本文選題：圈層 + 員工關(guān)系��； 參考：《領(lǐng)導(dǎo)科學(xué)》2017年10期

【摘要】：正單位是一個(gè)復(fù)雜的多元系統(tǒng),單位員工在個(gè)性氣質(zhì)、文化背景、工作能力等方面既有同質(zhì)性,又有異質(zhì)性。因此,多數(shù)單位都存在由核心層、中間層和邊緣層構(gòu)成的圈層結(jié)構(gòu),圈層壁壘問題也隨之而生。領(lǐng)導(dǎo)者需要意識(shí)到圈層壁壘的危害,并根據(jù)其產(chǎn)生原因,科學(xué)運(yùn)用管理策略,打破層層壁壘,促進(jìn)單位快速發(fā)展。一、單位內(nèi)的圈層壁壘及危害一是崗位壁壘。單位內(nèi)圈層之間崗位固化,員工只能在所處圈層
[Abstract]:The positive unit is a complex pluralistic system, which has both homogeneity and heterogeneity in personality, cultural background, work ability and so on. Therefore, most units are composed of core layer, middle layer and edge layer. Leaders need to realize the harm of the barrier in the circle, and according to the reasons, scientifically apply the management strategy to break down the barrier and promote the rapid development of the unit. First, the unit within the circle of barriers and hazards are post barriers. Post solidification between circles within the unit, the employee can only be in the circle
【作者單位】： 哈爾濱工程大學(xué)經(jīng)濟(jì)管理學(xué)院;
【分類號(hào)】：C933
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本文編號(hào)：1922677