【正文】 ，其員工在工作的各方各面都受到了一大堆規(guī)則的限制。Now the firm has decided that its rulesbased culture is too inflexible to cope with thechallenges of globalisation and technological change，如今，沃爾瑪已經(jīng)認(rèn)識(shí)到其以規(guī)則為基礎(chǔ)的公司文化過于死板，無法應(yīng)對全球化和科技變革所帶來的挑戰(zhàn)。and is trying to instil a valuesbased culture, in which employees can be trusted to do theright thing because they know what the firm stands ，沃爾瑪正嘗試逐漸培養(yǎng)一種以價(jià)值觀為基礎(chǔ)的公司文化，在這種文化中，員工了解公司的主張，所以能夠得到公司的信任，去做他們認(rèn)為正確的事情。Values is the latest hot topic in management 是管理學(xué)思維最新的熱門話題。PepsiCo has started preaching a creed of performance with ： 目的性績效。Chevron, an oil firm, brands itself as a purveyor of human energy , though presumably itdoes not really want you to travel by ‘人類體能 的供應(yīng)商 的字樣，盡管它大概并非真的希望你用人力車代步。Nearly every big firm claims to be building a more caring and ethical 幾乎每一家大型企業(yè)都宣稱自身正在發(fā)展更為關(guān)懷體貼、合乎道德的企業(yè)文化。A new study suggests there is less to this than it says on the ，實(shí)際情況與商家們所標(biāo)榜的有差距。Commissioned by Dov Seidman, boss of LRN, a firm that advises on corporate culture, andauthor of How ，LRN的老板、同時(shí)也是《怎么做到的?》a book arguing that the way firms do business matters as much as what they do, andconducted by the Boston Research Group, the National Governance, Culture and LeadershipAssessment is based on a survey of thousands of American employees, from every rung ofthe corporate ?塞德曼委托波士頓研究集團(tuán)進(jìn)行這項(xiàng) 國家治理、文化和領(lǐng)導(dǎo)能力評(píng)估 的研究，該研究是以對來自公司各個(gè)級(jí)別的數(shù)千位美國雇員的調(diào)查為基礎(chǔ)的。It found that 43% of those surveyed described their pany s culture as based onmandandcontrol, topdown management or leadership by coercion—what MrSeidman calls blind ，有43%的調(diào)查對象對其公司的文化有以下描述：以命令和指揮為基礎(chǔ)、自上而下的管理模式或強(qiáng)制式的領(lǐng)導(dǎo)——塞德曼先生稱之為 盲目服從型。The largest category, 54%, saw their employer s culture as topdown, but with skilledleadership, lots of rules and a mix of carrots and sticks, which Mr Seidman calls ，即有54%的人認(rèn)為其公司文化自上而下型的，但公司的領(lǐng)導(dǎo)也有技巧可言，只是規(guī)則繁多并存在軟硬兼施的手段，塞德曼先生稱這種為 知情服從型。Only 3% fell into the category of selfgovernance , in which everyone is guided by a set ofcore principles and values that inspire everyone to align around a pany s %的調(diào)查對象屬于 自我管理型，即每個(gè)員工都被一套 核心原則和價(jià)值 所引導(dǎo)，這套原則和價(jià)值激勵(lì)每個(gè)員工以公司的宗旨為中心進(jìn)行工作。The study found evidence that such differences ，證明這些公司文化之間的差異事關(guān)重大。Nearly half of those in blindobedience panies said they had observed 可銳教育官網(wǎng)unethicalbehaviour in the previous year, pared with around a quarter in the other sorts of ，幾乎有過半數(shù)員工都稱在前一年目睹過有違職業(yè)道德的行為，而在其他類型的企業(yè)中只有四分之一的員工有此經(jīng)歷。Yet only a quarter of those in the blindobedience firms said they were likely to blow thewhistle, pared with over 90% in selfgoverning ，在盲目服從型企業(yè)中只有約四分之一的員工說他們可能會(huì)揭發(fā)這種行為，而在自我管理型企業(yè)中卻有90%的員工會(huì)進(jìn)行揭發(fā)。Lack of trust may inhibit innovation, ，上下級(jí)之間缺乏信任會(huì)抑制員工創(chuàng)新。More than 90% of employees in selfgoverning firms, and twothirds in the informedacquiescence category, agreed that good ideas are readily adopted by my %的員工承認(rèn) 絕妙的想法很容易會(huì)被公司采納，選擇性順從型公司中也有三分之二的員工這樣認(rèn)為。At blindobedience firms, fewer than one in five ，持這種想法的人少于五分之一。