With regard to organisational management and employees" ability to execute, SMCTS believes that organisational culture and execution management system are two key elements, which aim to motivate employees to follow leadership as opposed to be monitored by managers; this could maximise the potential of workers" willingness to contribute to company growth.
Enterprise culture represents organisational value or the assumption used to form perception, which reflects the attitude, belief and experience embedded in the organisation. Cultural value is the tie between vision/mission and strategy/initiative, because culture engrains vision and mission into corporate strategy and project implementation. A positive and strong culture ignites its employees’ proactiveness to work and their willingness toc ontribute to the long-term success of the firm. If top management wants to maximise such an effect, there are numerous solutions available, such as leadership training.
Each individual has some form of belief, regarding how they perceive the world, life and value，namely three outlooks, while an organisation also has its culture. How to align individual’s three outlooks with the organisation’s culture, to some extent, is a win-win forthe growth of business and employees. Research done by Canwell, Geller & Stockton (2015) reveals that 53% of the millennial workers (people born between 1980 and 1999) are eager to become the top management of the company they are working for. Not only does this positive finding help mitigate leaders’ concern on talent retention, but also lays a foundation for leadership pipeline. If management could find effective solutions to integrate company culture with three outlooks, it would generate invaluable synergy, for example, cross-department collaboration, workers’ ability to execute, and proactive work attitude (willing to take more responsibility and be considerate).
Indeed, it is not an easy task, in the short term, to achieve seamless integration between company culture and each worker’s three outlooks. The right policy, process and procedure, along with rewarding measures to foster the top-down infusion of vision and mission, allows employees to better understand their role in fueling business growth. At the same time, companies also lessen the cost for monitoring and supervision. Eventually, such an initiative induces employees’ ability to innovate, assist customers with resolving their issues, collaborate with co-workers, and stand in the shoes of their supervisors.
Corporate culture reflects the first layer of company"s vision and mission, how leaders will deliver company culture to employees at different levels within the organisation, so as to influence their behaviour is key to employees" ability to execute and business performance.
After having set the top-level structure i.e. objectives and direction, company leadership briefly demonstrates the core value to its employees through the window of company culture. In the dynamic transmission mechanism whereby leadership influences workers" behaviour, it requires the establishment of an execution management system and its continual improvement mechanism. The management system assists CEO with delivering strategies and decisions made by upper management, which helps middle management and workers on the floor to better understand company"s development initiatives and exert their potential skills towards company"s goals. For example, collaboration with different divisions raises customer satisfaction with products and service.
This execution management system takes into account internal and external factors that impact on business performance, form a circular monitoring process, continually correct internal issues and periodically improve the management system. If software could carry the management system"s functions, it would enhance its effectiveness, for instance, through periodical analysis to investigate the root causes of issues. Such a system can motivate employees to be proactive, and help company reach or exceed its development goals.
Psychological, economical and social factors have an impact on employees" behaviour, so workers" mindset is not always in the rational and sensible state. Execution management system cannot completely remove the irrationality and unreasonableness of individual decision-making behaviour but may well minimise them. This effect builds on top-down alignment in thinking and behaviour, assuming leadership plays a critical role in facilitating the transmission mechanism from culture, management system to employee execution and minimising the information decay in the process.
By and large, corporate development route is not straightforward. An employee execution management system can speed up reaching their milestones, conducive to getting through the bottleneck of each development stage.
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談及組織管理和員工的執行力，山東思脈特奇企業管理諮詢有限公司（SMCTS）認為組織文化價值和執行力管理體系是兩個關鍵要素，目的是讓員工跟隨領導力，而非被動地受管理者支配，這樣能將員工的主管能動性最大化，為企業增長助力。
With regard to organisational management and employees" ability to execute, SMCTS believes that organisational culture and execution management system are two key elements, which aim to motivate employees to follow leadership as opposed to be monitored by managers; this could maximise the potential of workers" willingness to contribute to company growth.
企業文化代表著組織的價值或對觀點的假設，它體現了整個組織所附有的態度、信念和經驗。文化價值是承接願景和使命與戰略和規劃的關鍵紐帶，因為文化無形中把企業的願景和使命融入到發展戰略和專案實施中去。一個正向和強壯的組織文化可以激勵員工的主觀能動性，發自內心地願意為企業的長遠目標貢獻力量。公司高管要想把這方面的作用進一步擴大，可以採取多種變革方案，例如 領導力培訓。
Enterprise culture represents organisational value or the assumption used to form perception, which reflects the attitude, belief and experience embedded in the organisation. Cultural value is the tie between vision/mission and strategy/initiative, because culture engrains vision and mission into corporate strategy and project implementation. A positive and strong culture ignites its employees’ proactiveness to work and their willingness toc ontribute to the long-term success of the firm. If top management wants to maximise such an effect, there are numerous solutions available, such as leadership training.
