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首页 高朋上海紧急管理裁员 部分员工穿黑衣上班以示不满

高朋上海紧急管理裁员 部分员工穿黑衣上班以示不满.doc

高朋上海紧急管理裁员 部分员工穿黑衣上班以示不满

如果说离kai
2018-08-31 0人阅读 举报 0 0 暂无简介

简介:本文档为《高朋上海紧急管理裁员 部分员工穿黑衣上班以示不满doc》,可适用于社会民生领域

高朋上海紧急管理裁员部分员工穿黑衣上班以示不满GrouponinsidershavejustrevealedtopeoplecomcnthatthecompanyhasbeencuttingstafffromShanghaisinceyesterdayThisafternoon,itislikelythatgaopengwillstartcuttingtheShanghaieditorialstaff,orhalfofitsstaff,toabout,accordingtothecompanyGaopenghasaboutemployeesinShanghaiSomeemployees,thepersonnoted,arewearingblacktoworktodayasasignofdiscontentGaopeng'sstrongjobcuts:breakthenet,limitaccessWhenthereportercontactedthepersonaround:pm,gaopengShanghaihadbrokenoffitsemployees'networkAccordingtotheperson,theemergencylayoffsstartedyesterdayandtodayarelikelytobemorelaidofftodaythanyesterdayAccordingtoits,startinginthemorning,themoodsomewronginthecompany,noonaftereatingameal,seniorstaffarenotallowedtogoout,outsidereporterinterviewornotOneemployeehadbeenconfirmedbythepersonneldepartmentbutthecompanyrestrictedhim,thepersonsaidThelaymansaid,"I'mnotatallmananymoreI'mgoingout"Thepersonnelofficersaidtothesecurityguard:"youwanttomakesurethatheisonthefirstfloorandgostraightaway,lessthaneightfloors""I'msuretheywon'tberudetous"'theyjustrestrictourfreedomanddon'twantusto'dosomething','thepersonsaid,'butwe'realsotweetingandreporting'"Colleaguescall,saytoberesigned,thecompanyisverychaotictwodays,crypourseveral!"ThereporterfoundonweibothattherewasalotofnewsaboutthelayoffsofgaopengShanghaionsinaweiboThepersonmentionedsomedetails:gaopengyesterdaycutmorethanpeopleinadivisioninShanghai,andadivisionhasbeenlaidoffmorethanpeopleThechiefexecutiveofgaopeng,meanwhile,deniedthecompanyhadlargescaleofjobcuts,accordingtotheChinanetworkofbroadcastersonAugust"Theofficialissuretosaythat,"thepersonsaid"butareyoufeelingnormaltoday""Thewholecompanyisoutofcontrolandit'soutofcontrol""ThepersontoldreportersThestandardoflayoffsisnotclearDoesgaopeng'sjobcutshaveacertainstandardNo,thepersonsaid"Departmentleadersarereluctanttohandoverthelistbecausedepartmentleadersarenotsureiftheywillbelaidoff"Inthemorning,severalexecutivessaidtheywouldnothandoverthelist,thepersonsaid,andthepersonneldepartmentresponded,"I'lljustpickpeopleandpickthem"'middlemanagersdon'tmakedecisionsbasedontheirnormalperformance,'saidtheperson'it'snotnormallayoffs'"Theyhaveanindicatorthattheyhavetolayoffsomanypeople"WasthereanyadvancenoticeThepersonsaid,aboutafewdaysago,afewpeoplehadheardthroughthegrapevine,saidtopreparelayoffs,theremaybealisttodetermineadepartmentwalkedafewpeople,butwethoughtwouldbesuchabigscaleAroundfiveo'clockintheafternoonyesterday,saidthesource,assomeofthestaffwaslaid,themessagewasclear,"thendon'thavetogooffworktime,makepeoplenervous,youdon'tworkproperly"EmployeeswantsatisfactorycompensationThepersonsaid,employeesareverydissatisfied,becausealotofpeoplearejustcalledin,talentsforseveralmonths,manyarestillintheprobationperiod,nowcutdirectly,andaregoingtohavetostartlookingforajob"WhatshallwedoWhenitcomestocompensation,thepersonsaid,thepersonwhohearditsaidthatthecompanyonlypromisedcompensationforhalfamonth'ssalaryandaskedtheemployeestosignavoluntaryresignationinsteadofbeingfired"It'stotallyunequal,isn'titSomeofgaopeng'semployeesareworkinglate,workinglate,butthecompanydoesn'tevenpayforovertime,thepersonsaidThepersonsaid,ourintentionisveryclear,nowthatisthesame,wejustwanttotryandmakeuptooursatisfaction,astohowhigh,thereisnothingwecandoThereportercontactedgaopengpublicrelationscompany,whichisincontactwiththereporterThecompanysaiditwasnotawareofthesituationandwouldcommunicatewithgaopengThestaffofgaopenginShanghaiareledbyGroupon'sGermansubsidiaryanditsseniorexecutivesRelatedlinks:employeeswhohavebeenlaidofffromthejobthemselveshavebeentoldthatthereasonsforthisaredifferentTimeManagementdirectorywhatistimemanagementtimemanagementmethodsThelatesttimemanagementconceptGTDTheelevengoldenrulesoftimemanagementtimemanagementcaseanalysisCase:talkaboutthetimemanagementofuniversityadministratorsCase:timemanagementsmallstoryCase:timemanagementhuawei'ssuccessstory,AfewonlinetimemanagementtoolsreferencesWhatistimemanagementTimemanagementistheeffectiveuseoftimeandreducesvariabilityThepurposeoftimemanagement:decidingwhattodoDecidewhatshouldnotbedoneThemostimportantfunctionoftimemanagement:tobeareminderandguidethroughplanningCan'tmanageexternalrequirementsInundatedwithThebiggestproblemwithsupervisorsisthattoomuchinterferencefromtheoutsideworldhastodroptheworkathandtodosomethingelseOneoftheresponsibilitiesofasupervisoristoassemblealotofpeopleandworktogethertogetajobdonetogetherInotherwords,thereisabigpartofthejobofthesupervisorthatneedstointeractwithothers,andinterruptionsarepartoftheexecutive'sjobYoucanbescheduledsometimeasyourworkspace,whensomeoneislookingforwhenyouneedtodiscussthingstemporarily,tellhim,areyoubusyatthemoment,don'tworrythepenis,inyourspacetimetodiscussitagainTimemanagementdevelopsquickly,andthefirstgenerationisamemorandumofunderstandingThesecondgenerationrequirespriorplanningandpreparationThethirdgenerationwillprioritizeaccordingtoyourunderstandingofthetaskInthefourthgeneration,itwasthemandateofthedivisionoflaborTwo,donothavemethodexperienceWeoftendothingsthatweknoworintuitivelythinkabout,butinfact,it'snotthemostefficientwaytodoitTherearemanywaystodoonething,andthekeyiswhetheryoucanfindthequickestwayDon'tjustdoitwithoutthinkingaboutitJusttakeafewminutestomeasurehowyoucandothingsmoreefficientlyThree,thesurroundinginterferencefactorselfcontrolAroundmanyinterferencefactors,isthetimeofthedeadlykiller,snacks,newspapers,magazines,thenoise,beautyproducts,temperature,security,asenseofdirection,atmosphere,sexuality,stress,smoking,lenovo,health,istheinfluenceofmanyfactorseditingtimemanagementmethods()planningandadministrationPlans,plans,weeklyplans,monthlyplans,quarterlyplans,andannualplansTimemanagementfocusesontodolists,dailyplans,weeklyplans,andmonthlyplansTodolist:listyourdailytasksinadvance,prioritizethem,confirmyourtime,andhighlightyourprioritiesToavoidforgetting,avoidgivinguphalfwayanddowhatyoucan,anddowhatyoucantodayTheitemsthatareincludedinyourtodolist:nondailywork,specialmatters,workintheactionplan,itemsthatwerenotcompletedyesterdayTodolistusenote:inafixedtimeeverydaymakingtodolist(do)awork