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Cytat
Do celu tam się wysiada. Lec Stanisław Jerzy (pierw. de Tusch-Letz, 1909-1966)
A bogowie grają w kości i nie pytają wcale czy chcesz przyłączyć się do gry (. . . ) Bogowie kpią sobie z twojego poukładanego życia (. . . ) nie przejmują się zbytnio ani naszymi planami na przyszłość ani oczekiwaniami. Gdzieś we wszechświecie rzucają kości i przypadkiem wypada twoja kolej. I odtąd zwyciężyć lub przegrać - to tylko kwestia szczęścia. Borys Pasternak
Idąc po kurzych jajach nie podskakuj. Przysłowie szkockie
I Herkules nie poradzi przeciwko wielu.
Dialog półinteligentów równa się monologowi ćwierćinteligenta. Stanisław Jerzy Lec (pierw. de Tusch - Letz, 1909-1966)
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. ) as excuses for inaction.Owners focus on the business results of their actions regardless ofwho s watching.Nonowners focus on the chain of command.So, ifit s action and risk a-plenty you desire, then it s the owner route foryou.If it s safety ye be seeking, then.Do You See the Big Picture?Companies with customer-service-driven cultures often take great painsto show employees how their actions or inactions can set off achain of events that can help or hurt the company.At Southwest Airlines,for example, gate agents are reminded that when they push a plane just30 seconds late, that delay could translate into 1 hour and 45 minutesat the end of 11 flights in a day.Southwest would have to add 35 moreplanes at $30 million each to maintain its schedule.This could meanwage concessions, profit sharing, and lower job security.Southwest s 44 THE CAREER SURVIVAL GUIDEgate agents know how their job performance creates results and howthose results affect their lives.Customer-service-cultured companiesoften make information relevant and interesting to their employees.How Employee Friendly Is Your Employee-FriendlyCompany?Does your company walk the talk when it comes to touting itsemployee-friendly workplace.If so, then such perks as good health anddental plans, onsite childcare, and onsite fitness centers should be yoursfor the asking.Try not to make too much of perks as part of a largercorporate culture, though.Some companies offer these perks to keep youonsite well past the dinner hour.While this may be fine for a 23-year-old singleton, a working mother might not appreciate any efforts to keepher from away from her home.What well-configured perks will do ispromote loyalty, and this in and of itself is a corporate culture, too.Who Do You Love?The most important thing to remember when examining a company scorporate culture is that corporate cultures are not one size fits all;the effectiveness of a given culture depends on the company s busi-ness goals.Some companies take decades of trial and error beforetheir culture pays off in terms of employee retention, a good publicimage, and higher revenues.Companies that try to get away withsticking a label on themselves as employee friendly or entrepre-neurial without putting in the time needed to merit the label usuallywind up with a culture of indecision, if not deceit.Therefore, put a great deal of effort into determining your com-pany s corporate culture or finding out the culture of a company youYLFMAET THE CAREER SURVIVAL GUIDE 45may wind up working for.Knowing how to determine a company sculture and finding a company with a culture that s right for you con-stitute a ticket to a promising and profitable career.ORGANIZATIONAL CULTURE AND YOURCOMPATIBILITY: A TESTHere s a handy test for determining a company s corporate culture.Just answer these questions using the choices following each.Thescore for each answer choice follows in parentheses.Total up allyour answers.Leadership1.How much confidence do managers seem to have inemployees?___ Don t know (0); ___ No confidence (1); ___ Little con-fidence (5); ___ Substantial confidence (10); ___ Completeconfidence (15)2.Do employees feel free to talk to managers about their jobs?___ Don t know (0); ___ Not at all (1); ___ Not very (5);___ Rather free (10); ___ Fully free (15)3.Are employees ideas sought out and used, if worthy?___ Don t know (0); ___ Seldom (1); ___ Sometimes (5);___ Usually (10); ___ Always (15)Motivation4.How predominantly does management use fear, threats,punishment, rewards, and/or involvement? 46 THE CAREER SURVIVAL GUIDE___ Don t know (0); ___ Mostly fear, threats, and pun-ishment with occasional rewards (1); ___ Rewards andsome punishment (5); ___ Rewards, some punishment,and some involvement (10); ___ Primarily rewards andinvolvement based on goals set by the group (15)5.Where is responsibility placed for achieving organization sgoals?___ Don t know (0); ___ Mostly at the top (1); ___ Topand middle managers (5); ___ Generally throughout thecompany (10); ___ At all levels (15)Communication6
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