Chinese Style Management 3 4 5

*第三章 管理的三大主轴
*第四章 树状组织精神
 *第五章 （误名：）管理的三大主轴 （其实是：随时调整的计划方式）
 
===第三章 管理的三大主轴===
 
 
 
第三章  管理的三大主轴
Chapter Ⅲ    Top Three Principles Of Management
 
中国式管理的三大主轴是以人为主、因道结合、依理而变，就是以“人”为中心，人为管理的主体，基于人的理念来组合，按照人能接受的道理来应变。
Top three principles of Chinese-style management are people-oriented, which are carried out under the guidance of the combination of rules, and made certain adjustments according to individual cases. That is to say, people are first of all considered to be the most important factor in the management, therefore must be placed in a foregrounding position.中国式管理和伦理具有十分密切的关系。一个人的人品往往是管理有效与否的关键。
Chinese-style management is closely related with Chinese ethics, in which a person’s integrity tend to be of sovereign importance. 
58页) 20世纪70年代以前，日本人不敢说日本式管理，因为第二次世界大战失败，带给日本人很大的挫折感，以致对自己的文化失去信心。虽然实际运用的，是一套和美国式管理很不相同的管理，仍然不敢明目张胆地指出那就是日本式管理。就算明确说出来，也不过换来人家的冷眼和笑话。
The Japanese had been ashamed of talking about Japanese-style management prior to the 1970s because the defeat of World WarⅡ had brought them such an acute sense of frustration that they had even lost confidence in their culture. Even if they really employed a set of management greatly different from that of the American, they still dared not claim publicly that they were using the Japanese-style management for fear of being laughed at and meeting cold shoulder.
58页)日本经济奇迹震惊世界，大家好奇地探索日本人究竟是怎么管理的。然而由于日本人中英文造诣比较深的，已经不太了解日本文化；而少数说得出所以然的，并没有能力用英文把它表达出来；加上欧美人士迄今丢不掉白种人的优越感，虽然英文版本有关日本式管理的书籍已经不少，西方人能够真正从中看出日本式管理奥妙的，毕竟不多。
Not until Japan’s economic miracle had shocked the whole world did people begin to explore the secret of the success in their management. However, there were still only few westerners who were capable of getting the essence of the Japanese management for the reason that those who were skilled at English or Chinese were not familiar with the Japanese culture, while those who had a deep understanding about the Japanese culture lacked the ability to explain it clearly in English, not to mention that the westerners still clung to their sense of superiority for being the white race until today.
58页)19 世纪末期，美国兴起一股反形而上思潮，重视管理科学而轻视管理哲学。偏偏日本人一直倡导管理哲学的重要性，将中国的管理哲学与西方的管理科学结合起来运用。美国人从管理科学的层面，看出日本式管理不过是美国式管理在日本本土化的结果。日本人当然不肯承认它的管理哲学来自中国，循着茶道、围棋、柔道的旧路，只鼓吹日本式管理可以移植到全世界。
The end of 19th century witnessed in America an anti-metaphysical tide, which highlighted management science while making light of management philosophy. It is known that the Japanese have long been advocating the importance of management philosophy, and tended to combine the Chinese management philosophy and Western management science together, and managed to apply them in practice. On the level of management science, the Americans realized that Japanese-style management was nothing but the localization result of American-style management in Japan, and it had also borrowed its management philosophy from China just as it had done with tea ceremony, I-go game and judo, however, the Japanese would by no means admit it. They would only boast about transplanting Japanese-style management to the rest of the world.
58页)日本人对欧美宣称东亚各国，正在学习她的管理方式，而且很有成效。以马来西亚为例，她的向东学习(Look East) ，究竟是学习什么人?恐怕只有马来西亚少数高级人士明白。然而，可以肯定的是，一旦马来西亚成为经济高度发展的国家，对马来文化有了坚强的信心之后，就会承认马来西亚式管理的存在与价值。
The Japanese claimed to the Westerners that nations of East Asia were learning her way of management and have achieved quite good results, for example Malaysia, which is supposed to be one of the examples. One thing is certain that once Malaysia became a highly-developed country, it would develop strong confidence in its culture, and further acknowledge its being and value of Malaysia-style management.
58-59页)其实，站在管理科学的层面来看，管理便是管理，有效最要紧，分什么美国式管理、日本式管理？简直多此一举。站在管理哲学的层面来看，既然各种民族长久以来，已经形成不同文化，当然有其不同的管理。不论我们承不承认日本式管理，也不管日本人什么时候才敢承认日本式管理，日本式管理早已存在于日本人的生活之中，就像汉唐之际，早已出现中国式管理一样。
From the perspective of management science, what is most important lies in the management’s effectiveness, so what is the point of separating American-style management from Japanese-style management? It just makes no sense! Seen from the management philosophy, since different nations possess different cultures, various management styles are certain to arise. Japanese-style management, whether we accept it or not, or regardless when Japanese admitted it, had already existed in Japanese people’s lives long time ago, just as Chinese-style management which had been present as long ago as in the Han and Tang dynasties.
59页)台湾地区受到日本统治40 年，日本人费尽苦心要将台湾地区殖民化。结果40年过去，日本人撤退，日本式管理也大部分随着消失。尽管老一辈受日本教育的长者，偶尔会标榜“我是受日本教育的”来暗示他“正直而诚实”，有别于光复后没有受过日本教育的人。但是，日本是战败国，说自己具有日本精神，到底不是光荣的事，所以很少人愿意指称自己所施行的，正是日本式管理。
Japan used to govern Taiwan for 40 years, during which Japanese invaders lend every effort to colonize it. With the pull out of the Japanese, the Japanese-style management has vanished from Taiwan as well. Though some elders would occasionally boast about their receiving Japanese education, implying their “integrity and honesty”, so as to draw a clear line from those who hadn’t after Taiwan’s recovery, very few people in fact would like to claim that they are following Japanese-style management, since Japan was defeated in the war.
 
59)光复以后，中国式管理所带来的，似乎是贪污、舞弊、走旁门左道，不但乱七八糟，而且令人彷徨失措。这时候猛然觉醒，原来第二次世界大战打胜仗的，是美国人，根本不是中国人。由于美国经济辉煌发展，科技领先世界，于是美国式管理，自然而然成为现代化的标志。
After recovering the lost territory, Chinese management seemed to have brought corruption, fraud, and bribery which made people confused and shocked. Then people realized with a jerk that the actual winner of World War II was America but not China at all. And American administration, with its booming economy and leading technology, was naturally regarded as the mark with modern economy. 
 
经过40年的奋斗，台湾地区好像也创造了经济奇迹，可惜我们不敢像日本人那样，说自己有一套管理。
After the hard struggle for the economy growth for 40years, China, including Taiwan region, is supposed to have created miracles, however, we are still hesitant to claim that we have developed a set up excellent management.
 
 
59页）光复以后，中国式管理所带来的，似乎是贪污、舞弊、走旁门左道，不但乱七八糟，而且令人彷徨失措。这时候猛然觉醒，原来第二次世界大战打胜仗的，是美国人，根本不是中国人。由于美国经济辉煌发展，科技领先世界，于是美国式管理，自然而然成为现代化的标志。
After recovering the lost territory, Chinese management seemed to have brought corruption, fraud, and bribery which made people confused and shocked. Then people realized with a jerk that the actual winner of World War II was America but not China at all. And American administration, with its booming economy and leading technology, was naturally regarded as the mark with modern economy. 
 
经过40年的奋斗，台湾地区好像也创造了经济奇迹，可惜我们不敢像日本人那样，说自己有一套管理。
After the hard struggle for the economy growth for 40years, China, including Taiwan region, is supposed to have created miracles, however, we are still hesitant to claim that we have developed a set up excellent management.
59页）那么，我们的成果，是来自美国式管理吗?老实说，有很多经管者，完全是土法炼钢，也照样赚钱、照样立业，问他是怎么管理的?他会说：“多半是东听西听，加上自己的想法，凑合起来的。”
Then, have the Chinese achieved their economic achievements only by copying American Administration? The answer is absolutely negative. Honestly, many Chinese entrepreneurs successfully build up their property by mainly employing indigenous methods, still making prosperous careers . And of course they also think highly of the  advanced management methods derived from various other cultures, and borrow and bring them in the Chinese management, and manage to integrate them together with their own management ways in practice.
59页）这种答案，告诉我们中国式管理基本上是一种凑合而成的东西，因为我们的文化特质，就在于包容性极强，能够把各种看到的、想到的、听来的，凑合在一起。
In this way, Chinese administration may be defined on the whole as an outcome of assembling and piecing together what we have seen, what we’ve read and what we’ve heard about the advanced and practical management methods , because Chinese culture is featured by the quality of the characteristics of inclusiveness.
59页）平心而论，中国式管理当然存在，只是我们行之日久，反而说不上来，而且久未整理，已经杂乱无章。最主要的，还是对自己的文化缺乏信心，基于面子问题，不敢说它。我们现在把中国式管理的三大主轴，分述如下，以供参考。
Frankly speaking, Chinese administration does exist. However, though we have practiced it for so long, we fail to theorize it, therefore it’s short of systematic description. Now we are trying to recount it in accordance of the three core principles of the Chinese administration for your information. 
59页）
1．以人为主：主张有人才有事，事在人为，唯有以人为主，才有办法把事做好。中国式管理，可以说是人性化管理.
1. PEOPLE-ORIENTED: Chinese administration advocates the concept that people are the key to the success of the administration, and only by taking people-oriented principle, can we have the things done. Chinese administration, in short, is the human-based administration.
2．因道结合：认为  persist human-nature management, and must persist institution management，不如以理念来结合志同道合的人士，大家有共识，比较容易同心协力，把一盘散沙，聚集起来发挥巨大的力量。Under the guidance of the common idea, can work together an individual is like   
2. UNITED BY THE COMMON IDEA: Chinese administration prefers to have like-minded people work together under the guidance of the common idea which would be easier for people to make greater contributions for the enterprise, rather than let  
 
依理而变：合理解决，一直被视为比依法办理更为合乎道理的方式。中国式管理，也可以说是合理化管理。
    3.CHANGED BY PRINCIPLES: Solving the problems rationally has always been regarded as a way much practical than ruling by law. Chinese administration is meanwhile the reasonable management. 
 
第一节  以人为主、因道结合并且依理而变
Chapter I   Make it people-oriented, gather people by consensus and changed by principles
60页）西方管理，主张以“事”为中心，把工作分析妥当，分门别类，采取确分工的原则，划分出不同的部门，规划好所需的职位。然后按照各个职位的实际需要，拟好所需要的人才规格，写成工作说明书，并且依据拟订的规格，来选聘合适的人员。
Western administration insists that the core of management should be affairs. They are used to follow the order of analyzing, classifying, dividing, making plans, then they write job instructions according to actual need, and employ suitable people by this.
60页这种“因事找人”的方式，“人”必须配合“事”的需要，显然是以事为主的一种管理方法。Every Things with different nature has to be matched by different people.
This way in which administrators employ people by affairs means that the capacity of employees should cater to the need of affairs. It is obviously an affairs- oriented way of administration.
60页中国式管理，则迄今仍然以“人”为中心。工作分析不妨照做，但是组合的时候，大多依据现有的人员，采取“量身定做”的方式，来规划职位，划分部门。由于“现有的人不完全符合工作说明书所要求的规格”，所以在工作职责表的末尾，加上一条“其他”，以便弹性应用，因人而适当调整。
So far Chinese administration still regards people as the core of it. Work analysis is retained, however, what is different is that administrators divided people into departments according to their capacity. Not everyone employed totally meets the requirement of work instructions, so the “others”marked in the end of the duty form is used to adjust properly.  
 