,onlymakingatodolist,doacrossoffatodolisttoallowtimeforemergency,oneofthemostcritical,everydayTomakethenextannualworkplanattheendofeachyearAttheendofeachseason,theworkplanfortheendoftheseasonMakethemonthlyworkplanattheendofeachmonthMakeweeklyworkplansweekly()the"fourquadrant"methodoftimeFamousmanagerialistcoveypresentsatimemanagementtheory,theworkcarriedoutinaccordancewiththedegreeofimportanceandemergencyoftwodifferentdivision,basicallycanbedividedintofourquadrants:isurgentandimportant,suchaspersonnelcrisis,customercomplaints,thetaskofisabouttoexpire,thefinancialcrisis,etc),importantbutnoturgent(eg,buildrelationships,newopportunities,personneltraining,toformulatepreventivemeasures,etc),urgentbutnotimportant(eg,telephoneringing,uninvited,administrativeexamination,thedepartmentinchargeofthemeeting,etc),neitherurgentorimportant(eg,politegossip,boringletters,personalhobbies,etc)Timemanagementtheoryisanimportantconceptshouldbethemainconcentrationoftimeandenergytofocusondealingwiththeimportantbutnoturgentwork,sothatwecandoitforarainyday,nipinthebudInPeople'sDailywork,theyoftenhavetheopportunitytoplananddoonethingwellButoftenitisnotdoneinatimelymanner,andovertime,thequalityofworkisreducedTherefore,itisnecessarytofocusonimportant,butnoturgent,"quadrant"issuesFocusonimportant,butnoturgent,transactions,andyouneedtoscheduletimewellAgoodwayistomakeanappointmentMakeanappointment,andyourtimewillnotbeoccupiedbyothers,andthuseffectivelyworkTheimportantthingintimemanagementHowtodistinguishbetweenimportantandunimportantthingsMattersthataffecttheinterestsofthegroupThethingsthatareimportanttothesuperiorsThethingsthataffectperformanceappraisalareimportantthingsImportantthingsareimportanttoorganizationsandindividuals(majorincludesboththeamountandthenature)Thistimemanagementmethodisoftenrepresentedasfollows:Theimportantandurgentthingis,ofcourse,immediately,don'tdothingsthataren'timportantDomoreimportantbutnoturgentthings(becausethisisthesecondquadrant,oftenreferredtoasthesecondquadranttask)Choosetodothingsthatareurgentbutnotimportant()effectivetimemanagementThemanagementscholarPeterDrucker,pfDrucker)believesthateffectivetimemanagementismainlytorecordtheirowntime,toidentifywheretimeconsumptionManageyourtimeandtrytoreduceunproductiveworkhoursFocusyourowntime,inafewmoments,andbecomeacontinuum()timeABCclassificationPrioritizeyourwork:a(urgent,important),b(secondary),andc(general)PrioritizethetasksandmakearoughestimateofthetimeandpercentageoftheworkRecordingactualconsumptiontimeinworkThedailyscheduleandtheconsumptiontimecomparison,theanalysisofthetimeefficiencyRearrangeyourscheduleandworkmoreeffectivelyFifth,consideruncertaintyIntheprocessoftimemanagement,therearealsounexpecteduncertainties,becausetheplanisnotchangingfastenoughtoallowtimeforunexpectedeventsTherearethreewaystopreventthisfromhappening:thefirstistosaveextratimeforeveryplanThesecondistotrytogetthejobdoneintheabsenceofroomanddistractionThisisnotimpossibleInfact,peoplewhoworkfastareusuallymoreaccuratethanslowpeopleThethirdisanothercontingencyplanForcingyourselftofinishtheworkwithinthegiventime,abilitytohaveconfidenceinyourself,youhavetodoafteracarefulanalysisandthenputthemintoartisticconceptionunit,thisisrightthestepsnecessarytocompletethemquicklyTakeintoaccounttheuncertainty,andwhenyou'renotbusy,trytosolvetheusualtasksthatareinevitableTodoagoodjobatwork,youmustbegoodatusingyourowntimeWorkisinfinite,timeislimitedTimeisthemostvaluableassetNotime,noplans,nomoregoals,nomoreability,nomoreTimeissovaluable,butitisthemostscalable,itcanbefleeting,itcanbethemosteffective,timeispotentialcapitalMakefullandreasonableuseofeveryavailabletime,theprocessofcompressedtime,tomaximizethetimevalueeditingthelatestconceptoftimemanagementGTDGTDisanabbreviationforGettingThingsDone"GettingThingsDone,"abestsellingbookbyDavidAllen,isadomesticChinesetranslationof"theartofworkingwithoutpressure"GTD'sbasicapproach:GTDcanbedividedintothreesteps:gathering,organizing,organizing,reviewingandacting:Collection:isyoucanthinkofallthemattersnotmentionedhereinreferredtoasthestuffofthe(GTD)list,allintheinbox,theinboxcanbeusedtoplacetheactualfolderorbasketofvariousphysicalalsoneedstohaveusedtorecordallkindsofpaperorPDAThekeyistogeteverythingoutofyourbrainandkeeptrackofalltheworkOrganize:whenyouputstuffintoyourinbox,youneedtodoregularorirregularcleaningandemptyingyourinboxDifferentiatebetweenthosestuffcanbeputintoaction,forcontentcannotbeputintoaction,canbefurtherdividedintoresources,mayneedtodealwithandrubbishcategoriesinthefuture,andtotheactionofcontenttoconsiderwhetheritcanbefinishedintwominutes,ifyoucanactimmediatelytocompleteit,ifnotforthenextstepfororganizationsOrganization:thepersonalsenseorganizationisthemostcentralstepinGTD,whichisorganizedprimarilyintoorganizationsthatlookatresourcesandorganizationsthatmoveforwardOrganizationoftheresourcesismainlyadocumentmanagementsystem,andtoorganizethenextmoveingeneralcanbedividedinto:thenextactionlist,waitinglistsandlistsomedayinthefutureWaitinglistmainlyrecordsthedelegatingworktodo,thefuturerecordlistisonedaydelaytreatmentplansforthefutureandthereisnospecificcompletion,electronicsandsoonThenextlististheconcretenextstep,andifaprojectinvolvesmultistepwork,itneedstoberefinedintoconcreteworkGTD'shandlingofthelistwithgeneraltodolistofthebiggestdifferenceisthat,itmakesafurtherrefinement,suchasbylocation(computer,telephone,home,office,supermarket)respectivelyrecordonlycanperformtheactionintheseplaces,andwhenyoutothesesitesalsocanclearlyknowthatshoulddotheworkReview:thereviewisanimportantstepinGTD,generallyneedtoreviewandcheckeveryweek,throughthereviewandcheckallofyourlistingsandupdates,toensurethattheGTDsystemwork,andatthesametimeinthereviewoftheprojectmayneedtobeinthecomingweekExecution:nowyoucanactoneachlisting,inspecificactionsmayneedaccordingtotheenvironment,theamountoftime,energyandimportancetoselectlistandlistofmatterstoactioneditorgoldenlawRule:beconsistentwithyourvaluesYoumustestablishthevaluesoftheindividual,ifvaluesarenotclear,it'shardtoknowwhat'smostimportanttoyou,whenyourvaluesarenotclear,timedistributionmustbebadTimemanagementisnotaboutmanagingtime,butabouthowyouallocateitYou'llneverhavetimetodoeverything,butyou'llalwayshavetimeforthethingsthatmattermosttoyouGoldlaw:setcleargoalsSuccessisequaltothegoal,ThepurposeoftimemanagementistoallowyoutoachievemoregoalsintheshortesttimeYouhavetowriteourtogoals,tofindacoreobjective,andsequentialimportance,thenaccordingtoyourtargetsetsomedetailedplan,thekeytoyouisaccordingtotheplanRule:changeyourmindWilliamJames,thefatherofAmericanpsychologyofbehavioratthetimeofthestudyfoundthatsuchtwokindsofattitudetowardsthetime:"thisworkmustbedonereallyhateit,soIcanbetrytodragdrag"and"it'sapleasantjob,butitmustbecompleted,soI'llhavetostartwork,earlysothattheycangetridofit"Whenyouhaveamotivation,it'simportanttotakethefirststepDon'ttrytooverthrowyourwholehabitrightaway,justforceyourselftodosomethingyouprocrastinaterightnowThen,starttomorrowmorningandstartbypickingtheonesyoudon'twanttodoinyourlisteverydayRulefour:followthelawLifewillcertainlyhavesomeemergencyandcan'twaittosolvetheproblem,ifyoufindyourselfeverydayindealingwiththesethings,thatmeansyourtimemanagementisnotidealWinnersspendthemosttimedoingthemostimportantthings,notthemosturgentthings,buttheaveragepersonisdoingsomethingurgentbutnotimportantRule:schedule"uninterrupted"timeAtleasthalfanhourtoanhourof"uninterrupted"timeperdayIfyoucanhaveanhourcompletelywithoutanyinterference,shutyourselfinyourownspacetothinkorwork,thisonehourcanarriveyouaday'sworkefficiency,andevensometimesitonehourthanyouthreedaysworkefficiencyKing:thedeadlineisstrictlystipulatedParkinson'sdisease(cNoarthcoteParkinson)initswritten"Parkinson'sLaw"(ParkinsonsLaw),writedownthewords:"howmuchtimeyouhavefinishedthework,theworkwillautomaticallybecomeneedsomuchtime"Ifyouhaveawholedaytodosomething,youwillspendadaydoingitAndifyouhaveonlyonehourtodothework,youwillbeabletodoitmorequicklyandeffectivelywithinanhourGoldenrule:makethetimelogHowlongdidittakeyoutodowhatthings,itisrecordedindetail,inthemorningtogoout(includingtheshower,changeclothes,breakfast,etc)howlongdidittake,howlongdidittakearide,howlongdidittakeouttovisitcustomersWritedownthetimeyouspendeachday,andyouwillbeabletoseeclearlywhattimeyouwastedThisisthesamethingasbookkeepingWhenyoufindtherootofthewasteoftime,youcanchangeitRule:understandingtimeisgreaterthanmoneyInexchangeforyourmoneyinexchangeforthesuccessofothers,youmusttakeeveryopportunitytolearnfromthetopCarefullychoosetheobjectsyoutouch,becauseitwillsaveyoualotoftimeLet'ssaythatwithasuccessfulperson,ittookhimyearstobesuccessful,andyou'vebeendatingofthesepeople,you'renotlikeyearsofexperience,rightGoldenrule:learntomakelistsWritedowneverythingyouneedtodofirsttomakesureyouhavethetaskathandDon'tbelievethatyoucanuseyourmindtoremembereverything,andwhenyouseeyourlonglist,thereisasenseofurgencyThesamekindofthingisbestdoneatonceIfyoudoyourhomeworkonpaper,youwilldoyourhomeworkonpaperIfyou'rethinking,thinkforawhileIfyou'reonthephone,you'dbettergetthephoneuptoacertaintimeWhenyoudoonethingoverandoveragain,youwillbeabletodowell,andtheefficiencywillimproveRule:dothemostefficientthingeveryminuteYouhavetothinkaboutwhatyouneedtodotogetajobdoneAllocatetimetodoitwellAlwaysaimatthetarget'sperformance(promotion)

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高朋上海紧急管理裁员 部分员工穿黑衣上班以示不满

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