion resistance reducing equipment electrical problemsover lifetime• TE’s products (260 °C reflow capable) fit industrialassembly / solder processes without the need for an extraassembly / solder step• Extended temperature range addresses industrial equipmentrequirements where standard temperature (0…70 °C) rangeis too limited• Offering standardized T ape & Reel or Tray packing for fullyautomated or manual assembly process• PLC’s• Switches• All Ethernet enabled equipmentDescription Speed Ports Orientation Tab LEDs Packaging VoltageModeCurrentMode TE PNRJ45 JACK INT.MAG. 10/100 1x1 INV.10 / 1001 x 1R / A Up No T&R No Yes2301994-1 RJ45 JACK INT.MAG. 10/100 LED 1x1 INV.10 / 1001 x 1R / A Up Yes T&R No Yes2301994-2 RJ45 JACK INT.MAG. 10/100 1x1 INV.10 / 1001 x 1R / A Up No T&R No Yes2301994-3 RJ45 JACK INT.MAG. 10/100 1x1 10 / 1001 x 1R / A Down No T&R No Yes2301994-4 RJ45 JACK INT.MAG. 1Gb 1x1 INV.1G1 x 1R / A Up No T&R Yes Yes2301994-5 RJ45 JACK INT.MAG. 1Gb 1x1 1G1 x 1R / A Down No T&R Yes Yes2301994-6 RJ45 JACK INT.MAG. 1Gb 1x1 1G1 x 1R / A Down No T&R No Yes2301994-7 RJ45 JACK INT.MAG. 10/100 LED 1x1 INV.10 / 1001 x 1R / A Up Yes T&R No Yes2301994-8 RJ45 JACK INT.MAG. 10/100 LED 1x1 10 / 1001 x 1R / A Down Yes T&R No Yes2301994-9 RJ45 JACK INT.MAG. 1Gb LED 1x1 1G1 x 1R / A Down Yes T&R Yes Yes1-2301994-0 RJ45 JACK INT.MAG. 1Gb LED 1x1 INV. low1G1 x 1R / A Up Yes T&R Yes Yes1-2301994-1 RJ45 JACK INT.MAG. 1Gb LED 1x1 1G1 x 1R / A Down Yes T&R No Yes1-2301994-2RJ45 JACK INT.MAG. Gb 1x1 VERT. 1G1 x 1Vertical–No T&R Yes Yes2301995-1 RJ45 JACK INT.MAG. 10/100 1x1 VERT.10 / 1001 x 1Vertical–No T&R No Yes2301995-2 RJ45 JACK INT.MAG. 10/100 LED 1x1 VERT.10 / 1001 x 1Vertical–Yes T&R No Yes2301995-3 RJ45 JACK INT.MAG. 1Gb LED 1x1 VERT.1G1 x 1Vertical–Yes T&R Yes Yes2301995-4RJ45 JACK INT.MAG. 10/100 1x2 INV.10 / 1001 x 2R / A Up No T&R No Yes2301996-1 RJ45 JACK INT.MAG. 10/100 1x2 10 / 1001 x 2R / A Down No T&R No Yes2301996-2 RJ45 JACK INT.MAG. 1Gb 1x2 INV.1G1 x 2R / A Up No T&R Yes Yes2301996-3 RJ45 JACK INT.MAG. 1Gb 1x2 1G1 x 2R / A Down No T&R Yes Yes2301996-4 RJ45 JACK INT.MAG. 10/100 LED 1x2 INV.10 / 1001 x 2R / A Up Yes T&R No Yes2301996-5 RJ45 JACK INT.MAG. 10/100 LED 1x2 10 / 1001 x 2R / A Down Yes T&R No Yes2301996-6 RJ45 JACK INT.MAG. 1Gb LED 1x2 INV.1G1 x 2R / A Up Yes T&R Yes Yes2301996-7 RJ45 JACK INT.MAG. 1Gb LED 1x2 1G1 x 2R / A Down Yes T&R Yes Yes2301996-8RJ45 JACK INT.MAG. 10/100 1x1 INV.10 / 1001 x 1R / A Up No Tray No Yes5-2301994-1 RJ45 JACK INT.MAG. 10/100 LED 1x1 INV.10 / 1001 x 1R / A Up No Tray No Yes5-2301994-2 RJ45 JACK INT.MAG. 10/100 1x1 INV.10 / 1001 x 1R / A Up No Tray No Yes5-2301994-3 RJ45 JACK INT.MAG. 10/100 1x110 / 1001 x 1R / A Down No Tray No Yes5-2301994-4 RJ45 JACK INT.MAG. 1Gb 1x1 INV.1G1 x 1R / A Up No Tray Yes Yes5-2301994-5 RJ45 JACK INT.MAG. 1Gb 1x1 1G1 x 1R / A Down No Tray