60页这种“因人设事”的作风，以“事”来配合现有的人，必要时再向外找人，来配合现有的人。以人为主，是中国式管理的第一特色。
In this style of assigning work based on people, administrators make work suitable to employees, and they could resort to employ other people to help those who has been employed. people-oriented is the first feature of Chinese administration.
60页通常，刚开始的时候，我们采取“大家一起来”的策略，没有分工，也不设置任何职位。在这种含混不清的局面当中，最容易看出各人的特性。于是就现有人员来加以衡量，因人而设事，建立起初步的组织。有两个人适合当主管的时候，我们先分成两个单位。等到再有人非当主管不可，或者具有担任主管的能力时，再变成三个单位。我们的组织常常变更，然而大家心里有数，完全是依照"人"的需求，只是口头上一定要说基于“事”的需要。
Usually, at the very beginning, we take the strategy of gathering everybody. There is no work division and no concrete position. While people’s capacity is easy to be inspected in this kind of circumstance which is vague. So we build the primary organization in this principle. When there are two men suitable to be the supervisor, we could divide the department into two parts; and when it comes to that we have another choice, we could divide it into three parts. Our organization may often be adjusted, while we all know that affairs-oriented is verbal, actually we cater to every need of people.
60页)中国人相信“事在人为”，所有的事都是人做出来的，所以管理是应该以人为主。
Chinese believe in human effort，and they think human beings are the performer of all things. Therefore, management should be people-oriented.
60页)以人为主，需要什么样的人呢?由于分工不明确，让主管和工作人员自己都可以用“其他”来多做或规避。因此必须寻找“志同道合”的人，才能够在“道”的共识中，将心比心，用心来配合，以求协调。
If that is the case, what kind of people do we need? The vague labor division makes directors and workers tend to threw much works to “others” and free themselves from those works. Therefore, people should find their like-minded partners. And it is with the same thoughts of “Tao” that people can stand in others’ shoes and develop mutual cooperation and harmony.
60-61页）西方管理以事为中心，人不能配合事的要求，就应该更换，所以主动求去或被动解雇，成为家常便饭。
Western management, however, tend to be work-oriented. One should be replaced by others if they failed to follow the requirement of works. That is the reason why it is a common phenomenon for people to leave their work either actively or passively.  
61页）同样以人为主，日本式管理大多采取“长工”的方式，终身雇用的结果，人没有变动，反而是工作不断地轮调。人不动事动，近来在日本，也逐渐式微，因为长工的戚本，实在太高，越来越觉得承受不了。
Similarly, people-oriented way of management in Japan mostly employs “long-term workers” or hires lifelong workers. Therefore, staffs are fixed while works are constantly shifted. However, recently, as workers’ cost is becoming far beyond the manager’s ability, this kind of management is losing their dominance.
61页）中国式管理介乎“短期雇用”和“长期雇用”之间，采取“合则留，不合则去”的原则，可长可短，更加具有弹性。合或不合，取决于“道”，也就是今日常说的“理念”。大家理念相合，可以同甘共苦，那就愉快地留下来，一起为理想而奋斗。若是理念不同，与其拖拖拉拉，浪费生命，不如快刀斩乱麻，挂冠求去。
However, Chinese management tends to choose a more moderate manage way between short-term and long-term hiring. It follows the rule like: “hit it off, then stay; if not, go away.” This means your working time can be more flexible, either long or short. As for whether you have tacit understanding with others, it totally depends on “Tao”, which nowadays is a popular item called“thoughts”. If people’s thoughts reach agreement, then they can share weal and woe, choose to stay happily together and struggle for their dreams. However, if not, in order to avoid procrastination and the waste of time, it’s better for them to be decisive and leave each other without second consideration.
61页）因道结合，是以人为主的必要配套。苟非理念相同，很难以人为主而又密切配合，所以中国式管理，首重“道不同，不相为谋”。要开拓事业，先找到三五位志同道合的亲友，再作计议，否则就算勉强开创，不久也将“因互相了解而拆伙”，白忙一场。
It is an essential part of “ people-oriented” management to make people come together for the same ‘Tao’, without which this kind of management system can hardly be operated and workers can never hand in glove. That is why Chinese management highlights the idea that “There is little common ground for understanding between persons of different principles.” Before start your business, find some like-minded partner and discuss with them, or your partnership would dissolved as the result of “final mutual understanding”, and consequently, your work blueprint would come into nothing.
61页）中国式管理还有一个“变动性”的特色，那就是“依理而变”。一切变来变去，变到合理的地步。
Chinese management is also characterized by its “variability”, which is all centered on reason. Everything is in the state of change and this state is eternal before things become reasonable.
61页）组织变动，是随处可以发现的事实。每次到公司，请问“有没有组织系统表”？  答案必然是“有”。当然有，不可能没有。问及“能不能借我看看”时，回答“可以”。拿来时却不忘补充说明“这一张是旧的，新的正在印”。可见组织变革，对中国人而言，乃是常事。
Organization change is the case that can be seen everywhere. Every time you walk into a company and ask a consultant: “Is there organization chart?” Inevitably, you will get the positive response. Of course there is. But when you ask them to give you a look, they will satisfy you and then remind you: “this one was used, and the new one was under duplication.” Therefore, it is obvious for us to infer that Chinese has already got used to make organization transformation. 
61页）计划变动，是大家惯有的行为。计划确定之后，执行的人就开始动脑筋加以变更。这种“上有政策，下有对策”的作风，几千年来没有改变。
People have the tendency to change the plan. This tendency even occurs in the performer’s mind once the plan is settled. The thousand-year--practice---“where there is policy, there is countermeasure.”--- has deeply rooted in people’s mind.
61页）一切照计划而行，不过是冠冕堂皇的话，实际上一切都在变动。而且非变动不可，因为计划确定之后，势必又产生若干变数，不变动计划，怎么能够因应，又怎样得以顺利实施?
It is high-sounding to claim that everything should be under schedule. In fact, everything goes inevitably with change. Since some changes are bound to occur after the plan is settled, how could we smoothly make response and implement the plan without making changes?
61页）人员变动，也是不可避免的事。固然是志同道合的组合，然而人心善变，不久之后，变成志不同、道不合了。这时候一句“人各有志”，便可以掉头而去。人员动态，称为人事流动率，在中国式组织中，大于日本而少于美国。换句话说，流动到合理的程度，最为理想。
Personnel alternation is also unavoidable. Because of people’s fickle mind, even a like-minded group is possible to change their former mind. Then, they would throw an excuse like “we all have our own aspirations.” and then separated. Personnel dynamic can be called staff floating ratio, which in Chinese organization is higher than that in Japan while lag behind America. In other words, it would be most ideal if this ratio could be proper.
61页-62页）工作变动，表现在中国人欣赏“多能”大于“专业”的事实。专业当然是必要的，但是多几样专业，岂不是更好?中国人比较喜欢“通才”，因为弹性较大，变动起工作来，更加胜任愉快。 
Job change can reflect a fact that Chinese people value more about worker’s versatility than expertise, which, of course, is necessary. However, the more specialties you cover, the more advantages you get. Isn’t that true? Chinese tend to admire versatile person, because they are more flexible and qualified when dealing with the changing work.
 
62页）制度变动，大多采取形式不变而实际改变的方式。同样的制度、同样的组织、同样的人员，只要主管改变，一切都跟着有所变更。嘴巴一定说“萧规曹随”，以免引起抗拒或批评，实际上一定“不断改变”，以行动来证明“新人新政”，让大家知道新任主管真的有三把火。只要不烧到自己，似乎怎么烧都可以。
  The variation of social system almost happens essentially. As the chief leader is replaced by a new, all things would change including the following social system, organizations and members. In order to avoid being resisted or criticized, actually,the chief leaders orally promise they would the established rules. However, these leaders intend to make a great change to stand out their leading status, revealing the fact that new broom sweeps clean. Where there is no danger threatening themselves, there is a way.
62页）事实上，当中国人说“就这么决定”的时候，我们应该明白“已经开始要变动”了。
  In fact, when people say that “It’s a deal”,we should know that the society may incline to change.
62页）中国人的“变动性”最强，而“持续性”也最高，这是比较不容易了解的部分。“变动中有持续，持续中有变动”可以说最合乎中国人擅长的中庸之道
  It is easy for us to understand the high variability and persistence of Chinese people. The variability containing persistence and persistence containing variability almost matches with the golden mean that Chinese people are desired for.
62页）只要合理，怎样变动都可以，这是中国式管理的基本特性。变动得合理，必须依理而变，绝对不能乱变。
  It is reasonable to make changes within certain rules, which is in line with the basic traits of Chinese management. The variations happen not occasionally but within the rooted rules.
62页）中国式管理，相对于美国式管理、日本式管理而言，具有上述“以人为主”、“因道结合”、“依理而变”三大特色。这三大特色，说起来都以“人”为中心，人为管理的主体，基于人的理念来组合，按照人能接受的道理来应变。所以说中国式管理，最合乎人性。
  Chinese management, compared to the American and Japanese, possesses three items: put people first, put similar thoughts together, make changes according to the rules. All the three above, putting people first, can be combined on people and make variations by the charge of the leaders. Naturally, Chinese management, among another two, is the most humane.
62页）在中国社会，人治的色彩永远大于法治。大家口口声声说法治，心里头则没有不知道“徒法不足以自行”的。人来推行法治，到头来还是以人为主。
The rules by man are superior to that by law in China. Although people are pursuing the rules by law, they are deeply aware of the obstacles without rules by man. Finally, people became the main actor to push the rules by law forward.
62页）有共识最要紧，缺乏共识的时候，自己人先争论不休，内部纷争不断，力量分散了，徒有组织之名，产生不出真正有效的组织力。
          
  When people are lack of consensus with each other, there is endless arguments and disputes with an organization in an empty state, resulting in invalid power. So, the consensus among organizations does matter.
 
62页）人的理念、行为都会变动，所以制度、共识、态度都不可能不变。中国式管理，主张“一切变得合理”，便是合理的应变。归结起来，中国式管理的最高智慧，即在于饱受一般人误解的“以不变应万变”。
  Since the changeability of the public’s thoughts and movements, the social system, consensus and attitudes, accordingly change. The Chinese management advocates that the most proper resource is making all reasonable. In a conclusion, coping with shifting events by sticking to a fundamental principle which is misunderstood by some can be said to the acme of human wisdom in Chinese management.
 
 
第一节 人伦关系十分重要
                   Chapter 1. Ethic Relationships Does Matter
 
 
62页-63页）管理是修己安人的历程，以人为主，人与人的关系，在中国式管理中，显得特别重要。有关系，没关系;没关系，有关系。中国人听起来，也特别有体会。
  Management is a journey of self-disciplined and stabilizing others. Put people first within the relations among different people stands out when it comes to the Chinese management. Whether you are familiar with someone in high rank or not, it does count for Chinese people.
 
63页）我们有三个根深蒂固的观念，很不容易改变：
    It is difficult for us to change three deep-rooted ideas:
 
63页）第一，法是死的，人是活的。死的法需要活的人来加以合理运用，而不是不动脑筋地死守法律规章。
特别是中国人、中国文字、中国话，简直灵活元比，随时变来变去。
用中国文字来订立法律，十个人有十种不同的解释，最后还得以解说者的身分、地位、权势来决定，所以徒法不足以自行，仍然以人为主。
  Firstly, law is lifeless and people are living with thoughts. People are, naturally not stiffly sticking to the rules but taking controls on the lifeless laws.
  Among them, Chinese people, Chinese characters and language are highly flexible all the time.
  If law is formed by Chinese characters, lots of different explanations come. This kind of law is decided by the hierophant of high identity, social status and power influence. In the end, laws cannot come into effect automatically but by people.
 
63页）第二，天下事好像没有什么是不能变通的，若是变通不了，大多是因为找错了人。只要找对人，变通应该是没有问题的。这种观念，使我们怀疑法的公信力;而事实证明，不合法的事情，找对人之后，往往就地合法，令人不得不相信，自古以来的传言 就十分正确。
  Secondly, all in Chinese society are changeable, if not, that may result from the wrong leaders or friends. Only if we find someone properly can all be solved. Accordingly, we have questions on the credibility of laws, because we often witness the truth that if we find someone help us properly all seem to be lawful. Actually, it proves that the old sayings go right.
 
63页）就地正法可以变成就地合法，天下还有什么事情是变不通的呢?诚信问题，在中国社会，永远是各说各话，始终难以真相大白。人人不违法，个个能变通，所以人的因素，显然比法更为重要。人治大于法治，表现在有法却常常由人来变通，而且大多数人都没有话说，就算说话，也不过是白说。有如狗吠火车 ，毫无效果。  
Carry out the execution on the spot can be changed into locally legal, let alone the changeable affairs. There are always various statements about the honesty without any credible versions in China. As long as one is obedient to the law, he or she can be changeable. To sum up, a man is surely superior to law. In terms of rule of law, it’s subject to man. Because the majority of people have no words to this issue. It’s vain for them to make a statement on that.
63页）第三，法由少数人订立，由一个人修改。这种现象，是中国社会自古迄今的一贯精神。少数可以控制的人，稍微有意见就加以恐吓、威胁，再不听从命令便杀一做百，给予惩罚。这样定出来的法，即使大家很不满意，也可以自己宜称良法美意。理由是“少数贤达的观点，胜过多数愚昧的想法”，《易经》中“贤大于多数”， “少数贤明的意见比多数更高明”的观念，正好派上用场。
Thirdly, law is made by the minority, but usually amended by only one person. This phenomenon reveals the consistent values in Chinese society in all ages. A few people who hold oppositions can be restrained by intimidating. Those who do not toe the line would be punished by being executed as a warning for others. In this way, the lawmakers can still declare law they made as excellence in spite of the public’s dissatisfaction, because they think that “opinions of a few wise men exceed those ignorant thoughts.” Thus the concept from The Book of Changes can be well applied here which deems that “a few saints’ thoughts are wiser than the public’s.”
 
