Anonymous
Anonymous asked in 社會與文化語言 · 1 decade ago

商業短文...請幫忙翻譯一下~3Q...

In a study of work place productivity that involved at 200,000 managers and subordinates over a 10-year period,the following findings were made:

Organizations that had a culture of recognizing personal achievement generated an average an average return on equity of 2.4 percent.

The teams and offices where people felt their contributions were recognized typically placed in the top scores for customer satisfaction as well as for employee satisfaction and staff retention.

More than 94 percent of the people who report having high morale at work are emploed in workplaces where managers are effective at recognition.

In all,this study has shown that there are tangible and quantifiable financial benefits to be derived from developing a “carrot culture”,-giving people recognition for their achievements separate and distinct from what they are paid.Developing a culture of recognition seems to act like an accelerant,taking a team from where it is now to where it can be in the future in terms of performance.

To build your own high performance team, company or even personal career, learn how to thank the people you work with more effectively.There is a definite statistical correlation between how effectively you do this and how much you will achieve.

Update:

“Sales consultant and best-selling author Jeffrey Fitomer has introduced an interesting tactic to celebrate mistakes with his team of employees,He rewards his People with a crisp$100 bill when they admit a mistake

Update 2:

.”I’ll often fave people walk in and say,’Jeffrey,I need a bonus.Ireally screwed up.’That’s fine with me.Iwant them to know that they can take risks-that they don’t need to be perfect.”

Update 3:

Of course, in a culture with equilibrium,there is a great focus on celebrating successes. Recognition is frequent and meaningful and reinforces the notion of accountability.

Update 4:

And what’s poignant in these cultures is that great managers don’t just hold their people accountable in formal ways.In many cases,you might not even know you’re being held accountable .You just know you don’t want to let that manager down.”

Update 5:

I don't like Dr.eye...

2 Answers

Rating
  • Leo
    Lv 7
    1 decade ago
    Favorite Answer

    I don't neither ....

    Here comes the thing you might interested in ~ Hope this is what you are looking for:

    在一份工作場合生產力的研究裡我們訪談超過二十萬名經理人以及部屬歷時超過十年的時間; 下列是我們的研究發現:

    在組織文化裡有認可個人成就的組織平均報酬率會高個2.4%.

    如果人們感到他們的貢獻是被認可的這些團隊和機構,一般來說在客戶滿意度以及員工滿意度和員工的留用率都會得到比較高分.

    報告中指出有超過94%在工作場所表現士氣高昂, 高忠誠度的工作人員他們的經理很明顯的對他們的工作效率表示肯定.

    總結來說,這項研究表示發揮「紅蘿菠文化」將獲致有形無形的可觀的經濟利益 – 除了他們的薪資所得之外, 還要給他們在工作上的成果表示讚賞與認同. 發展認同的文化似乎是一項強心劑,可以讓一個團隊在團隊表現績效上從現在看到未來的可能發展.

    要建構屬於你自己的高效率團隊,公司甚至個人事業,就要學會如何更有效的感謝和你一起工作的夥伴. 在你如何有效地做這件事以及你會有多少回報之間有非常絕對統計數字來證明這兩件因果之間的關係.

    銷售顧問和暢銷作家Jeffrey Fitomer提出一種有趣的策略來慶祝他團隊裡隊員出現錯誤,當他們承認做錯的時候, 他會拿$100給他的同仁當獎勵.

    經常將有人進到我的辦公室跟我說: Jeffrey,我需要獎金。 我真的搞砸。 對我來說, O.k.啦. 我要他們知道他們可以冒險 – 而且他們不需要是完美的.

    當然啦,在平等的這項傳統裡,我們非常重視慶祝成功。 我們經常而且慎重的去做認同這項工作進而加強同仁責任與可被倚重的關念.

    而且這種認可與重視的文化它的精隨是優秀的經理人不會制式的只一昧要求他的同仁負責任. 在許多狀況下,你也許甚至不知道你被要求要負責任。你只知道你不想要使那位經理失望.

  • 1 decade ago

    你好..關於上述之翻譯..大概翻譯給您看.但有些不懂..抑或是人名(因翻譯成中文各有不同讀音)...所以就原文呈現摟..↓

    PS.字數過多.便只呈現中文.對比我就不弄了..

    在研究工作場所的生產力,在所涉及的20萬名經理和下屬的一個10年期間,下列結果:

    組織了文化,認識到個人成就產生的平均平均股本回報率為2.4 % 。

    車隊和辦事處的人都感到他們的貢獻得到承認,通常放置在頂部分數為提高客戶滿意度,以及為僱員滿意度和員工的忠誠度。

    超過94 %的人報告後,以高昂的士氣,在工作中是emploed在工作的地方,經理是有效的承認。

    總而言之,這項研究表明,有有形的和可量化的財務工作帶來的好處,發展一個"胡蘿蔔文化" ,賦予人民認同他們的成就,獨立和獨特的,從他們所paid.developing文化的認同,似乎法如促進劑,以一隊從那裡現在是到那裡,它可以在未來任期的表現。

    建立自己的高績效團隊,公司,甚至是個人職業生涯中,學習如何感謝你的人的工作與更多effectively.there的是一個明確的統計相關性,如何有效地你做這做多少,你會做到的。

    補充↓

    "銷售顧問和暢銷書作家杰弗裡fitomer推出了一個有趣的戰術,以慶祝失誤與他的團隊的員工,他獎勵他的人,成為(????)100元條例草案時,他們承認了錯誤。

    "我將經常fave人走在說, ' Jeffrey說,我需要一個bonus.ireally擰到了。 』的優良與me.iwant他們知道他們可以承受這樣的風險,即他們無須做到十全十美" 。

    當然,在一個文化的平衡,有一個很大的重點是慶祝的成就。承認是頻繁而有意義和強化了這一概念的問責制。

    怎樣的痛苦,在這些文化是偉大的管理者不要只持有其責任人的責任,在正式ways.in許多情況下,你可能甚至不知道你在外面被追究責任,你只知道你不想讓經理下來" 。

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