Yes Yes5-2301994-6 RJ45 JACK INT.MAG. 1Gb 1x1 1G1 x 1R / A Down No Tray No Yes5-2301994-7 RJ45 JACK INT.MAG. 10/100 LED 1x1 INV.10 / 1001 x 1R / A Up Yes Tray No Yes5-2301994-8 RJ45 JACK INT.MAG. 10/100 LED 1x1 10 / 1001 x 1R / A Down Yes Tray No Yes5-2301994-9 RJ45 JACK INT.MAG. 1Gb LED 1x1 1G1 x 1R / A Down Yes Tray Yes Yes6-2301994-0 RJ45 JACK INT.MAG. 1Gb LED 1x1 INV. - low1G1 x 1R / A Up Yes Tray Yes Yes6-2301994-1 RJ45 JACK INT.MAG. 1Gb LED 1x1 1G1 x 1R / A Down Yes Tray No Yes6-2301994-2TE ConnectivityAutomation & Control Pfnorstr. 1D-64293 Darmstadt Germany+49 6151 607 1999 LEGAL ENTITY/rj45magneticsTE Connectivity, TE Connectivity (logo) and Every Connection Counts are trademarks. All other logos, productsand/or company names referred to herein might be trademarks of their respective owners.The information given herein, including drawings, illustrations and schematics which are intended for illustration purposes only, is believed to be reliable. However, TE Connectivity makes no warranties as to its accuracy or completeness and disclaims any liability in connection with its use. TE Connectivity‘s obligations shall only be as set forth in TE Connectivity‘s Standard T erms and Conditions of Sale for this product and in no case will TE Connectivity be liable for any incidental, indirect or consequential damages arising out of the sale, resale, use or misuse of the product. Users of TE Connectivity products should make their own evaluation to determine the suitability of each such product for the specific application.© 2017 TE Connectivity Ltd. family of companies All Rights Reserved.1-1773921-5 06/2017 Original: WRPRODUCT SHEETFor additional features or requests, please reach out to your TE sales representative or our customer care specialists.DescriptionSpeedPortsOrientationTabLEDsPackagingVoltage Mode Current ModeTE PNRJ45 JACK INT.MAG. Gb 1x1 VERT.1G 1 x 1Vertical –No Tray Yes Yes 5-2301995-1RJ45 JACK INT.MAG. 10/100 1x1 VERT.10 / 1001 x 1Vertical –No Tray No Yes 5-2301995-2RJ45 JACK INT.MAG. 10/100 LED 1x1 VERT.10 / 1001 x 1Vertical –Yes Tray No Yes 5-2301995-3RJ45 JACK INT.MAG. 1Gb LED 1x1 VERT.1G1 x 1Vertical–YesTrayYesYes5-2301995-4RJ45 JACK INT.MAG. 10/100 1x2 INV .10 / 1001 x 2R / A Up No Tray No Yes 5-2301996-1RJ45 JACK INT.MAG. 10/100 1x2 10 / 1001 x 2R / A Down No Tray No Yes 5-2301996-2RJ45 JACK INT.MAG. 1Gb 1x2 INV .1G 1 x 2R / A Up No Tray Yes Yes 5-2301996-3RJ45 JACK INT.MAG. 1Gb 1x21G 1 x 2R / A Down No Tray Yes Yes 5-2301996-4RJ45 JACK INT.MAG. 10/100 LED 1x2 INV .10 / 1001 x 2R / A Up Yes Tray No Yes 5-2301996-5RJ45 JACK INT.MAG. 10/100 LED 1x2 10 / 1001 x 2R / A Down Yes Tray No Yes 5-2301996-6RJ45 JACK INT.MAG. 1Gb LED 1x2 INV .1G 1 x 2R / A Up Yes Tray Yes Yes 5-2301996-7RJ45 JACK INT.MAG. 1Gb LED 1x21G1 x 2R / ADownYesTrayYesYes5-2301996-8RJ45 JACK INT.MAG. 10/100 2x110 / 1002 x 1R / A Down No Tray No Yes 2301997-2RJ45 JACK INT.MAG. 1Gb 2x11G 2 x 1R / A Down No Tray Yes Yes 2301997-4RJ45 JACK INT.MAG. 10/100 LED 2x110 / 1002 x 1R / A Down Yes Tray No Yes 2301997-5RJ45 JACK INT.MAG. 1Gb LED 2x11G2 x 1R / ADownYesTrayYesYes2301997-7。