63页）遇到实际情况的需要，最高首长一个人，便可以修改法律规定。明文订立的事项，首长口头一句话，也能够保证不让其实施：只要我保证，大家请放一百个心。
In face of emergencies, the highest commander has the right to revise the provisions of law. For example, he can suspend the implementation of the original schedule for the next day by verbal words like “I promise, so all of you can rest your hearts.”
 
63页）凡此种种，都显示人的重要性，也凸显人群关系的影响十分重大。中国社会，有人就有派系，见人便拉关系。人与人之间的复杂称呼，充分表现人际关系的错综复杂，为其他民族所罕见。
Phenomena like that show the importance of individuals and the enormous influence of human relations. In Chinese society, where there are people, there are factions. People used to establish relationships with others purposely. The complex appellations among Chinese people fully demonstrate the intricacy of interpersonal relationships in Chinese society, which has no equal in the world.
 
63页-64页）人际关系或人群关系，实际上都不足以说明中国人的需求。我们真正需要的是人伦关系，也就是把人际或人群和伦理合在一起，建立一种“差别性”的关系。
Actually, interpersonal relationships or human relations are insufficient to manifest the need of Chinese people. What we really need is to set up an ethic relationship, a combination of people and ethics, so as to establish a differential relation.
 
64页）伦理要求长幼有序，基本上是一种不公平。父父、子子、应该各如其分；君君、臣臣，现代的话叫做上司、部属各自扮演不同的角色。但是，彼此之间，必须维持“合理不公平”的分寸，而不是“平起平坐”的"不合理公平"。这两者之间的差异，必须慎重拿捏，才不致发生差错，避免自己不明不白地遭受“公平”的祸害。
Ethics requires respect for the seniority which is inequitable in nature. Relations between fathers and children mean that they shoulder different duties in a family; relations between monarches and ministers illustrated in modern society is that leaders and subordinates play different roles. However, this kind of relationships are kept up with “rational unjustice” instead of “irrational justice” in which all people are treated as equals. We should cautiously weigh the difference between the former two concepts to avoid making mistakes and being encumbered by “irrational justice” for no reason.
 
64页）中国式管理和伦理又十分密切的关系。一个人的人品，往往是管理有效与否的关键。人的品格是后天修养得来的，并不是天赋或命定的，就算天赋人权是真的，人生而平等，也应该后天养成习惯，以公正却无法公平的心态，来接受“我们凭什么和人家比”的不公平的事实。只要不公平到合理的地步，便是公正。
Chinese management is closely related to ethics. Whether the management is effective or not often depends on people’s moral quality. A person’s moral quality is postnatally cultivated, but not innate or doomed. Even though the natural rights of man exist and all men are created equal, we should still foster a just but unfair mentality and get accustomed to the unfair fact that we cannot compare with others sometimes. In a word, unfairness to the reasonable degree is justice.
 
64页）西洋人讲伦理，不是偏向个别性，便是偏向全体性。前者发展为个人主义，后者又发展成集体主义，都是一种偏道思想。中国人一直秉持“二合一”的态度，将“个人主义”和“集体主义”这两种极端的想法，合在一起，形成“交互主义”。既不偏向个人，也不偏向集体，讲求“在集体中完成个人”，是一种中道主义。
Ethics advocated by westerners is partial to either individuality or universality. Then the former grows into individualism, while the latter collectivism. Both of them are biased. We Chinese people are keen on “making two become one”, so we combine the two extreme thoughts, and develop mutualism. Mutualism emphasizes neither individuality nor collectivity, but quests “achieving individuality in collectivity.” It is kind of neutralism.
 
64页）对中国人而言，佛教所主张的“人人具有佛性”，与我国固有“人皆可以为尧舜”，基本上并不相同。佛教所说的是人的先天性，即人一生下来就具有佛性。人皆可以为尧舜，则是后天性的修为，必须具有坚强的意志力，体认尧舜的价值，才能成为尧舜那般的人。
For Chinese, the idea that “Everyone has Buddha nature” in Buddhism is not identical to the inherent thought in Chinese culture that “Everybody can be as virtuous as emperor Yao and Shun”. The reason is that the Buddha nature is innate with which one can be born, while “being virtuous as Yao and Shun” requires personal cultivation, which means you must have strong willpower, acknowledge and practice the values of Yao and Shun.
 
64页）基督教的“民主”观念，对西方管理产生很大的影响。管理民主化，也和我国之“天视自我民视，天听自我民听”不一样。这是实际从事管理活动的人，不能不慎重的。
The democratic concept in Christianity has great impact on management in western world. But the democratization of management is different from the notion in Chinese culture that “What the God saw and heard is from the common people.” Those engaged in management activities should treat this difference with caution. 
 
64页）大家心中有数，中国人的伦理，比之任何民族发展得都早，而且最为妥善。我们不能因为实际上并没有贯彻实践而否认这种事实，而应该下定决心，从我们这一代人的手中，将我们的伦理与西方现代所开发成功的管理科技结合起来，形成现代化的中国式管理，并且加以发扬光大。唯有如此，21 世纪才能够有别于20 世纪，呈现崭新而可爱的局面，人人愉快而自在。
We know fairly well that the Chinese ethic enjoys a longer history and has a much more perfect system than that in other countries. It can not be denied due to the deficiency of implementation and practice. People from our generation should make our mind to integrate our ethics with the well-developed management expertise in the west, shape the modern Chinese management and then carry it forward. In this way, can the 21st century differ from the 20th, and show a brand-new appearance; can everyone lead a happy and free life.
 
65页）人伦关系，便是以伦理的观点来建立合理的人际关系。上司永远是上司，必须礼让他三分。我们可以用实际行动来坚守这“三分”的分际，却不可以明言，用言语明白地宜称“上司太过分了”。
Human relations is to establish reasonable interpersonal relations from the perspective of the ethics. Boss is always the boss whom we must hold a modest attitude to. We can take practical actions to hold the so-called “modest attitude”, but blatant words like “My boss has gone too far!” cannot be said frankly.
65页）君臣、父子、夫妇、兄弟、朋友五伦当中，以夫妇为基础。家人卦清楚地标示“君子之道，造端乎夫妇”，夫妻相处出了问题，就谈不上什么管理。
Among the five cardinal relationships (ruler and subject; father and son; husband and wife; brothers and friends),the relationship between husband and wife is the foundation. The Family Divination clearly indicates that “All great truth starts from the relationship between husband and wife”, which means if there is a problem between a couple, management is out of consideration.
65页）一个人的人品如何，必须从人际关系中来考验其道德修养。而人际关系中，又以夫妻最为密切，这一伦都做不好，逞论其他。齐家的重要性，表现在个人的修身推展为团体的管理。夫妇相处得好，立业、治国才能够合理有效。组织文化，如果能够重视同仁的家庭，从员工的夫妇来考察同仁的管理，相信必有意想不到的好处。家庭和谐，乐在工作才有实现的可能。
To judge a person’s character, we must test his morality from the perspective of interpersonal relationship. And among all the relationships, husband and wife are most closely-related. If this relationship cannot be dealt with well, not to mention other ones. The importance of keeping a family in order can be understood as the promotion from self-cultivation to the management of groups. Only through the good relationship between husband and wife, can we attend to our business or manage state affairs advisably and effectively. If the corporate culture can attach some  importance to colleague’s family and the management of employees can be tested from their relationships between couples, some unexpected benefits can be created. Harmonious family is a necessary way to make employees work happily.
65页）人伦关系的重点，在“公正”而“不公平”。古希腊和我国一样，主张“公正是道德的总枢纽”(Justice is summary 。f all virtues) 。但是在注解上，有明显的差异，亚里士多德认为公正必须合法而公平，我们却以为公正是合理(理大于法)而且实在不容易公平。
The key point of human relations is “justice” with the characteristic of “inequality”. Like Chinese, the ancient Greeks advocated that “Justice is summary of all virtues.” But there is a distinctive difference between its two annotations. Aristotle believes that justice must be lawful and fair, while we Chinese believe that justice is reasonableness(reasonableness is beyond the law), and it is really difficult to achieve justice.   
65页）对上要有礼貌，但不可以馅媚、讨好;对下不宜太严，也不能过分宽松、纵容;平行同事，不必太拘束，也不可以过分熟不拘礼。这中间的轻重分寸，必须因人、因时、因地、因事而适当拿捏，这样，才称得上公正。具有相当大的伸缩性，以致造成很高的难度。除非用心体验，不断改善，才更容易达成良好的人伦关系。
    We should be polite to our superiors, but cannot be adulatory; subordinates cannot be treated too strictly nor too tolerantly; and when negotiating with colleagues, we should not be too restricted nor too casual without social formality. The sense of proportion should be seized according to specific conditions so much so that the so-called justice can be achieved. Due to its extended flexibility, great difficulty is caused. Unless we feel it with our heart and improve it constantly, we cannot establish good human relations easily.
第一节 '多元化管理更需要共识' (Section1 Multiple Management Needs Consensus more than Others)
65页）世界如果不能统一，人类即将趋于毁灭(。ne W。rld, 。r n。ne)。地球村的形成，原本是人类自求多福的唯一途径。要求生存，必须天下为公，世界大同。
One world or none. The formation of the global village is surely the only way for mankind to seek their own happiness. We must make the world as one community in order to survive.
65页-66页）大同绝对不是一同，世界统一并非一致地接受某一种文化的洗礼，全体人类都过着同样的生活。大同必须包容小异，也就是尊重各种不同的文化。
One community does not mean that every country has to be totally the same. The unification of the world does not require each nation to unanimously accept one certain culture and that all human beings have to live the same life. Minor differences must be concluded in one community, which means different cultures should be respected.
66页）在往昔交通不便、资讯不发达的锁国时期，为了保存自己的文化，不受其他文化的影响，大多采取闭关自守的策略。对于和自己的文化不一样的东西，都斥之为异端邪说，尽力加以排除，以确保自己的单纯和一致。
When in the period of cutting one’s country from the outside world, with all the underdevelopment of traffic and information dissemination, most countries adopted the strategy of closing their doors to international intercourse in order to preserve their cultures and avoid the influence of other ones. They denounced all the different cultures as heretical beliefs and did as much as they could to exclude them so as to keep the purity and unity of their own cultures.
66页）就整个世界来看，不同的民族，具有不一样的花样，形成各自不同的文化。然而，就同一民族而言，则语言、文字、血统、生活方式、风俗习惯以及意识形态，可以说相当一致。换句话说，不相同的文化，分别存在于不一样的地区，力求相安无事，适当地限制交流。
From the perspective of the whole world, different nations have different patterns and therefore formed their own unique cultures. However, as for the same nation, its language, character, blood lineage, lifestyle, custom and ideology are pretty much the same. In other words, different cultures exist in different regions in order to live in peace with each other and restrict their exchange appropriately.
66页）自从美国、苏联两大阵营对立的情况解除以来，交通方便，资讯发达，加上越来越不能限制，使得原本各据一方的不同文化，到处交流，互相冲突，形成多元化的社会。同样一个区域，可能出现众多不同的花样。那些原先十分有凝聚力的血统、语言、文字、生活方式、风俗习惯，甚至于意识形态，似乎一下子丧失能量，再也拘束不了人们的行为了，更难以规范众人的思维。
Ever since the release of the opposition between the US and the Soviet Union, with the convenient traffic and advanced information dissemination, as well as more and more uncontrollable conditions, the former different cultures in divided regions are forced to exchange and clash so much so that a diversified society is formed. And in the same area, there may appear lots of different patterns. Those blood lineage, language, character, lifestyle, custom and even ideology which used to be very cohesive seem to suddenly lose their energy and cannot restrain people’s behaviors, not to mention controlling people’s minds.
66页）相当一致的闭关时代，企业经营管理，不必强调什么企业文化。整个社会，大家的想法十分相近，不论哪一家公司，都要按照社会风气所允许的方式，来进行经营管理。员工不论来自何方，彼此的观念相当接近，有一些奇怪的言行，马上为同仁所觉察，所制止。
This is a time of prevalent isolation where people of all social background share similar minds. Any company would be operated and managed in a widely allowed and accepted way with no necessary consideration on its enterprise culture. And employees, where they come from, have similar ideas and any uncanny words or behavior, upon showing the slightest inkling would be nosed out and stopped immediately by their peers.
66页）现代多元化社会，企业经营管理，必须重视企业文化。因为同一地区，大家的想法很不一致。各人有一套主张，而且都言之成理。这种情况，对于喜欢讲道理，怎样讲都有理的中国人，更是一人一义，十人十义，意见相当分歧，非常不容易整合。有些人看到中国人民主化的结果，越来越棍乱。管理民主化等于胡作非为而不受限制，反正公说公有理，婆说婆有理，大家乱说乱做都可以找出相当的理由。形成"只要我喜欢，有什么不可以"的反伦理、不道德局面，令人心痛不已，便认定中国人不适宜实施民主化的管理。
Given that it is now a diverse society, however, enterprise culture has to be taken into consideration in business administration. Because even from the same place, people would think quite differently. And for us Chinese people who love to argue, and love to do it with seemingly irrefutable reasons from their perspective, this would surely result in huge divergence and disorder and inconvenience in concordance with people putting up with respective sets of views of their own. We often take it for granted that as long we have our own reasons we can justify our actions, resulting an unethical situation where people do as they like. Therefore unfortunately, Democratic management can be easily leaded astray with no control of such chaos and a hasty conclusion can be easily made that Chinese don’t deserve a democratic management. 
66页）这种见解，显然又陷入"民主"、"不民主"的二分法陷阱，不适合中国人的思维方式。我们最好把民主和不民主结合起来想，才能够顺利地在现代这种"嘴巴上说民主，心里头想的并不是西方那一套民主"的中国社会，建立起合理的企业文化。 
Such idea has apparently fallen into the trap of dichotomy of what’s and what’s not democracy, which does not suit the think pattern of the Chinese people. It is better for us to combine the dichotomy so as to build a rational enterprise culture rather than a mechanically applied western democratic society while talking democracy at modern level.
67页）一般的说法，公司的平均寿命只有7 年。不到7 年的公司，根本谈不上企业文化，因为什么时候要倒闭，谁也没有把握。生存期间超过7 年，就需要用心建构企业文化，以期生生不息，永续经营。
Generally speaking, a company’s lifespan is only 7 years on average. Those with a history of less than 7 years have no qualification to even consider its enterprise culture for no one knows when this would end. And others would have to seriously cultivate their cultures so to keep them running and prosperous ceaselessly. 
67页）事实上，公司刚成立的时候，用不着企业文化的约束，大家在蜜月期间，自然尽心尽力，对于权利、义务，并不十分计较。当时忙于开拓市场，东西卖不卖得出去，成为大家注意的焦点，没有心思去想一些别的。
Actually, when a young company has just come into shape, enterprise culture was not urgently demanded for that back in market-exploring time, the sole focus was whether the product sells and everyone was like on honeymoon, devoting themselves as much as they possibly can with little concern to other stuff like their legitimate rights or obligations.
67页）市场没有问题，财务跟着伤脑筋起来。往往销售得越多，财务越吃紧，因为周转相当困难。大家看见老板披着风衣，抓紧手提包，经常为钱而奔忙，也就没有太多的怨言。等到市场、财务逐渐走上正轨，人事问题必然正式登场。原本没有意见的地方，现在也有了抱怨;本来认为无所谓的，现在也开始计较起来。于是，企业文化就成为修己安人的一套准则，也是管理有效的基础。
If a market ran smoothly, a hard task would come along and fall on the shoulders of the financial department——the more product was sold, the less money it had to turn around. But no one was complaining too much when they saw their boss busy rushing here and there for financial errands with a cape carelessly wrapped around him and a suitcase tightly grabbed in his hand. When the market and financing goes smooth, disputes around HR will inevitably emerge. Where once there was no complaint, now it begins to grow and what was once considered dispensable, now is gaining more significance. Thereupon, enterprise cultural constitute a set of criterion and a basis of efficient management.
67页）在企业文化多元化社会中，组织内部形成共识的意思是企业要想生存，必须上下一心，成员具有相当接近的看法，以期步调一致，产生同心协力的效果。
To survive in a society full of diverse enterprise cultures, all employees must be united as one, work in concerted efforts with similar ideas and in same pace.
67页）中国式管理的特色之一，是组织同仁因道结合。大家合则留，不合则去。在多元化社会中，结合少数志同道合的人，为达成同一目标而共同奋斗。
And one of the features of the Chinese style management is that people gathered together for the same belief. If not, it’s free to leave. Those who come together, few as they are, would strive hard for one common objective.
67页）企业和政府是不同的。政府并没有选择人民的权力，生为国民，政府一定要加以接纳，顶多在犯罪有证据，或者以莫须有罪状把他关起来，甚至于杀掉，否则必须承认他是组织的一分子，元法将他排除。企业就不是这样，有权力选择组织的成员，只让通过筛选、面试、试用的少数志同道合的分子进入公司，成为组织的一分子。企业可以选择成员，若是放弃此项权利，让不是同志，甚至于破坏分子进来任职，等于有门而不知设防，有人而各行其道，不但难以管理，而且不容易持续生存。
An enterprise and a government differ greatly. The government has no power to choose its people. It has to accept as much of nationals as possible and recognize them as members with no right to reject, except for those who has committed crimes or whatever the government thinks guilty, these people can be put into prison or even executed. In contrary, an enterprise has its power to choose members and through screening tests, interviews and probation, only a few people, who have a common goal, can finally enter the company and become one part of it. Abandonment of such power would let outsiders slip in, making it harder to manage and keep the company alive.
 