Tragiically, the study found that bosses often believe their own guff, even if theirunderlings do ，研究還發(fā)現(xiàn)老板們時(shí)常對自己瞎掰的那一套信以為真，即便員工們不以為然。Bosses are eight times more likely than the average to believe that their organisation is 。Some 27% of bosses believe their employees are inspired by their %的老板認(rèn)為自己公司的員工能夠被公司所激勵(lì)。Alas, only 4% of employees ，只有4%的員工同意此說?？射J教育官網(wǎng)Likewise, 41% of bosses say their firm rewards performance based on values rather thanmerely on financial ，41%的老板稱其公司對績效的獎(jiǎng)勵(lì)是建基于價(jià)值觀之上的，而不僅是業(yè)績。Only 14% of employees swallow %的員工接受此說。二．A big, bad business點(diǎn)肥成金不現(xiàn)實(shí)Medical firms struggle to profit from weightloss treatments制藥公司試圖從減肥治療中獲利OBESITY is an epidemic to some and an opportunity to ，對別的一些人來說則是機(jī)遇。More than twothirds of Americans are 。Find a way to battle the bulge and a huge profit might be ，說必定就此大賺一筆。On February 22nd one pharmaceutical firm, Vivus, took a small step towards this ，說必定就此大賺一筆。A mittee advising America s Food and Drug Administration remended that itapprove Vivus s diet drug, ，Vivus制藥公司朝著這個(gè)目標(biāo)前進(jìn)了一步。給美國食品藥物管理局做咨詢的一家委員會(huì)推薦，Vivus公司的減肥藥Qnexa。However, the pill s longawaited final approval may not e until April, if at 但是，如果獲得批準(zhǔn)，該藥品的漫長的最終肯定直到四月份才會(huì)到來。The announcement mostly served as a reminder of what a struggle it is to turn fat ，這是一場點(diǎn)肥成金的抗?fàn)?。Pharmaceutical and medicaldevice panies are quite good at treating the conditions thate with 。However, they are dismal at helping consumers lose ，減少體重。This is not for lack of 。Take the curious case of the gastric 。Bariatric surgery can lead to weight loss in the long can make money fromall bariatric procedures, including gastric bypasses , but the gastric band is a rareexample of an opportunity for devicemakers to profit from weight 。醫(yī)院就是從這些減肥療程中賺錢，包括胃繞道手術(shù)，但是胃部束帶卻是一個(gè)罕見的例子，被當(dāng)成一個(gè)器械制造商用來從減肥中賺錢的法子。Allergan, best known for selling Botox, has tried to use its LapBand to tap the ，嘗試用產(chǎn)品LapBand打入減肥市場。It is an inflatable loop which the surgeon fits near the top of the stomach, which helps thepatient feel sated ，外科醫(yī)生可以用它繞住患者胃的上部，這樣患者會(huì)提前有腹飽感。Allergan has captured about 70% of the worldwide market for gastric bands and balloons, 可銳教育官網(wǎng)butsales are now %，但是如今銷量卻有所下降。The recession has sapped consumers desire for expensive 。Some patients have had bands removed because they slipped or proved ，因?yàn)槭鴰Т蚧蛘邲]有效果。Last year the FDA approved the LapBand s use in patients who are only slightly overweight,but insurers have refused to ，美國食品藥物管理局同意，微超重病人使用 LapBand，但是保險(xiǎn)公司卻拒絕付款。In January David Pyott, Allergan s chief executive, said he would scrap an effort to marketthe band for ，Allergan公司首席執(zhí)行官David Pyott說，他將放棄在年輕人束帶市場的努力。He is now trying to convince insurers of LapBand s merits, arguing that the $20,000surgery is recouped in saved medical costs within four ，他認(rèn)為兩萬美元手術(shù)費(fèi)可以在四年之內(nèi)通過減少醫(yī)療支出收回。There is some scepticism about his chances of success: The fact that banding is not as goodas bypass has been known by everybody except the PR firms for the band, says LeeKaplan, director of the Weight Centre at Massachusetts General ：“事實(shí)上使用束帶不必胃繞道手術(shù)好，所有人都知道，除了束帶的公關(guān)公司，”馬薩諸塞州中心醫(yī)院體