杰克.韦尔奇名言50句（Jack Welch famous 50 sentences）Jack Welch famous 50 sentencesA brilliant management and leadership guru who served as president of the General Company, GE achieved brilliant results, especially with a return on investment higher than Buffett and Gates's.!Concentrate on the absolute intransigence of a war against bureaucracy.To respect the ability of people, and let people do not have the ability to go.For senior talents, as long as they think it is worthwhile to pay, never stingy.Always use the top-notch business talent and dig for it at any cost.In addition, there is no shackles of mind, completely breaking grade, portal, see beifen.Only participate in the industry's most promising areas, stripped of the lack of innovation in the space sector.Any industry, only the eyes of the leading leader.A cyclical industry that is not involved in performance, often outside of environmental changes, and beyond its control.Only realistic business prospects, never in accordance with their expectations, the forecast of the so-called vision of the problem.Instilling a sense of community values and community consciousness, and striving to implement geographical and human rights in the globalization strategy.Set up extreme addictions to adequate preparation and realistic analysis of a large number of charts.Let the best people feel their worth in the main battlefield and the front line of the company.The opportunity comes, strives for.Substitutions are unambiguous, and the use of people does not frown.Discover and form a talent pool in the middle of your career.Eliminate those who have no passion.Set goals that you can jump up to.Act before change.Directly link staff learning with promotion.Instill one's own culture, including confidence, to everyone in the company.Establish an internal school.Discussion and research can take place for hours on end, but you must fight to get close to the real answer.Shoot all the formalism of officialese.Always prepare a comprehensive analysis of possible actions by competitors.Digital makes the company more flexible.Let everyone, every brain, take part in company affairs.The inside and outside cultural differences, and ask yourself and other people in the implementation of internal culture so as always.The less management, the better the company.Communicate with employees, eliminate the role of police in management, and don't try to catch subordinates' little braids.Within the company, ideas, stimuli, and energy must flow continuously and spread at light speed.Bureaucracy often goes hand in hand with formalism.Looking for people