67页）社会相当一元化的时候，企业的作风稍有不同，也相去不远。社会日趋多元化的时代，企业文化的差异性，越来越大，必须倍加小心，合理地加以调整。
The differences of corporate cultures won’t be great if the corporate styles changes a little when the society is quiet unified. However, the differences get bigger and bigger when the society is becoming increasingly divers.
67页-68页）管理者重在决策，组织中如果没有人能够拍案定夺，样样要公听、公证，而且意见纷扰，莫衷一是，请问如何有效管理?民主国家的经济发展，通常比专制政府来得缓慢，便是大家有目共睹的明证。
Administrators play the role who make the decisions. How are the corporate effectively administrated when nobody can make a final decision and everything goes under public hearings and notarizations without any consensus? We all witness the evidence that economic development of a democratic state is usually faster than that of a despotic state.
68页）没有人赞成独裁，因为一个人再有智慧，有能力，也绝对不可能万能到样样精通的地步。百密一疏，稍微有一些差错，独裁的后果就不堪设想。 然而，民主的历史，两百多年来也出现许多弊端，不是为资本家所控制，便是为黑社会所操纵，黑金民主，大家也相当反感。中国人知道吧民主和独裁结合起来看，找出二合一的形态，即为专制（如图26）。凡事未定案之前，十分民主，大家有意见，尽管说出来，谁都不用害怕。但是一旦拍板定案，相当独裁，这样就是这样，有意见百年加以制止，违反的必定秋后算账。这种中国式的民主其实就是专制，或者叫做开明的专制，大家为了迎合潮流，把它称为民主。以这样的形态，来建构我们的企业文化，形成我们的共识，应该比较符合实际的需要，更有助于凝聚同心，产生协力。 
There is no sanction of autocracy, for no one by no means can be omnipotent even he or she is intelligent and able enough. Everyone shall eventually have a miss. The result of autocracy would be a disaster if one slight mistake was made. However, the history of democracy have exposed many of its own defects in more than 200 years, during which the democracy was controlled by either capitalists or the gangdom. Also, the money democracy was distasteful to people. Chinese people combined democracy and autocracy and found the two-in-one form---despotism(Picture 26). People were free to voice their opinions before the case was finalized. But once the case was done, everything became autocratic and what’s done is done. Anyone who dared to challenge it would be seriously punished. This Chinese-style democracy is actually despotism or enlightened despotism. People, in order to keep up with the trend, called it democracy. It should be a better correspondence with actual demand to construct our corporate culture, reaching our consensus in this form, which helps unite all efforts for a common purpose.
 
图26  开明的专制
第四节   依理应变以求时刻都合理
Lesson 4  Correspond with truth to be reasonable every now and then
68页）如前所述，中国式管理具有三大特色：以人为主，因道结合，依理应变。这三大特色，其实是一以贯之，目的在于依理应变，以求制宜。在变动的环境中尤其适用。为什么说依理应变，而不是依法应变呢？ 因为从时间的观点来看，“法”是“过去”的产生；“情”是“未来”的埋伏；只有“理”才是“现在”的指标。
As mentioned earlier, there are 3 characteristics in Chinese-style administration: being people-oriented, combination of causes and reasons, correspondence with truth. These 3 features are consistent, aiming at corresponding with truth, taking measures according to the demand. It’s applicable especially in changing circumstances. Why would we say correspond with truth instead of law? From the aspect of time, “law” is generated in the “past”; “affection” is the ambush of the “future”; only “truth” is the index of the “present”.
68页-69页）所有法令法规，都是居于“过去”的经验，在“过去”的时候，所设想而订立的。往往时过境迁，执行起来就觉得窒碍难行。若是强制执行，必然引起反弹。
All the laws and regulations in the “past” are imagined and set based on the “past”. But things have changed so much that the operation hardly went well. If we took the enforcement, it would cause a backlash.
69页）人情是为了"未来"而设想，希望在"未来"有所获益。一旦危急，对"未来"丧失信心，大难来时各自飞的情况，远比大难来时要同担来得容易而多见。
Affection is imagined for the “future” and hopes a gain in the “future”. It’s much easier and common to escape from the difficulties than to face them.
69页）当前所面对的"现在"，既不能完全依据过去所订立的法来因应，也不可能寄望未来的情立即显现，发生当下生效的效果。完全依法办理，不是被视为刁难，便是被当做不用心、不负责任。寄望未来的情，即为临渴掘井，或者临时抱佛脚，反正来不及了。
The “reality” we face now can neither totally be dealt with the law established in the past,  nor do we hope the affection in the future appears at once and take effects immediately. Fully depending on the law is either seen as obstructions or irresponsibilities. Placing hopes on the affection in the future is just like not digging a well until one is thirsty or embracing Buddha’s feet in one’s hour of need. It’s too late already.
69页）现在的情况，最好依"理"来应变。因为理会变动，具有弹性，可以因时制宜，产生合理的效果。
At present, we’d better correspond with truth, thus we can take measures according to the time for the reasonable effects. Because truth can be changeable and elastic 
69页）中国式管理的总体目标，在求"时中"，就是"时时都合理"的意思。时间变动，理也跟着改变，所以随时应变，可以解释为"随着时间而合理应变"，成为中国式管理的"权变"的特色。
Chinese-style administration aims at “good timing”, which means being reasonable all the time. Truth changes as time goes. Therefore, changing with the time can be explained as reasonable correspondences with the flow of time, becoming the feature of “change of power” in Chinese-style administration.
69页）依理应变必须掌握下述三个要点：
You should grasp these three following key points if you want to make correct changes according to the situations.
 
69页）第一，依理应变绝对不是求新求变。中国人从《易经》的道理当中发现"变的结果，有8。% 是不好的;只有2。% 堪称变得良好"。我们常说"人生不如意事，十常八九"，便是人生离不开"变"，而变的结果十有八九不好，因此时常不如意。求新求变偏重"变"的一面，实际上是一种偏道思想。我们必须将"变"和"不变"合起来想，从二合一中把二看成三，找出一条"不可不变，不可乱变"的合理应变途径，而不是一心一意求新求变，终究造成乱变。
First of all, making changes according to the situations does not equal to pursuing fresh changes. Chinese people find from The book of changes that 80% of the results of changing is not good, only 20% can satisfy people. We always say that “Things often just don’t work out the way you thought they would.” That is to say there are always changes in our lives, however, most results of them are not good, that is why things don’t work out the way you thought. Pursuing fresh changes emphasizes on “change”, it’s actually a partial idea. We should combine “change” with “stability” to find a new way that is neither steadiness nor random change. Pursuing only fresh changes will lead to chaos.
 
