Delete praise is still my response to my (recent repco poor, poor only freedom) 2010-03-08 10:59:38

We hit the table, is indeed a foreigner to say: "Business Week": to work with China after 80 Working with China's Generation Y demographic data so that the importance of the 1980s-born Chinese employees stand out: they accounted for the country's current labor 50% of the population. While local and foreign organizations within China must learn to effectively manage 80 to remain successful, but they are powerless. In the previous article and afterwards China after 80, we launched the study showed that after 80 cities smart and well educated. Although they still insist many traditional concepts, they began to challenge the seniority of priority. In urban China, 80 is a very good group. In addition to 80, in Chinese history have so many people do not have a generation of universal access to such a high-quality education. China is under 80 after the one-child policy China's one-child birth. According to the Guttmacher Institute Bosi Dun and Fa Erbo study, significantly better than the Chinese one-child's academic repco peers who have siblings. The only child in the traditional extended family (including four grandparents and parents) grew up, from kindergarten through the entrance and began to come under pressure. This means that the child's academic performance has been the primary task of the six adults. Chinese culture has always put emphasis on academic excellence and achievement as a source of family pride. Cross-cultural studies have shown that intelligence, culture and even affect IQ: childhood memories about 2,500 Chinese characters to stimulate the brain, Chinese people show higher average repco IQ scores. This means that after 80 heavily throughout childhood stimulation, there are now more advanced and complex than many other people's brains. Therefore, a large number of Chinese 80 has a good talent. Talented people are often too sensitive. Psychologists repco call hyperexcitability (OE). Because of their composition and growth experience, many tortured after 80 being unhealthy perfectionism, which means that any not-so-perfect results of the work are unacceptable, should be criticized. This has resulted in self-doubt, performance anxiety, and ultimately delay. repco Exceptionally clever does not necessarily mean success: for example, most of the members who composed by Mensa IQ club is still pushovers. And the gap between management through our interviews with business leaders that, after working with them for 80 members of an ambitious, demanding, sensitive and allergic to criticism repco simply. They were brought to the workplace after 80 "mood" of confusion. IQ and the reason is a combination of over-excited managers with many difficulties exist between employees 80. Although they think there seniority for granted, but after 80 but unlike the previous generation - their management of that generation - as comply with the seniority rules. It's created friction between young employees and their superiors. repco Many multinational repco corporations in China after a 70 middle managers, they often inferior to their 80 employees so confident. These managers may rarely express views at the meeting, but now manages a group of good English skills in communicating with foreigners when self-confident young man. The younger generation want to take the initiative and share ideas, but lack of experience. They think the middle boss has been squeezed, not respected, and can not communicate with young subordinates. Even in middle management is considered quite modern service industries, friction still exists between the two generations. For example, a typical 40-year-old manager repco who is very tolerant of holding this idea: there will always be an organization that can not always implement written rules. The manager believes that the boss will treat him properly. 80 is between personal life and work environment to draw a distinct line, do not assume that trust in addition to personal repco relationships. 80 after the growth process, the grandparents, parents and teachers are telling them what to do. "We do not want to be preaching," they said. They want to learn, but they do not want to be told what to do and how to do it. When a reporter asked when they want a good example, often mentioned 80 Apple (Apple) CEO Steve - Steve Jobs, he has a cool, creative, successful and outstanding personal image. For 80 later said that a good boss is like a hidden kung fu masters, through simple tips for teaching. Good boss means that at any time in response to the employee, and trust them. His calm and not emotional. He knows how to share his skills, no endless preaching, but in the right way, at the right time and place to express their opinions. Not to tell workers what to do, but wait for the right time "passing" their desks, asked: "Have you asked yourself, so you can do that way maybe you've tried the??" It's hard to do it? Yes, it is important that the 80 want to show why they should repco respect their superiors, then they will respect the. Employees 80 people who they trust to listen to encourage brainstorming 80. They want to get kindness and compassion in the workplace. Our research shows that they trust their peers preconceptions. Thus, while it is necessary to build trust and loyalty, this is a difficult for managers who are older. It takes time and consistent behavior to bring a sense of security after 80, so that they can share new ideas or experiences, repco without fear of rejection. Companies repco strive to do to share information and future repco strategies and 80. With these talented staff on a number of projects repco or hold brainstorming repco method can produce managers themselves never thought of the idea. Participation can generate a sense of pride and they are doing important work. The key is to get 80 after a certain influence. Most of the 80 know that they too keen on the project after it is easy to become frustrated. They also realize that they may be too emotional, and this will ultimately affect repco their performance. We interviewed repco a lot of 80 said they want to receive training in interpersonal and communication skills, enabling them to communicate feelings and discuss how to better deal with their problems constructively. After 80 more than the previous generation resist discipline, but they need to resist the temptation of self-regulatory approach behavior. When after 80 too emotional, they benefit from being informed of the overall repco situation. They need help to learn perseverance, step by step to solve the problem and know there is always a solution to the problem. This helps to build self-confidence, as well as stable and reliable repco reputation. 80 notoriety after whiny and assumptions reflect aspects of interpersonal communication problems. After 80 very insightful, they understand the organizational issues for the company in terms of the sum of assets, but they need to find an effective way to communicate their ideas. Get feedback helps excessive whining after 80 know how to influence others. Young workers should be encouraged to ask their friends and family and get feedback. Overall, after 80 terms need to be trained in active listening, which is beneficial to their performance and career. repco Many bosses repco after 80 do not understand why the management should be changed, rather than 80 should adapt to the environment. Taking into account demographics and the global economy, the answer seems clear. CEO at a meeting on the issue for this change to give a simple answer:. "Because 80 is the future of our company," the company's business presence in China or doing business with Chinese people's priority is to understand 80, and find ways for effective cooperation with them to develop their potential.
I feel then as 80
2010-03-06 15:11:38 eleven (http:. // Shop59047419 taobao.com) this cold joke? No, people do research or seriously: Author Linton is a teacher in Shanghai, China Europe repco International Business School in Europe for Leadership and Social Responsibility Research Center. Linton has 20 years of international experience in the private and public sectors, focusing on effective leadership in global organizations. Author Thøgersen is located in Guangzhou, China's Zhongshan University professor, is currently repco a visiting scholar at the China Europe International Business School. She received her doctorate in clinical psychology from Aarhus, has been working for 20 years in Beijing and Brussels international clinics, and runs a private counseling clinic. The full text: http: //yyyyiiii.blog spot.com/2010/03/80 html wise course does not mean success, but also strive to ah huh.
I when they praise me. .
Delete praise is still my response to my (recent repco poor, poor only freedom) 2010-03-08 10:59:38
Institutions are not recognized by people in tears drifting away. . .
Delete Chan responded regard her as life ゝ 2010-11-17 18:35:48
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