with team motivation.Cut off from the controlling, conservative, and tyrannical managers.Don't spend too much effort trying to change people who don't meet the company's culture and requirements, fire them directly, and then look for them again.The best care staff care, give them support and reward, bonus and power.Don't organize the company's operations with orders.Live in close harmony with the wisest of the subordinates.Attitude is everything.Give the greatest support and resources to the best talent.The company's business strategy is one of the best in the middle of each department, so the pricing power in the competition will be great, and the risk of the combination of the company can be dispersed.Productivity can either be improved by downsizing or by merging, and must be self pressurized.Old organizations are built on control, and new organizations must add free ingredients.There is no limit to the exchange of ideas between different divisions.From monitors, inspectors, out of care and approver to "provide convenience", "proponent" and "business operation partner".Value the company's unified values through the value guide memo card.Consistency, simplification, repetition, persistence, is that simple.Good ideas come from all sides. Ideas should be communicated anytime, anywhere.Let employees discover and see the meaning of their work and its implementation mechanism.One or two penalties, failure, and then dismissal;Celebrate every progress, though it may still be far from the overall goal.Encourage and even force everyone to put forward his own opinions.terry gou1, not to read literature, will lose the calm and mind the taste of life;2, without the study of history, there will be no dealer strategy;3. Ignorance of trends and processes will not know where you are;4, without practice, is always an armchair strategist;5, without positioning, will not be able to break through the encirclement and get ahead;6, without purpose, will be unhappy all day long;7, without thinking, language will not kill;8, no quality of contacts, will be a drag on the burden;9, no clear summary, will not be able to gain and loss;10, without good habits, will be unable to enter the cause of the state;11, there is no movement decompression, emotions will play fast and loose efficiency will decline, thinking, will rest on its laurels;12, there is no accumulation, the opportunity will not be yours;13, without records, everything will blur the lake;14, there is no system, can not become expert authority.15, the information age does not lie in the possession ofinformation, but in the depth analysis and utilization of information.16, as a businessman, Longmen to jump to drill hole;17, China businessman never bold but cautious, lack of courage, lack of thinking bold decisions before science, cautious, system;18, a promising businessman