69页）第二，依理应变要以'"'不变'"'为根本的思考点。本立而道生，只有站在"不变"的立场来思考"变"的可能，才能变到合理的地步。凡事先想"不变"，而不是先想"变"。如果不变很好，请问为什么要变?不变很好的情况下，一定要变，不就是乱变?不变不好时，当然要变。这时候再来设想怎样变法，通常比较容易持经达变，也就是依据不变的原则，来做此时此地合理的应变。站在"不变"的立场来"变"，以不变为根本的思考点：能不变的部分，即不变;不能不变的部分，再来合理求变。苟非如此，多半会产生乱变的恶果。
Secondly, to make correct changes should based on whether there should be changes. One wants to walk should know the direction. Only considering whether there is a need of change before act can you act correctly. Think of unchanging instead of change. If the situation needn’t to be changed, why should you make some changes? You make changes though it needn’t to be changes, it’s irrational. When it need to be changed, of course you should make changes. At that time, it’s easier to make correct changes. Consider about not changing before you act, that is , observe the situation, some parts that needn’t to be changed, you needn’t to make change; some parts that need to be changed, you should think about how to make correct changes. Or else, there’s often a bad result.
 
'70页）'第三，理本身就是变动的，所以应变之时，必须先找出当前的理，而不是侬照前例来处理。依理应变，大家都会讲。问题是所依何"理"，这才重要。公说公有理，婆说婆有理，到底谁有理?何况理随时空而变动，时间不同，理也跟着不相同。一般人之所以舍理就法，宁愿一切依法行事，便是不喜欢动脑筋，又怕负责任，或者不善于思考，唯恐找错了理，所呈现的一种无奈。有些人习惯于依例办理，按照先例依样画葫芦，实际上也是找不出此时此地的合理点，才不得不依赖先前的案例，以推卸自己的责任。
Thirdly, situations are variant, so you should find what change is suitable for the present situation rather than act as before. Everyone knows about making correct changes according to the situations. The key point is that what is suitable for the present situation. Everyone has his own way to deal with problems, but whose is the appropriate one? Moreover, situation changes with time going by. Many people had no choice but just do as the principle said for they don’t like to think and they are afraid of taking responsibility, or they are afraid of making wrong changes for they are not good at thinking. Some people are used to relying on past examples and do as the predecessors do, for they can’t find the appropriate way to solve the problem and they can easily absolve themselves from responsibility.
 
70页）以人为主，才有办法依理应变。若是以事为主，那就只好依法办理了。因为人有脑筋，可以思索、判断，而事一且离开了人，便变得刻板而呆定，缺乏变化。其实这正是美国式管理应变力较差，而中国式管理比较具有变动性的主要原因。同时也是美国式管理法治大于人治，中国式管理人治大于法治的根本差异所在。
Making correct changes depends on people. If not, you can just do as the examples shown to you. This is because people can think, taking actions without thinking will be rigid. That’s why American administration can hardly make correct adjustments but Chinese administration does. And it can also explain the fundamental difference between American administration and Chinese administration. American administration depends more on principles, while Chinese administration depends more on people themselves.
 
70页）以人为主，还必须因道结合，才便于依理应变。如果以人为主，而这些为主的人，却各有各的理念，根本缺乏交集，而且不能相容，请问，怎么能够找出共同的理?如何寻觅出大家都能够接受的因应方案? 
You should also referring to principles to make it easy to make changes. If you only depends on people, how can you find a common principle and make a plan that everyone accepts? Different people have different ways of thinking.
 
70页）只有理念相同，英雄所见略同，彼此具有共识，然后在大同小异的意见中，建立大家的“时中”，才能够顺利地依理应变，做到大家都能够接受的地步。
Only when people think alike, and establish an agreement, can people make correct changes that everyone accept.
 
 
70页）严格说起来，合理不合理，不过是一种理想性的假定。因为理本身含有相当程度的矛盾性，天底下很少不含矛盾的事物，有阴也有阳，才合乎阴阳之道。矛盾性的发展，在尚未表面化之前，不容易看得清楚，也不容易想得明白。 一旦表面化，有时候已经相当僵化，不容易加以化解。所谓见仁见智，也可能是有些人看出矛盾的潜在性，有些人根本看不出来;有些人看出阴的部分，有些人却只看到阳的部分，因而争执不休，各有各的见地。最麻烦的，往往是愈知道得不多的人，愈固执自己的意见，以致自以为是，而认为自己择善固执。
Strictly speaking, reasonability is just a term of hypothetical assumption due to a certain degree of contradictions it contains. Rarely does non- contradictory thing exist. According to Taoism, yin should always exits as the complementary of yang. Before contradiction comes to the surface, it is difficult to discern and understand. Once it dose, it coexist with rigidification and uneasy to resolve. The so-called “different people, different views” just depends on the consciousness of underlying contradictions or not. Unceasing debates and continuous controversy happen when some notice yin while other see the yang parts. The most troublesome part is that the one who knows less tends to sit together and consider him always right without realizing his stubbornness.
70页-71页）中国式管理之所以将管理与伦理结合在一起，便是看出依理应变，非注重伦理不能收到合理的效果。当今民主j帆忽视伦理的存在，年轻人不懂事，反而说话比较大声。衡情论理，不但浅薄化而且庸俗化，可见一斑。年轻的大学教授居然在媒体上公开宜称道德良心已经起不了作用，而主持人也居于平衡报道的立场，一再邀约其登台献丑，即为理不易明的一种恶果。
The reason why Chinese- style management closely combine management and ethnic together is the realization of ethnic, and rational results will not achieve if ethnic doesn’t take its priority. Nowadays, under the circumstance of flourishing trumpets of ethnic neglect, young people are so ignorant to stick on their own opinions. The superficiality and vulgarization can be easily seen. A college professor, who once gave out public declaration about the useless of morality and conscience, was invited to shoe up by presenter as balanced report. It is a disastrous effect of not paying attention to ethnic and morality.
71页）组织重视伦理，大家面对问题的时候，才能够平静地互相尊重，深入地观察和分析，把握到问题的真实性，而不致仅从问题的表面来反应。看得真实的人，往往是曲高和寡的少数，说出来能够听得真切，而又得以及时响应的并不多。以致除非受到相当的尊重，大多不愿意明白地说出来。
Only with ethnic and morals can we grasp the essence of problems with placid respect and in- depth observation and analysis, instead of reacting according to its superficial surface. Few people can see the essence and few can receive response while they are expressing. Majority refuse to express, unless considerable respect is received.
71页）民主最大的缺失，即在知者不言，言者不知。浪费一大堆资源，说一些没有用的废话，自己总认为很热闹，很有作为，甚至很有贡献，实际上却增加戚本，造成进步的阻碍，导致管理的失效，而不自知。
The biggest deficiency in democracy is those who know don’t talk, those who talk don’t know. Those, who blather a lot with abundant resource wasted, consider themselves talkative, effective and contributory without knowing that they are increasing cost, blocking progress, thus result in the invalidation of management.
71页）民主必须加上伦理，以民主伦理代替民主法治，在变动快速的环境中，才能够凭良心依理应变，求得此时此地最为合理的时中，这是研究比较管理的时候，应该明辨的主要项目。如果不能确立此一前提要件，那么空谈依理应变，充其量只能获得品质较差、多数表决的策略，不值得识者一笑，也难以真正管理合理化。
Only with ethnics and morals attached to democracy can we strain based on conscience under the rapid- transforming society. That is, democratic ethnic, instead of democratic legislative system is the basic factor that should grasp while studying comparative management. If the prerequisite can not be established, everything is just empty talk and only receive decisions with majority voted, but in bad quality which is beneath the contempt of the discerning and hard to realize the realization if management.
 
'第五节'  '志同道合才能合理应变' 
     'C'hapter 5 The premise of rational act 'is having a common 'goal
 71页）企业的规模再大，也不过是少数人的结合。行政组织再庞大，真正可以左右大局的，只有那极少数的首脑人物。要求合理应变，其实只有一个十分简单的要诀，可以说放诸世界而皆准，突破时空的限制，那就是我们常说的：亲贤臣而远小人。也就是自古流传迄今，代代都被一再重复强调的:亲贤远馁。
     No matter how big of the enterprise is, it’s just the assembling of the minority. And only the leading figure can control the whole situation, no matter how big the administrative organization is. There is just one simple knack of national act that is universally applicable and break the limitation of time and space: be near to worthies and keep away from mean fellows that spread so far and is emphasized generation after generation.
71页）诸葛孔明对后主刘阿斗的建议，在《出师表》上说得十分清楚"亲贤臣，远小人，此先汉之所以兴隆也;亲小人，远贤臣，此后汉之所以倾颓也。"
     It’s clearly stated on the memorial before a battle when Zhuge Liang admonished to Junior Liu Ah Dou: “ The former Han thrived because its emperors stayed close to worthy vassals and far from conniving courtiers. The opposite policy led the later Han to ruin.”
71页）唐朝名相魏征说过"用一君子，则君子皆进，小人尽退。"国之将亡，则妖孽把持朝政，君子遭受排斥，忠良尽遭诲害，岂有不灭亡的道理?
     The famous prime minister of Tang Dynasty Wei Zheng once said: “If one gentleman is highly thought of, all gentlemen get promoted and keep away from villains. If a country is going to demise the devils are in charge of the state affairs, gentlemen got elbowed out and loyal men calumniated.
71页-72页）志同道合，是组织的首要条件。乌合之众，就算看起来乌压压一大堆人头，而各怀鬼胎，各有不同的利害标准。稍有风吹草动，即如鸟兽般散去，不算是组织。
     Having the common goal is the priority of organization. Otherwise, inundant rabbles are just flows of head, with their own axe to grind and bear different interest pursuit. Once a sign of disturbance is noticed, they stampede in crowds like birds. They are not really organizations.
72页）组织文化，便是组织成员所赖以结合聚集的"道"所表现出来的某些独特的花样。各种组织，各有不同的道。所以同道，并不限定于正道。邪道结合，同样是志同道合，却显然与正道相违背。
Organization culture refers to the special ways or Dao that each member of the organization possesses and those ways are integrated with one and another. Various organizations have their own unique ways. Following the same path is not just confined to the righteous way. If the illegitimate ways gather together, they can be called as having the common goal and following the same path as well. However, it obviously goes against the righteous ways.
72页）这里所说的道，当然专指正道而言。什么叫做正道?就是一切依天理，凭良心所走出来的途径，所做出来的决策以及所坚持贯彻出来的成果。
The Dao we clarify here specifically means righteous path. So what is righteous Dao? It means that when we create new ways or make decisions or yield fruits, we should follow our consciousness and obey the objective laws. 
72页）依孔子的标准"乡人之善者，好之;其不善者，恶之。"大凡善良的人，都表示欢迎、喜欢它，而那些为非作歹的坏人，都表示庆恶、不喜欢它，这就是正道。特别要加以注意的是，善良的人，大多比较谦虚、客气，不好意思抢着表达自己的意见。若非时机合适、获得相当的尊重，不容易听到他们的声音。而巧言令色的小人，最擅长以小忠、小信、小慧来凸显自己，抓住机会，就要作秀。常常呼朋结党，造成虚假的声势，以达到营私舞弊的目的。公开讨论、接受Call-In ，实在和亲贤远候背道而驰。
According to the standards of Confucious, righteous Dao means the kind should be welcomed and loved, however, the evil should be loathed and isolated. Additional attention must be paid that the kind is mostly modest and polite. They are too embarrassed to vie for sharing their opinions. Their voices are not easily heard if it's a bad time or place or if due respect isn't granted. However, people with artful talk and insinuating countenance are good at the so-called faithfulness, honesty and cleverness in order to highlight themselves. They seize every opportunity to show off. To make the things worse, they often elicit accomplices and form groups and gangs, creating a false impression with the intent to obtain illegal and additional gains. The phenomenon of public discussion, acceptance to call-in run in opposite directions with the idea of being close to the wise and being away from the mean.
72页）特别是主持人的水准普遍低落的社会，贤者袖手旁观，不贤者滔滔不绝，更是难以改变的可笑事实，当年殷高宗求傅说、周文玉访姜子牙、刘备三顾孔明，都不是现代这种民主作风所能够如愿的。
Particularly in a society where the quality of hosts is in a low level, it’s a ridiculous but basically unchangeable fact that the wise just look on things but do nothing and the unwise talk too much. In ancient times, Emperor YingaoZong spared no effort searching for Fuyeu, King Zhouwen for JiangziYa, Liubei for Kongming, which are not practical in modern society that democratic trend dominates.
72页）千人诺诺不如一人谔谔，人多未必意见就好。流行的道不一定是正道，而传统更不代表故旧得必须丢弃。可见民主只是政界人士无可奈何的一种口号，企业管理民主化则是嘴上说说，实际上行不通的东西。
Thousands of yes-men are less than one honest and straightforward person. The more population doesn’t necessarily imply the better the opinion is. The popular Dao isn’t necessarily the right Dao. And tradition doesn’t signify that it’s of no use and has to be cast away. Therefore conclusion can be drawn that democracy is merely a desperate slogan initiated by politicians. The democratic managing style of the enterprise merely rests on paper, which is not feasible in reality.
72页-73页）创业之初，以志同道合的少数人为伙伴。组织扩大之际，以组织文化来吸引闻风而来的同道。这样的组织，必能欣欣向荣，不断茁壮成长。刘备在三顾孔明之前，已经拥有天下无敌的大将关羽和张飞，然而奔走半生，仍然创业不遂，到处流浪，根本没有立足之地，他把这种不顺利的遭遇，归之于天意，说是"命途多外，所以致此"。经过水镜先生的指点，才恍然大悟，原来是不得其才，缺乏决策的经纶济世之才。这才引起他的强烈求才欲望，诚心诚意地三顾茅庐，把孔明请下山来协助，终于完成三足鼎立的大业。跻身排名前三大，并留下一段求才的佳话。志同道合的积极表现，在否能够委曲求全地达成一致的协议，找出合理的应变措施。
At the beginning of the erection of a cause, one partners with a minority of people who share the common goal and follow the same path. In the course of the organization’s expansion, it appeals to colleagues by its organization culture. Such organization as this will thrive and grow with time passes by. Before Liubei’s visit to Kongming, he already had the unmatched general Guanyu and Zhangfei. Yet he still ended up with failures after 50 years’ hardships, wandering here and there with no place to settle down. He attributed this unsmooth experience to the will of God. However, under Mr Shui’s guidance, it hit him that it was the absence of proper talents, talents of decision-makers that lead to the failure of his cause. Then his burning desire for talents was ignited, so that he made three times personal calls at the thatched cottage with full sincerity and took Kongming into the political circle. Ultimately, he accomplished the lofty career of triangular balance of power in times of three separated kingdoms, leaving a much-told story in the respect of seeking talents to the future generations. The representative embodiment of having the common goal and following the same path is that members of the organization can reach an agreement by comprise and find proper measures to respond to emergencies.
73页）由于水镜先生的启发，刘备警觉到决策人才是各类人才中的关键人物。他决心三顾孔明，以实际行动来宣示他札聘高明的决心。但是，同样志同道合的关习习和张飞，在心理上并没有同样的觉醒。以致第一顾时，两人都有些不耐烦;第二顾时，张飞开始发脾气;到了第三次拜访时，关张二人都极为不高兴。如果刘备不能及时制止，或者根本制止不了，甚至采用民主的多数表决，这一段访才佳话，大概就半途而废了。诸葛孔明也用不着鞠躬尽瘁，死而后已，三分天下的故事，也无从说起了。刘备毕竟具有大哥的威望，而关张二人也富于伦理的素养，终于三位一体，打动了孔明的心，慨然应允。
Due to the inspiration of Mr Shui, Liubei realized the talents of decision-makers are crucial among all the talents. He decided to visit Kongming three times to show his determination of employing talents by his practical actions. However, Guanyu and Zhuangfei who share the common goal and follow the same path with Liubei don't feel the same way. At the first time of the visiting, both Guan and Zhuang grew a little impatient. At the second time, Zhuangfei began to lose his temper. At the third time, both were exceedingly unhappy. Hadn’t Liubei prevented them from giving up, or if he adopted the principles of democracy-the minority submit to the majority, this much-told story would go dead in the halfway. In this way, Kongming would be spared the trouble of devoting all his life on the the career of the unification of China. The story of triangular balance of power would be clueless. But the fact was that Liubei had the authority of the big brother, and Guanyu and Zhuangfei were men with courtesy, so they two were convinced by Liu to work together. Ultimately, Kongming was moved by the three people’s sincerity and approved to join the lofty cause.
 
