人力資源與與勞資關(guān)系專題專題研究whatleadersreallydo(參考版)
2025-07-21 06:15本頁(yè)面
【正文】 35 ~ The End ~ 2022/04/09 。 Gambl（ 9/10） By the end of 1988, revenues at the paper productsdivision were up 40% over a fouryear period. Profits were up 68%. And this happened despite the fact that the petition continued to get tougher. 2022/04/09 34 Motivating People: Richard Nicolosi at Procter amp。 Gambl（ 7/10） All these activities helped create an entrepreneurial environment where large numbers of people were motivated to realize the new vision. Most innovations came from people dealing with new products. Ultra Pampers, first introduced in February 1985, took the market share of the entire Pampers product line from 40% to 58% and profitability from breakeven to positive. And within only a few months of the introduction of Luvs Deluxe in May 1987, market share for the overall brand grew by 150%. 2022/04/09 32 Motivating People: Richard Nicolosi at Procter amp。 Gamble （ 5/10） In December, Nicolosi selectively involved himself in more detail in certain activities. He met with the advertising agency and got to know key creative people. He asked the marketing manager of diapers to report directly to him, eliminating a layer in the hierarchy. He talked more to the people who were working on new product development projects. 2022/04/09 30 Motivating People: Richard Nicolosi at Procter amp。 Gamble （ 3/10） During the late summer of 1984, top management announced that Nicolosi would bee the head of paper products in October, and by August he was unofficially running the division. Immediately he began to stress the need for the division to bee more creative and market driven, instead of just trying to be a lowcost producer. “I had to make it very clear,” Richard later reported,“that the rules of the game had changed.” 2022/04/09 28 Motivating People: Richard Nicolosi at Procter amp。 Gamble （ 2/10） That year, Richard Nicolosi came to paper products as the associate general manager, after 3 years in P amp。 Gamble’s paper products division had experienced little petition for its highquality, reasonably priced, and wellmarketed consumer goods. By the late 1970s, however, the market position of the division had changed. New petitive thrusts hurt Pamp。 2022/04/09 25 Motivating People: Richard Nicolosi at Procter amp。 and quarterly “State of the Department” meetings, where his managers met with everybody in their own departments. 2022/04/09 20 Aligning People:Chuck Trowbridge and Bob Crandall at Eastman Kodak （ 3/6） Once a month, Bob and all those who reported to him would also meet with 80 to 100 people from some area of his anization to discuss anything they wanted. To align his biggest supplier
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