should be a pragmatic idealist. Retreat and pragmatic are equally important, the retreat is a dream, is planning a great career from a great dream.Bill Gates1., society is full of unfair phenomena. You don't want to change it first, you can only adapt to it. Because you can't manage it.The 2. world will not care about your self-esteem, people will see only your achievements. Don't overemphasize self-esteem until you have achieved anything.(because the more you emphasize self-esteem, the more it's against you.).3. you just graduated from high school and you don't usually become a CEO until you get your CEO position.People don't mind. You just graduated from high school.4., when you get into trouble, don't complain, you can only learn from it silently.(you must rise up quietly and rise again).5., you need to know that your parents are not as boring as they are now without you". You should think of this as a great price to pay for bringing up you. You must always be grateful and show filial obedience to them.6., in school, you test is not so important, but entering society is not. No matter where you go, you should rank.(social, company rankings are common. It takes courage to compete.).7., there are holidays in the school, the company does not work, you can hardly rest, rarely relaxed holidays.(or you run behind in your career, or even leave you behind forever).8. in school, the teacher will help you study, but the company will not. If you think the school teacher is very strict with you, then you have not worked in the company yet. Because if the company isn't tough on you, you're going to lose your job.(you must be soberly aware that companies are more demanding than school.).9. people like to watch TV, but you don't watch it, it's notyour life. As long as you work in a company, you don't have time to watch TV shows.(advise you not to watch, or you will go on the road to watch TV series and enjoy it, then you will lose your qualifications for success).10., never criticize others behind your back. Especially, you can't criticize your boss for being ignorant, mean and incompetent.Because of this state of mind,Will make you go on a bumpy and difficult road to growth.6 principles of decision making. They go straight to the sources of information, make the argument more violent, overcome the fear of adventure, keep the vision in mind every day, listen attentively, and make everything transparent. It is these principles that guide leaders from different departments and industries to go through the ups and downs.。