 
 
73页）刘备、关羽和张飞桃园三结义，是最好的组织形态。兰人共同塑造组织文化，这才吸引赵云、黄忠等人才，乐于投人。这些志同道合的人，造成了蜀国，名列第三大。创造出当时的大变局，则是这些志同道合的人士，适时合理应变，所缔造的丰硕果实。
The Taoyuan Brotherhood of Liu Bei, Guan Yu and Zhang Fei is the best form of organization. Organization culture commonly cultivated by Lan Ren has attracted talents like Zhao Yun and Huang Zhong to actively participate in. People cherish the same ideals and follow the same path have urged Shu the third in ancient China. At that time, the great shift created by these people is a fruitful work of seizing up the situation and making changes. 
 
73页）但是，从三顾孔明的过程中，我们发现三结义的兄弟，对同一事件的看法，也相当分歧。在刘备心目中，孔明是安天下的奇才;而在关羽心中，孔明不过徒有虚名;张飞更把孔明看成一般村夫。员工不了解干部的心思，干部不明白老板的想法，乃是常见的事实。
However, from the story of paying three visits to the cottage, it is obvious to find that the three brothers are quite disagreed with each other on one issue. For Liu Bei, Kong Ming is a wizard of assuring the social stability; while for Guan Yu, he is only an empty reputation. Even worse, Kong Ming is regarded as a vulgar rustic by Zhang Fei. It is a common truth that staffs and cadres are not understand each other.
 
73页）管理需要伦理的配合，在这种情况下，显得格外分明。刘备适时制止两位弟弟的无理，合理地应变，顺利地完成不寻常的求才举动。
Organization involves the support of ethics. It is extraordinary clear under circumstance like this. Liu Bei refrained his two brothers from unreasonable manners in time and made justified reactions to the situation. At last, he succeeded in the unusual quest of finding great talents.
 
73页）组织内有人能够拍板定案，才有决策之可言。若是纷纷扰扰，七嘴八舌，今天决定明天还可以翻案，哪里有什么应变的力量?拍板定案的决策者，拥有最后裁决权。在志同道合的组织成员中，是不可或缺的首脑。
    Among the organization, the man who has the greatest power could make the final decision. If members all have their own words disagreeing with each other and the decision might be put aside within one day, the ability to meet an emergency is nowhere. The decision maker who has the last words owns rights to give the final judgment. Among members who cherish the same ideals and follow the same path, he is the indispensable head.
 
73页）老板可以自己充当决策者，也可以委由他人来代为决策。刘备请到孔明以后，自己认为如鱼得水，把一切决策权，都委之于他。曹操就不一样，他自己决定，从不假于他人。他所信任的人，如郭嘉、程里，不过充当可靠的助手，从来没有决策权。
Boss could be decision maker on their own, and it is also possible to entrust others to make decisions. When Liu Bei succeeded in recruiting Kong Ming, he felt like a fish in water and entitled Kong Ming to all decision-making rights. However, Cao Cao was totally different. He held the decision-making rights and never had others empowered. The person he trusted, such as Guo Jia and Cheng Li, only played the part of reliable assistants rather than decision makers.
 
73页-74页）曹操的个人英雄主义，和刘备的集团参与作风，都是志同道合的组织，可以采取的应变方式。但是，在一般人心中，刘备的能力虽然看似不智不勇，却能够借众人才的力量，表现出真智和大勇。就连自视甚高、骄傲成性的曹操，在刘备十分倒霉的日子里，也看出"当今世上的英雄，仅你我二人而已"。
Cao Cao’s individualistic heroism and Liu Bei’s group involved style are both ways to react to changes on the basis of organization that cherish the same ideals and follow the same path. However, to the general public, Liu Bei was seemingly neither wise nor brave, but he was good at making use of talents, which has showed his true wisdom and valour. Even Cao Cao who thought highly of himself and was arrogant by nature, also realized that “Heroes in the world are between us”.
 
74页）志同道合只是合理应变的基础，重视伦理，建立共识，才能够在遇到变动时，寻找出合理的平衡点。
To cherish the same ideals and follow the same path is the foundation of reasonable reaction. When one is encountered with changes, only by attaching great importance on ethics and build up common sense, one would find out a reasonable balance point.
 
74页）中国式管理的三大特色:以人为主、因道结合、依理应变。不但可以因人而异、因道而异，而且同样的人员和理念，还能够因时因地而合理调整，以求制宜。
Chinese way of organization have three characteristics: people-oriented, combined with ethics and changed with reason. Not only organization form could be different vary people to people or ethics to ethics, but the same people and ethics would also take time and places factors into consideration and make changes according to these.
 
74页）组织如此，成员个人也不例外。这又牵涉到另一个重大的配合问题:在动态中求取平衡，上有政策下有对策。
Since organization acts in this way, individuals are of course no exception. It involves another crucial matching issue: to find balance in dynamic movements and under the policy to the countermeasure.
 
第六节人人都合理地阳奉阴违
Section six 
Everybody complies in appearance but opposes in heart in reasonable ways
 
74页）上司与部属之间，要求"一团和气"，却必须提防"一事无成"。上下和谐相处，凡事打哈哈，有意见不好意思说出来，遇到问题能躲即躲，躲不过彼此推、拖、拉，能处理到什么样的地步，都把着"虽然不满意，勉强能接受"的心态，成为典型的和稀泥，是中国式管理的恶瘤，必须妥为预防，或者及早去除。
Relationship between boss and subordinates involves an easy-going and harmonious atmosphere, but they should also avoid achieving nothing. Boss and subordinates go along with each other friendly, so as to compromise with every trifle thing instead of putting up with suggestions. When problems arise, they would refuse to take responsibility and shift the blame onto others rather than deal with the issue. The attitude“Even though I am not satisfied, it is acceptable”has become a typical way of mediating between two parties. It is a malignant tumor of Chinese organization, and it should be prevented properly or eliminated in advance. 
 
74页）部属凡事唯唯诺诺，一切遵照上级的规定办事，是十足的奴才，迟早连累主管，祸及组织，伤害大家的和气。乖乖牌、听话、没有意见的部属，不受上司器重。
If a subordinate is a yes-man and obeys all instructions from the boss, one would be nothing but a flunkey. Sooner or later, one would get his supervisor and the whole organization into trouble. Besides, Subordinates who take others’ words fully and have no suggestions would not be thought highly of.
 
74页）有意见，马上就表示出来，被称为顶撞。喜欢顶撞上司的部属，不用算八字，一字横死，迟早死于非命，而且不会太久。因为上司承受不了，面子太难看，终究要翻脸无情，下毒手。职位越高，这种可能性越大。
If a subordinate has suggestion and put up with it directly, it is insubordination. Obviously, the subordinate who is conflicting with his supervisor would be dismissed from company sooner or later. It is because that the supervisor feels losing his face in front of the public and would take revenge on the subordinate one day. In addition, the higher the position is, the more the possibility would be.
 
