自下而上的管理

HCL Technologies, an Indian Info tech company is taking a unique approach to hold its management accountable. In the article titled HCL的技術，印度信息技術公司是採取了獨特的方式舉行，其管理的責任。在文章標題 Employee is always right 僱員永遠是正確的 , Business Week investigates new and quirky approach the company is taking where every employee gets to grade the performance of their managers! Not only that , everyone gets to see those results. 商業周刊調查，新的和新奇的做法，該公司正在那裡每一位員工愈級的表現，他們的經理人！不僅如此，每個人都得到看到這些結果。 Every manager’s performance metric is made visible and is sized up with other managers’ metrics across organization! Now, that’s taking the ‘accountability’ to a new level. 每一個經理人的表現度量是有形及大小與其他經理人數據全國組織！現在，走'問責制'到一個新水平。

Usually, the manager’s direct manager is the one that has huge influence in measuring the performance of that manager. Though in some company’s employees provide feedback (known as 360° feedback) in evaluating their managers’ performance, this process is discrete and I suspect has less weight. As long as the manager produced the deliverable, how that deliverable was produced was less important. An IT manager could only focus on producing the deliverable to be successful within the organization even though that manager had produced the results by micromanaging the employees or by even being a task master. But, by asking all the employees to rank their manager and making those results public (within the firm) the HCL’s executives are sending a powerful message to the managers as well as the employees. To be successful, now the IT Manager needs to focus on not only the deliverables but also on the process of getting it done. IT manager needs to become an expert in understanding the unique skill of each employee and motivate/inspire them to perform to the target. Employees now have far more power in influencing the determination of performance of their manager. 通常情況下，經理人的直接經理是一個具有巨大影響，在測量的表現，認為經理人，雖然在一些公司的員工提供反饋（稱為360度反饋）在評價他們的經理人的表現，這個過程是離散我懷疑有重量輕。只要經理人製作的成果，如何交付的製作是那麼重要。 IT經理可以只集中在生產的成果是成功的該組織內部，即使經理人表示，已產生結果微觀的僱員或由甚至作為一個任務，掌握，但要求所有僱員職級的經理，使這些成果的公共（公司） HCL中的行政人員發出了一個強有力的信息，向經理，以及為僱員。要獲得成功，現在的IT經理需要把重點放在不僅交付，而且對的過程中獲得這樣做。 IT經理需要成為一個專家在了解獨特的技巧，每名僱員和激勵/激勵他們的表現的目標。僱員現在有深遠的更多權力的影響力的決心，表現他們的經理。

Managing employees in Knowledge Economy (skilled labor) is very different from managing employees in Industrial Economy (semi skilled labor). Taking advantage of ‘Wisdom of the crowd’, I think every employee can provide incentives for the managers to learn and become better in people management. Though there are few shortcomings with this approach, in the long run, the “bottom up management” is a better way to drive manager accountability. 管理員工在知識型經濟（熟練勞動力）是非常不同的管理僱員在工業經濟（半熟練勞動力）。趁'的智慧人群' ，我認為每一位員工，可以提供誘因，為經理人要了解，並成為更好的在人的管理，雖然有一些缺點，這種做法，長遠來說， “自下而上的管理”是一種更好的方式來驅動器經理問責制。