专利名称：VISCOSE PRODUCTION PROCESS发明人：WIZANI, WOLFGANG,KROTSCHECK,ANDREAS,SCHUSTER, JOHANN,LACKNER,KARL申请号：EP94900624.1申请日：19931202公开号：EP0672207B1公开日：19961106专利内容由知识产权出版社提供摘要：A process is disclosed for producing viscose from lignocelluloses such as those of deciduous trees, coniferous trees or annual plants. The lignocellulose is first processed in a digester with saturated steam to cause the preliminary hydrolisis of hemicelluloses, and is then processed without relaxation with hot black liquor (HSL) from a previous sulfate-cellulose digestion, if required with the admixture of fresh white liquor (WL) to neutralise the resulting acid reaction products, so that a neutralisation liquor (NL) is formed in the digester. After the required amount of alkali for delignification is added as fresh white liquor (WL), if required accompanied by the expulsion of neutralisation liquor (NL) and temperature regulation, digestion is carried out, with or without a temperature gradient. When the desired degree of disaggregation is reached, digestion is stopped by expulsing the hot black liquor (HSL) with cold alkaline washing filtrate (WF), so that the cellulose is at the same time freed from still adhering lignin decomposition products, and the thus obtained cellulose is discharged from the digester at a temperature below 100 °C.申请人：VOEST-ALPINE INDUSTRIEANLAGENBAU GMBH,VOEST ALPINE INDANLAGEN,VOEST-ALPINE INDUSTRIEANLAGENBAU GMBH,LENZING AKTIENGESELLSCHAFT,CHEMIEFASER LENZING AG,LENZING AKTIENGESELLSCHAFT 地址：AT,AT国籍：AT,AT代理机构：Weinzinger, Arnulf, Dipl.-Ing.更多信息请下载全文后查看。
9-394-065April 12,1994 Jack Welch: General Electric’sRevolutionary杰克·韦尔奇：通用电气公司的革命**Translated in full with permission of Harvard Business School by Dick Zhao of CEIBS, Shanghai, People’s Republic of China. Sole responsibility for the accuracy of this translation rests with the translator.This translation, Copyright © 2001 by the President and Fellows of Harvard College.The original case entitled “Jack Welch: General Electric’s Revolutionary” (9-394-065), Copyright ©1993 by President and Fellows of Harvard College, was prepared by Professor Joseph L.Bower as the basis of classroom discussion rather than to illustrate effective or ineffective handling of an administrative situation.经哈佛商学院许可，由中华人民共和国上海中欧国际工商学院赵楠全文翻译。
此译文的准确性由译者负责。
此译文的版权2001归President and Fellows of Harvard College所有。
原文题为“Jack Welch: General Electric’s Revolutionary” (9-394-065), 版权1994归President and Fellows of Harvard College所有。
此案例由Joseph L.Bower教授撰写，其目的是作为课堂讨论的基础，而不是说明对Jack Welch: General Electric’s Revolutionary杰克·韦尔奇：通用电气公司的革命1993年，杰克·韦尔奇领导下的通用电气公司所取得的成就在作为价值最终决定者的股票市场似乎得到较高的评价，这或许会令杰克·韦尔奇感到满意。
自1982年翻了7翻后，价格/收益比率已经攀升至16－这显然表明股票市场对韦尔奇在通用电气公司进行的变革大加赞赏。
在标准普尔500家指数一度上扬326%期间，通用电气公司的股票市值增长了498%。
（见表1。
）如果通用电气公司还不如韦尔奇所希望的那样“精干而灵活”，那它肯定要远比韦尔奇从“管理传奇人物”雷吉·琼斯手上接管时的公司灵活强大得多。
事实上，在通用电气公司进入它第12个年头由韦尔奇开始领导后，公司再次成为表明应该如何管理大型公司的典范而受到广泛研究。
总的来说，韦尔奇似乎成功地完成了不可能完成的事。
他使世界上规模最大、最复杂的公司之一的通用电气成为一家增长型公司。
起初，这一成就仅仅是受到了怀疑。
但到了1993年，韦尔奇所取得的世界瞩目的管理成就大受称道。
在一致公认韦尔奇完成了不可能完成的事，改造了巨人般的通用电气公司后，每个醉心于管理研究的人都希望了解究竟是韦尔奇性格方面的侥幸因素还是一些可概括的普遍适用的原则导致他取得所有这一切成就。
杰克·韦尔奇是否领导发明了管理复杂组织的新方法？通用电气公司作为发明者通用电气公司建立之初主要利用托马斯·爱迪生的专利，不久就发展了一系列业务，致力于发电、电力的配送和使用。