74页-75页）中国式管理的特色之一，在以人为主。于是上司、部属这种人与人之间的关系，显得特别重要。和直属上司处不好， I哪怕有天大的本领，也施展不出来。上司运用"应该让他做的事情，偏偏不让他做"的"冰冻策略"，一下子就把部属变成"急冻人"，所有能力冰冻起来，还能有什么作为?再依据工作说明书(职掌表)的最后一条"其他"，"把不应该给他做的事情指派给他"，让他做电不是，不做也不是，若不自动辞职，便要忍受煎熬，只此一招，就轻轻松松地把部属赶走或逼疯。
One of characteristics of Chinese management is people-oriented. Therefore, the relationship between bosses and subordinates is particularly important. It’s difficult to exploit talents if one could not get along well with bosses even if he has great ability. The frozen strategy that something he should do but nothing to do applied by bosses makes subordinates “frozen men”. What can make when one has no chance to bring talents into play? And then according to the last item “else” of  job specification, it’s hard to choose what to do for distributing assignments that one should not do. To resign or suffering, just one way could drive the subordinates away or grate on their nerves.
75页）对上司百依百顺的部属，命运也十分坎坷。上司不但把他当做奴才，高兴怎样指使，便随意加以调遣。部属稍有抗拒，上司就痛加斥责，毫不留情。本来嘛，对奴才何必讲究礼貌?更不需要将心比心，为他设想。
The subordinates submissive to bosses also have no good fortune. Considering one as lackey, bosses make him do everything they like and only a slight resistance may incur scold without any mercy. Obviously, there is no need to be polite to lackeys, not alone to care them.
75页）这时候中国人"把二看成三"的智慧，充分派上用场。部属应该在"顶撞"所造成的"叛逆"罪状，和"听话"所形成的"奴才"命运之中，走出第三条路来。
“Seeking balance in perfection” , the wisdom of Chinese can be put to good use. Subordinates should strive for a new way to escape the fate of renegade and subordinate.
75页）既不当叛逆，又不做奴才，那该怎样办呢?说起来相当可笑，合理地阳奉阴违，不就是中庸之道吗?
What should we do for being neither a renegade or a lackey? Maybe it sounds ridiculous that the doctrine of mean is ostensible obedience as appropriate. 
75页）上司所说的，永远都对，有意见很可能被当做叛逆。曹操当年亲征孙权，某日天气晴朗，风平浪静，大宴诸侯于船上。高兴之余，曹操感叹"对酒当歌，人生几何"，扬州判史刘穰劝说"大军相当之际，将士用命之时，互相何故出此不吉之言？" 曹操大怒，当场将刘穰刺死。虽然第二天懊悔不已，一条命已经呜呼哀哉。类似的情况，自古迄今，一直未有改变。现在不能杀人，却也有一大套整人的办法，令人比死还要难过，何苦以自身相试!不如明哲保身，牢牢记住这一条准则。就算老板叫我去死，我也要答应"好"，反正不去死他也没有办法，何必嘴硬，跟老板逞强!
Bosses are always right, otherwise, people who has any different opinions will be likely regard as renegade. Cao cao, the emperor of the state of Wei, had lead soldiers personally to fight for Sun quan, who is the king of Wu. On a sunny and calm day, Cao cao held a banquet on boat. When drinking happily, Cao lamented:“ Singing while drinking, life goes on, but for how long?” Liu rang, the assistant to the chief official of Yang zhou, said: “war is soon to break out and it’s time for officers and soldiers to perform their duties. Why you have so many ominous words？” Cao was enraged and stabbed him to death on the spot. He regretted the next day, but failed to do anything about it. Such similar circumstances have not been changed since ancient times. Though killing is prohibited nowadays, the torment people suffering is worse than death. So adhere to the rule that keep your nose clean. And say “yes” even boss ask you to go die. Whoever go against boss will come to no good at end.
75页）但是，上司所说的，永远都对，并不表示一定要完全遵从上司的指令去实践。因为中国人惯例，上司所要求的，是成果，而不是服从。不服从不行，效果不好更加不允许。这样我们才能够理解，为什么部属百分之百遵照规定去做而效果不佳时，上司经常不屑地取笑"规定是死的，而人是活的;稍微改变一下都不会，到底有没有脑筋7" 尤其令人啼笑皆非的，是这样的话语"我叫你这样这样，你就真的这样这样?如果我叫你去死，你会不会去死呢？" 可见老板的指示，并没有严格要求部属彻底遵行的意思。
However, it is not to say subordinates must follow the bosses totally. By Chinese convention, what bosses really matter is result rather than compliance. So bosses often tease those who follow the regulations completely but have no effect. Because people are living, while rules are dead. One must learn to be flexible. And the words “if you do whatever you are told, so what if I let you die? Thus it can be seen that subordinates are not required obeying the bosses totally.
75页）上级的指示是正确可行的，部属当然没有理由加以变更。这时候上司所说的，永远都对，下面还要加上"赶快认真地将上司所说的付诸实现"。上级的指示如果不正确、不可行，部属就不应该盲目依照上级指示去执行，因为不良的后果，仍旧需要部属自己来承担。
There is no reason to change if superior’s instructions are practical. In addition, implementing what superior said seriously and in time is also necessary. However, if the instructions are not feasible, subordinates should not carry out blindly for shouldering the responsibility of bad consequences.
 
 
75页 -76页）  在中国社会，只有"执行不力"，而没有"决策错误"，这是大家必须提高警觉的。上级的决策有所偏差，甚至发生重大的错误，部属在执行的时候，应该用心加以调整，使其产生“歪打正着”的效果，上司才会欣慰嘉勉。
  In Chinese society, there is only “poor implementation” but no “wrong decision”,  which must be a heightened awareness of us. When there happens to be bias or even vital mistakes on superiors’ decisions, subordinates ought to make some adjustments out of deliberation to hit the mark by a fluke. Only in this way could their superiors get relieved and then praise and encourage them naturally.
  76页）自古以来，上有政策下有对策，已经成为众人皆知的事实。为求政策有效落实，不采取若干对策，行得通吗?合理的调整，其实才是有效执行上级指示的保证。不过，这种行为，基于维护上级面子起见，通常能做，不许说。嘴巴一定要说依法办理"，而实际上经常"因时制宜，称为“变通”，而目的则千篇一律，在求合理有效。
  It has become a well-known fact down the ages that people can always find a way to cope with different policies. Try to imagine this: could it be feasible to implement policies effectively without taking any countermeasures? Actually, reasonable adjustment is the guarantee of implementing the instructions of superiors effectively. Nevertheless, in order to maintain their superiors’ faces, subordinates can usually only make those adjustments secretly. They must always say they are carrying out policies in accordance with the law. But as a matter of fact, they often act according to circumstances, which is called ”to be flexible”. And their purposes are all in the same key: to make things work reasonably and effectively. 
 76页） 这种行为不是阳奉阴违吗？自然不是。因为大家都不喜欢这样说，太可怕了，也太危险了。请问:谁敢承认自己阳奉阴违?那一个人不是理直气壮地声称自己依照指示办事？上级的面子十分重要，对不对？
  Isn’t this kind of action called “ostensible obedience”? Of course not, because no one likes to call it that, which would be too terrible and full of risks. Forgive me to ask you, who dares to admit himself to be outwardly compliant but inwardly unsubmissive? Is there any subordinate who does not claim himself confidently that he acts in accordance with instructions? The face of superior is what really matters, isn’t it?
 76页） 中庸之道，说起来就是“合理主义”。中国人的事情很难说对错。大多数是“合理就好”。
  In fact, the doctrine of the mean is exactly ”rationalism”. Chinese people do not judge something as simply right or wrong. Most of the time, they are ok with things as long as they are reasonable.
  76页）过分阳奉阴违，或者为求私利，为满足私人的欲望而阳奉阴违，当然罪不可赦。但是太小幅度的阳奉阴违，有时调整得不够大，弯转得不够快，同样要负起“不用心”的罪名。不用心什么，不用心阳奉阴违罢了。
  It is certainly beyond our bearance if someone is over ostensibly obedient or acts like that in pursuit of personal interest or desire. However, if your ostensible obedience is at too low a level, or to say, you are not adroit enough to make wise adjustments, you will inevitably be imputed as mindless. Mindless in what? Just in being ostensibly obedient, if you come to think of it.
 76页） 过与不及，都不合;中庸之道。合理的阳奉阴埠，才合乎合理主义的要求。
  Neither excess nor deficiency conforms to the doctrine of mean, only ostensible obedience is up to the demand of rationalism.
 76页） 以人为主的中国式管理，讲求人的密切配合。人人都有自主的欲望，也都十分喜欢自动。因此中国式管理主张，上司的规定只是品质管制的范围，部属应该在上司规定的范围内，发挥自主的精神，采取自动的态度，自行衡情论理，用心把事情做到合理的地步。
  The people-oriented Chinese-style management pays attention to close cooperation among people. Considering that everybody as a strong self-motivated individual has a desire for doing things independently, Chinese style management holds that the rules made by superiors should only provide a limit of qualified regulation, and subordinates ought to think over to make things go reasonably within the limit after measuring different factors independently in a self-determination spirit and a self-motivated attitude.
 76页） 中国人常说“努力工作没有用”。 因为努力工作，大多依据上级的规定，自己不动脑筋，结果常常令上司失望，所以觉得没有用。我们认为“用心做事才要紧”。由于一切内外环境，都时时在变动，上级下定决心，做成决策之后，许多变数又陆陆续续产生，这时候盲目地依循上级指示去做岂非陷上司于不义?也就是将责任踢回去，让上司承受决策错误的责任，上司当然不甘心，怀恨、埋怨部属不负责任，也是合理的反应。
  Chinese people often take working hard as fruitless, because they think most of the time, to work hard means to do things in strict accordance with rules without flexible thinking, which usually fails to live up to the expectation of superiors. We think doing things after a deliberation is very important. Since the internal and external environment is changing from time to time, many changes keep coming constantly even after superiors have made their decisions. In this case, don’t you think you’ll get the superiors into trouble if you just blindly follow their instructions? It will be like kicking the responsibility of a wrong decision-making back to superiors, who will certainly not buy it and, reasonably, may hate and blame their subordinates for their being irresponsible.
 76页） 部属接受工作指派后，应随时注意不断产生的变数，用心去调整。在不违背上级的大原则之下，自动设法，自主决定，将工作做得合理。相信上司有所期待、所欣赏、所赞许的部属，正是这种能够合理地采取对策，祈求有效落实上级政策的人才。
  After being assigned to a task, subordinates should keep an eye out for constant changes and make adjustments out of deliberation. Under the basic principles made by their superiors, they should make their own decisions and take their own countermeasures to achieve a reasonable job. I believe this right kind of subordinates who can take proper countermeasures on positive implementation of policies are sure to win the expectation, appreciation and praise of their superiors.
 
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===第四章 树状组织精神 ===
 
第四章  树状组织精神
 
上司要避免上慢下职，以免造成人力资源的浪费。员工要来安上级的心，使主管敢于放手让部属去做事。
 
Firstly leader should avoid undertaking the employee’s job otherwise manager would work tiredly while employees lack opportunity to show their talents resulting in personnel resources waste.Hence employees should assure leader with actions so that managers are willing to delegate work to employees.
 
对外的策略联盟，应该保持委曲求全的心态，缔造合中有分，而分中也有合的关系。
 
Externally one organization should remain compromising in order to create an independent as well as cooperative relation with its alliance.
 
把组织看成人和事的配合。既然以人为主，就必须因人设事。
 
Organization should be regarded as the combination of employees and work.As good management is people-oriented,leader must assign work according to the condition of each staff.
 
 
78页）管理是什么?如果从事态发展的过程来看，管理就是“从现况走向未来的历程”（如图27）。
 
What is management?In regard of development course of events,management is the process from current to future.(As shown in Figure27).
 
78页）单独一个人走向未来的，称为生涯规划。表示自己时，由自己来规划，来创造，来完成。
 
When one develop towards future individually, the management is called career planning. On the part of one’s own future, one can plan, create ,finish all by oneself.
 
78页）团体的未来，不能依赖个人的力量，否则无法发挥群策群力的效果。这时候为了聚合群力，必须把众人组织起来。
 
However, the future of a team can’t be based on individual alone. Otherwise team wisdom and power can’t be brought into play. At this moment to get everyone’s power together, all people must be organized.
 
 
图27  管理是从现况走向未来的历程
78页）世界上最庞大、最优秀、最灵活、最有效的组织，莫过于天地。最伟大的经营者，便是经营自然的天。领导者敬天、法天、事天，组织才能够像天地那样丰富盛大，持续无限地发展。
 
The nature is the most massive, most excellent, most flexible and most effective organization in the world. The organizer of nature is the greatest manager. Only if a leader respect imitate and serve the nature, his organization could develop permanently like nature.
 
78页）具体而微的事实，则是树木。它的组织精神，十分值得我们重视。首先必须避免上侵下职，以免主管劳累，而部属却有力使不出来，造成人力资源的浪费。于是员工就要以具体的行动，来安上级的心，使主管敢于放手让部属去做事。部属还应该对上司有信心，让职位愈高的上司拥有愈大的弹性，却不视为特权而加以制衡。组织内部，固然要像树一般互依互赖，对外的策略联盟，也应该保持委曲求全的心态，缔造合中有分而分中也有合的关系。
 
Tree is another kind of organization which has huge scale and small but elaborate components.Its organization spirit is worth people’s attention.Firstly leader shouldn’t undertake the employee’s job otherwise manager would work tiredly while employees lack opportunity to show their talents resulting in personnel resources waste.Hence employees should assure leader with specific actions so that managers are willing to delegate work to employees.And staff also should have confidence in their leader,give the higher ranking leader more flexibility in working rather than consider them as privilege to limit.Internally,every part of a organization naturally should depend on each other like a tree’s branches.Externally one organization should remain compromising in order to create an independent as well as cooperative relation with its alliance.
 
78页）把组织看做人员和工作的结合，也就是人和事的配合。既然以人为主，就必须因人设事，不必因为西方人因事找人而有所避讳。
 
Organization should be regarded as the combination of employees and work or the coordination of people and tasks.As good management is people-oriented,leader must assign work according to the condition of each staff and avoid being influenced by western-style method that enterprise recruits employee according to tasks.
 
