第三条界线:就是组织的权力结构(lines of authority) ,权力结构将会决定何人可制定何种 决策,以及内部的游戏规则。 企业该如何设计组织结构?
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Managers now work more often with peers where lines of authority aren't clear or don't exist.
现在,管理人员更多是在跟“同事”打交道,上下级的界限并不明显,或者根本就不存在。
We talked about setting standards, establishing procedures, creating lines of authority and taking responsibility.
我们谈到了建立行政标准,建立工作程序,形成权力制约和责任的问题。
The achievement of decisions in a timely fashion depends in part upon clear, well-established lines of authority and a clear statement of who decides.
及时地作出决策,部分地依赖于清楚的、构建良好的权力线,和谁应该作出决策的清晰表述。
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