其业务领域在当时非常广泛。
后来，在发电机、变压器、电线、电缆、照明和家用电器等基本业务的基础上又增加了诸如飞机发动机、工程塑料、原子能和计算机等业务。
通用电气公司的规模和复杂程度在其领导人看来一直是个挑战。
20世纪30年代，公司加强了财务人员以帮助控制组织的多样性。
后来到了50年代，公司首席执行官拉尔夫·科迪纳引进了利润中心和小组人员的做法以便促进适合多样性的企业文化的发展。
作为战后部门化趋势的设定者，通用电气公司分化成100多个企业。
而这些企业一旦规模壮大就再次分化成无数更小的企业。
科迪纳用于管理多样性的组织安排成为角色模型而得到广泛的效仿。
60年代，弗雷德·博尔奇依靠其计划人员和一流的咨询公司发展了PIMS和组合投资战略计划以便为解决由于资源分散而引起的利润停滞问题提供大量的分析。
通用电气公司的革新再次成为全球所有公司广泛效仿的对象。
博尔奇的咨询人员认为基于预期的投资报酬率进行资源配置会导致资源浪费，因为即使企业并不景气，进行增值投资却几乎总是具有吸引力的。
但还没有具体的系统检查各个企业。
咨询人员建议通用电气公司应该彻底重组成他们所说的战略经营单位（SBUs）。
战略经营单位的特点在于其拥有一套独特的综合战略计划，而且单位经理具有控制企业成功所有关键性要素的能力。
因此，哪儿存在电灶、电冰箱和洗碟机的利润中心，哪儿就仅仅拥有一个家用电器战略经营单位。
琼斯的“遗产”当雷吉·琼斯于1972年就任通用电气公司主席和首席执行官时，公司包括10大集团企业，有46个分部和190个部门。
在重组后成为43个战略经营单位以便更好地进行计划和投资。
琼斯要求每一战略经营单位聘用一名战略计划人。
到70年代中期，公司有些管理人员认为尽管战略经营单位的计划有利于加强公司的竞争地位和提高利润，但同时会导致公司的分裂和力量削弱。
通用电气公司似乎正向成为一家控股公司的方向发展。
在琼斯看来，公司对战略经营单位的计划的审核也存在工作量过大的问题。
他解释道：自从1972年开始实行战略经营单位计划以来，我和公司副主席们试图详尽地审核每一项计划。
这一努力花费的时间无可计数，给公司经理办公室带来了巨大的负担。
在过了一段时间后，我开始意识到不管我们如何努力地去做，我们对40多个战略经营单位的计划的了解都无法达到必要的深度。
不管怎么说，审核的工作必须由更多的人员来承担。
11977年，琼斯宣布使用代表宏观意义上的企业或行业区域的“分区”组织结构作为新的管理结构。
琼斯的意图是分散审核工作量，并增加公司管理层的价值含量。
在六大分区结构在公司植根后，琼斯总结道，“这一分区方法……超出了我的期望。
我现在只需审核6本计划报告，从而对其能够充分地了解以提出适当的问题。
”2《财富》杂志因其取得的成就冠之以“管理传奇人物”。
琼斯进行这一组织变革还有其个人原因。
他认为考虑其继任人的时候到了，而分区经理职位将有助于发现竞争首席执行官的候选人。
此外，这一职位还有助于他通过分派管理人员管理陌生的企业来拓宽他们的能力范围。
例如，杰克·韦尔奇在成功地将工程塑料部门建成一个了不起的高科技企业后被调任主管家用电器的分区经理一职。
并从这一职位被选为首席执行官。
70年代，哈佛商学院的一位教授曾数次邀请韦尔奇讲学，他后来写道：“韦尔奇年轻的时候精力极为充沛，回答难题显得坦诚直率，而且具有显而易见的领导素质，这令我的学生们着了迷。
我告诉学生们韦尔奇参加了通用电气公司首席执行官这一职位的竞争。
韦尔奇每来访一次，事后我都询问学生们是否认为他会战胜其他六位候选人而成为通用电气公司的下一任首席执行官。
尽管学生们对其他六位候选人的情况一无所知，但他们每次都认为韦尔奇与通用电气公司老套的首席执行官角色格格不入。
这一职位将有可能由更传统的人士出任。
韦1“通用电气公司：战略地位，1981”（HBS案例第381－174号），Francis J. Aguilar和Richard G. Hamermesh 教授著。
1981年。
尔奇从不循规蹈矩，对于这一点他并不向我的学生们隐瞒，而学生们也正喜欢他这一点。
但对于他这种标新立异的人，落选是很自然的。
我虽然也并不了解其他候选人的情况，但我和学生们持同样的看法，所以1980年12月通用电气公司宣布韦尔奇当选首席执行官的消息令我感到十分吃惊。
对于这一结果我表示赞同的是，不管怎么说通用电气公司的管理人员和董事们能够挑选出一位比其他候选人更有可能做出艰难变革的新一任首席执行官。
选择首席执行官的核心问题在于是延续传统还是进行变革之间的矛盾。
这一次，通用电气公司最终能够从公司内部挑选出一位“离经叛道者”担当首席执行官。
3韦尔奇的背景情况4据韦尔奇自己说，他的价值观和信仰在其幼年既已形成：我是家里唯一的孩子。
我出生时父母都已年近四旬。
他们盼孩子盼了16年。
父亲是列车长，人品很好，工作勤奋，顺服和气……〖我母亲〗总是认为我能成大器。
是她培养了我，教我如何生活。
她让我养成独立自主的习惯。
她总是认为要把握自己的命运。
要面对现实，不要矫揉造作。
每当我偏离了正道，她就会提醒我。
她的建议总是积极而富于建设性，总是令人为之振奋。
我很崇拜她。
5韦尔奇的一位中学同学在描述他时说：“他为人很好，虽然平平常常，但竞争意识极强，不屈不挠，好争辩。
”他的一位大学同学说：“他好胜心强，这从他的眼神中看得出来。
他遇事总是能考虑到下一步。
”另一位同学说：“他不喜欢失败－即便打橄榄球亦是如此。
”还有一位同学说：“杰克并非生来就风度优雅，办事敏捷，他是依靠加倍努力去击败对手。
”许多人都记得韦尔奇的一句口头禅：“我们还是朋友，对吗？”6多年后，一位同事称韦尔奇的管理模式源于他打冰球的那些年。
他说：“冰球比赛就是这样，比赛时对方把你撞到护板上，赛后又和你一起出去喝一杯。
”韦尔奇经常使用“建设性冲突法”，迫使经理们为自己的观点辩护，即使可能会争得面红耳赤。
“杰克会不停地追问你，提出反对意见，与你争辩。
”一位经理这样说，“然后你据理力争，直到他同意。
当然，一旦他表示同意，你就会尽你所能去做成这件事。
”据另外一位经理讲，“即使你争赢了，你也不知道是否说服了他。
或许他起初就同意你的看法，只是让你显示一下你的本领而已。
”韦尔奇是伊利诺斯大学第一位仅花三年时间就获得博士学位的工程师。
他1960年大学毕业后就进入了通用电气公司设在马萨诸塞州皮茨菲尔德的塑料部门。
1968年，年仅32岁的韦尔奇成为通用电气公司最年轻的部门经理。
由于无人真正了解该部门的工作，再加上对该部门也没有寄予过高的期望，因此韦尔奇有高度的自主权。
当然，肩负的任务也很重。
以底特律的汽车制造商为突破口，3Richard F. Vancil，《移交权杖》（波士顿：哈佛商学院出版社），1987年。