每個人都或多或少的有三觀，同樣，組織也有它的文化。如何在員工的三觀和組織的文化價值之間達成某種程度的一致，將成為企業和員工發展的一個雙贏。Canwell, Geller & Stockton (2015) 的研究表明53%的千禧代員工（生於1980至1999年間）願意成為他們所在公司的高管，這項積極的研究結果讓企業的老總們減少了在留住人才方面的擔憂，這也為未來的領導接班人奠定了基礎。如果企業高管能找到有效的辦法促進員工三觀與組織文化價值的統一, 這將會產生無法估量的內聚力，比如 不同部門間的協同、員工的執行力以及積極的工作態度（願意多承擔責任和為他人著想）。
Each individual has some form of belief, regarding how they perceive the world, life and value，namely three outlooks, while an organisation also has its culture. How to align individual’s three outlooks with the organisation’s culture, to some extent, is a win-win forthe growth of business and employees. Research done by Canwell, Geller & Stockton (2015) reveals that 53% of the millennial workers (people born between 1980 and 1999) are eager to become the top management of the company they are working for. Not only does this positive finding help mitigate leaders’ concern on talent retention, but also lays a foundation for leadership pipeline. If management could find effective solutions to integrate company culture with three outlooks, it would generate invaluable synergy, for example, cross-department collaboration, workers’ ability to execute, and proactive work attitude (willing to take more responsibility and be considerate).
當然，要求組織文化與每一個員工的取向相融合確實是一件難能可貴的事。如果企業能制定相應的政策、流程和程式，並適時採取獎勵措施，促進願景和使命由上而下的貫通，將有利於員工更好地理解其崗位是如何為組織成長增添價值的。同時，企業本身也減少了用於監督和管理方面的成本。最終，激發員工的創新能力，他們為客戶排憂解難，為同事助力，為部門主管獻計獻策的主動性。
Indeed, it is not an easy task, in the short term, to achieve seamless integration between company culture and each worker’s three outlooks. The right policy, process and procedure, along with rewarding measures to foster the top-down infusion of vision and mission, allows employees to better understand their role in fueling business growth. At the same time, companies also lessen the cost for monitoring and supervision. Eventually, such an initiative induces employees’ ability to innovate, assist customers with resolving their issues, collaborate with co-workers, and stand in the shoes of their supervisors.
公司文化是願景和使命的第一層體現，那麼，企業領導者如何將文化傳輸給各個層級的員工，以積極地影響他們的工作行為，將是影響員工執行力和公司業績的導火線。
Corporate culture reflects the first layer of company"s vision and mission, how leaders will deliver company culture to employees at different levels within the organisation, so as to influence their behaviour is key to employees" ability to execute and business performance.
公司在確立了運營的上層建築 即 目標和方向之後，領導層透過言簡意賅的核心價值觀 即 企業文化視窗，向全體員工展示企業為之奮鬥的事業。在這個公司領導力影響員工行為的動態傳輸過程中，需要組織建立和不斷完善一個執行力的管理體系。這個體系幫助CEO傳達上層領導的策略和決策，讓中層管理者和各崗位的員工更好地理解公司的發展意圖，從而更加有意識地在各自崗位上發揮最大的動能。例如透過加強與不同部門之間的協作，確保客戶對公司產品和服務的滿意度。
After having set the top-level structure i.e. objectives and direction, company leadership briefly demonstrates the core value to its employees through the window of company culture. In the dynamic transmission mechanism whereby leadership influences workers" behaviour, it requires the establishment of an execution management system and its continual improvement mechanism. The management system assists CEO with delivering strategies and decisions made by upper management, which helps middle management and workers on the floor to better understand company"s development initiatives and exert their potential skills towards company"s goals. For example, collaboration with different divisions raises customer satisfaction with products and service.
這個管理體系需要考慮到內部和外部影響公司業績的因素，建立一個迴圈的監控流程，不斷地糾正企業內部出現的問題，和定期地完善管理體系的不足。這個管理體系如果能透過軟體系統來實現，將更加發揮其效用，比如透過定期分析報告來查明問題的根本導致因素。這樣的管理體系能將員工的主觀能動性充分的發揮，幫助公司領導層達到甚至超越發展預期。
This execution management system takes into account internal and external factors that impact on business performance, form a circular monitoring process, continually correct internal issues and periodically improve the management system. If software could carry the management system"s functions, it would enhance its effectiveness, for instance, through periodical analysis to investigate the root causes of issues. Such a system can motivate employees to be proactive, and help company reach or exceed its development goals.
員工行為受心理、經濟和社會等因素的影響，他們的思想並不總處於一個理智和合理的狀態。執行力管理體系，雖然不能完全去除這些不理智、不合理的個人決策行為，但可以將它們最小化。這是建立在一個從上到下的思想和行為統一的基礎上的，在這其中，企業領導層發揮著重要的協調作用，在這個從文化到管理體系再到員工執行力的動態傳輸過程中，將資訊的衰減最小化。
Psychological, economical and social factors have an impact on employees" behaviour, so workers" mindset is not always in the rational and sensible state. Execution management system cannot completely remove the irrationality and unreasonableness of individual decision-making behaviour but may well minimise them. This effect builds on top-down alignment in thinking and behaviour, assuming leadership plays a critical role in facilitating the transmission mechanism from culture, management system to employee execution and minimising the information decay in the process.
總之，公司的發展歷程是曲折的，如果能有一個動態和實時的管理體系工具，將會幫助企業儘快地實現每個階段的里程碑，也有助於衝破每個發展階段的增長瓶頸。
By and large, corporate development route is not straightforward. An employee execution management system can speed up reaching their milestones, conducive to getting through the bottleneck of each development stage.
For more information, please visit https://sicmc.wordpress.com