78页-79页）我们在树木组织中，完全看不出我们所担心的本位主义。既分工又合作，使得树木欣欣向荣。各部分之间完全站在合的立场来分，依整体的目标来各尽其力，并且充分配合。
 
In tree-shaped organization selfish departmentalism which we are worried about doesn’t exist at all.With job distribution and cooperation the organization become prosperous like a thriving tree.Work is distributed on the basis of cooperation to every department and each department in the light of the collective goal makes contribution and coordinates with one another.
 
79页）云施雨露，由树叶尽情吸收。地下水源由树根向上供应，各取所需，也各尽所能。
Raindrops from sky are absorbed by leaves while the underground water is transmitted upwards by tree roots.Every part takes what it needs and offers what it could give.
 
79页）有组织还要更进一步表现出有效的组织力，以免徒然拥有组织的形式，却无法结合成员的力量，发挥不了实际的组织功能。
 
Some organizations have to further exert effective organization capacity so that  it won’t waste organization form in vain.Otherwise organization might fail to gather members’ power and to realize its actual organization function.
 
 
图28  一般组织形态
第一节 树状有机系统
Section one Tree-shaped organic system
 
79页）一般组织形态，不论其为委员制、首长制或混合制，还是系统制、幕僚制或混合制，从“象”的角度来分析，都是同样的 “金字塔”形(如图28 )。不过在层级上，有多有少而已。这种金字塔形，由上而下，把它用直线(象征绳索)连系起来，看看“像” (象即像)什么? 
 
Ordinary organization forms,whether they be council organization,single head organization,mixed organization or Staff Organization,analyzed from their shape ,are all like pyramid(As shown in Figure 28).The difference only lies in the layers of each.Let’s use straight lines(mean stems) connect parts from bottom to top.Then what does it look like?
 
79页）像什么?像一串肉棕(如图29) 。老板高高在上，用手一提，这时候所有员工，都活像被绳索套得牢牢的肉棕，非但动弹不得，不能发挥个别的潜力，而且毫无商量的余地，非要乖乖地听话不可，任凭主人提到|哪里算|哪里。
 
Like what? It’s like a cluster of grapes. Boss on the high top lift the stem then all staffs are like then grapes controlled by stems. They are not only forbidden to act freely but also unable to show individual’s potential. What’s more they have no choice but to follow orders like the grapes which can only be at the place where their owner put them.
 
 
图29  像一串肉粽
80页）在这种情况下，要员工自动自发，万一绳索断了，自己反而掉落在地上，摔烂了怎么办?何不顺势把自己"搁"在那里，只要不惹事，日子好过得很。
 
In this situation if staffs act without order the stem may break and the grapes may fall down and get smashed. Hence staffs prefer to be obedient grapes that could work stably as long as they listen to the orders.
80页）顾客很少和老板接触，大多和第一线员工打交道，于是顾客的位置，被压得很低，根本谈不到"顾客至上" (如图3。)。何况被绑得死死的基层员工，自己都动不起来，哪里能够为顾客做什么服务呢?到头来只能口头上喊贼罢了。
Customers are placed at a very low level where they seldom talk directly to the top managers but, more often than not, to the staff, not to mention that customers come first(as shown in Fig. 3). The staff are so confined to their senior managers that they cannot even act freely, so how can they provide satisfactory service for customers? What they can do is nothing but pay lip service.
 
80页）中国式管理的组织形态，自古以来，就是呈现树状的有机系统(如图31)。我们从"干部"着手研究，为什么叫做"干"部?因为他们有如树干，正好担当树干的部位。老板是树头，所以称为头家，常常隐而不现，或者半隐半现，好像树的根部那样。
The management structure in China has been an organic system like a tree(as shown in Fig. 31)which grows from the trunk. Here we first analyze the senior managers which function as the trunk of a management group. The top managers are like the root of the tree that is often hidden or half hidden under the earth.
 
81页）树状组织并不是西方所说的"倒金字塔结构" (inverted pyramid  structure)，因为它不一定那样刻板，再怎样倒也要维持金字塔形(如图32) 。
     Unlike the inverted pyramid structure(as shown in Fig.32) which remains its shape in western culture, the tree shaped management structure in China is more flexible.
 
缺图32
 
81页）树木的生长，随着外在环境的变迁，呈现参差不齐的发展状态，该茂盛处自然茂盛，该枯萎时宜枯萎。树状组织同样因应目标的变革，应该发展的部门，尽量扩大延伸;必须合并或裁撒的部门，也要让它萎缩或关闭，以符合实际的需求。
Along with the change of exterior environment, trees will present irregular status of development, namely, flourish and wither by following the natural rules. The tree-structured organization, similarly, should try to expand and extend along with the revolution of goals and the development of promising sections; and also streamline or close other sectors requiring combination or cutting. As a result, it will be in line with reality.
81页）根部吸收水分，源源不断地供应树干;树干也毫不保留地让枝叶予取予求。这种精神契合中国人"我支持你，你放手去做"的民族性。上司唯有抱持"你办事，我放心"的心态，部属才肯尽心尽力。若是事无大小，都要请示;样样事情，都要设法牵制，部属就会还以"公事公办"的因循苟且、等因奉此的态度，而不求上进。至于上司如何才能放心，不致被信任的部属所欺骗，那是上司的功夫，不在本文讨论的范围。
The root of trees absorbs water and constantly supplies the stem; and the stem also contributes to branches and leaves without reservation. This sort of spirit is in tally with the nationality of Chinese - “I am behind you and you just do it” . The subordinate will spare no efforts to work only if the superior upholds such attitude as “With you in charge, I am at ease” . On the contrary, if all works have to be reported and asked for permission regardless of their significance, the subordinate will lose desire to make progress in the manner of sticking to stereotyped and obsolete methods - “Business is business”. As for the leader, he can’t find out how to feel relieved and avoid the betrayal of trusted subordinate in this book but counts on himself only. 
81页）开花结果是枝叶的事，树干向来不与枝叶争绿夺艳。可见干部的第一修养，在"不与员工争功劳"。干部权大位高，当然有机会也有能力抢夺部属的功劳，但是一次、两次下来，部属就不想表现了。因为他觉得反正再努力也没有功劳，何必拼命为上司争光彩?
Branches and leaves are in charge of blossoming and producing fruits, and stem will never contend in beauty with branches and leaves. It is clear that the basic personality of cadre lies on this - never grab credits from subordinates. The cadre possesses more powers and is in high position, so certainly he is able to grab these credits. However, after one or two times, the subordinate will not be willing to strive for them. Because no matter how hard he works, there is no credit. Why should he work like a horse for the cadre?
81页）把成就感让给部属，才能够引起部属强烈的参与感。唯有员工热心参与，干部才能够称心如意地推行组织所欲达成的任务，顺利完成预期的目标。
The sense of achievements will provoke the strong sense of involvement. Only when the subordinate is longing to participate into working, the cadre can easily carry out assignments and achieve the expected goals smoothly.
81-82页）树木由根部到树干，从树干到枝叶，都是彼此互依互长地发展，各部分都息息相关。有分工，却不会出现本位主义。树状组织，最要紧的便是从董事会（根部）到各级干部，以至于基层组织的员工，都纳入组织的互相依赖网。每一成员，都不是组织中乌合的一个个体，而是团体中缺一不可的连系个体。大家都深觉牵一发可能动全身，没有自己的全力配合，整个组织就会蒙受重大的损失，因而时常自我警惕"不要因为我一个人不努力，害了大家。"树木的自然生事以欣欣向荣为常则。树状组织，也将由于彼此互助合作，个人力求在团体中完成自我，而蓬勃发展，呈现大家所乐见的一片繁荣。
Each part of trees from the root to branches and leaves, is relevant and grows by relying on each other. They work with division of labor without departmentalism. In tree-structured organization, what matters is that all sections from the board of directors (the root) to cadres of all levels, even the employees at the bottom, should be contained in the interdependent net. Each member is not an loose but indispensable and relevant individual in the team. It is deeply realized that a slight move will affect the whole situation. That is to say, the whole organization will incur losses if one does not work fully well. Therefore, people always remind themselves to work hard in case that others will suffer the consequences. Trees grow naturally for flourishing and thriving. Through the mutual cooperation and individual efforts, the tree-structured organization will also emerge the prosperity as we wish. 
82页）中国人在金字塔的组织形态中，最常见的互扯后腿、彼此妨害、各自防卫的毛病，在树状组兰、形态中，由于彼此互信互赖，不会产生本位主义，而获得消减化解。
In the pyramid-structured form of organization, the most common problem of Chinese is to defend themselves and be a hindrance to others. But in the tree-structured one, the mutual trust and interdependence will not exert departmentalism so as to ease the above situation. 
82页）树叶能干的事，树干不要去做;树干能做的事，根部也不会去做。象征‘部属会做的工作，主管不要争着去做，十分符合管理的"例外原理"。上司处理例外性工作，而部属则处理非例外的例行性事务，彼此分工合作，才不致抢成一团而不能全盘照顾。
The branches and leaves, stem and root of trees should do their own job without bothering each other. It represents the “exceptional principle” which means the director should not intervene what the subordinate is capable of and this principle suites management quite well. The superior deals with exceptional work and leaves unexceptional routine affairs to the subordinate, and they cooperate with division of labor. As a result, it can take the whole team under control and work very well.
82页）树干和树叶比较起来，要强壮得多，因为如此，根部才觉得树干十分可靠，信任它去支撑众多的枝叶而不加以怀疑，即使枝叶随风摇动，仍然相当放心。可见干部必须既有能力又表现得十分可靠，老板才会放心。否则老板放不下心，对干部多加干扰，枝叶又怎么能够信赖干部呢? 员工能不能信赖干部，事实上和老板是否信任干部，具有非常密切的关系。但是，老板是否信任干部，又和干部本身是不是表现得可靠，有密不可分的关系。靠得住的干部，老板自然放心，而员工也因而热心、信任，所以干部的修为，乃是上下合作无间的关键所在。
Stem is much stronger than branches and leaves, so the root believes the stem is reliable, thoroughly trusts it to support masses of branches and leaves and rests assured although the branches and leaves quiver in the wind. Therefore, the employer will be relieved if the cadre is very capable and reliable. Otherwise, the employer will intervene in the work of the cadre and how can you expect the “branches and leaves” to trust the cadre under such condition? In fact, whether the employee will trust the cadre is closely related to the attitude of employer on the cadre. Reliable cadre is assuring for employer, and the employee will also relies on him and be more enthusiastic about work. Thus, the competence and behaviors of cadre play a key part in the cooperation between the superior and the subordinate. 
 
 
 
 
 
82页）树根刚刚萌芽的时候，会尽量照顾它，让它成长茁壮。象征老板应该慎选干部，用心辅导、训练，采取"寓训练于授权"的方式，放手让干部去表现。树干对于枝叶，也是如此。表示各级主管，都应该用心选用合适的部属，教导他们，辅助他们，然后适才适任，指派合理的工作，放手让他们各自去表现，并且把成就感让给他们，使他们有贡献就得以开花结果，获得相当的激励。每一阶层的主管，放心让部属去自动白发，自己才有时间、有精力在自己的上司面前自动自发。
The top managers, like the root of a tree which provides nutrients for the trunk and supports it to grow well when budding, should select managers discreetly, then supervise and train them through delegating power and encouraging them to show themselves. The trunk to branches and leaves is what the root to the trunk. That is to say, the managers at different levels should select promising subordinates, then train and supervise them before assigning work to them accordingly. Managers should encourage their subordinates by rewarding them for their devotion and crediting them with achievements. Only when the subordinates are self-motivated, can the managers at each level devote their own time and energy to the work in front of their bosses. 
 
83页）中国人常说“万商云集”、“顾客如云”，也唯有树状有机组织才能办到。根部代表董事会，是一切生长的总源头;只要根部活着，拥有正当经营理念，春天来临就会复苏，景气良好马上从谷底翻升。和顾客直接接触的员工，高高在上有如枝叶般矗立树顶。顾客如云，像云一样飘浮不定在基层员工的顶上，象征基层员工必须好好观察顾客的表情，探究其需要，做出顾客所欢迎的产品或服务，这样，顾客便真的至上了(如图33)。
In China it is often said that “thousands of businesses gather like clouds”, and “crowd of customers”. It is only the tree management structure that can bring the so-called “thousands of businesses gathering” and “crowd of customers”. The board of directors is like the root of a tree where life grows from. As long as the root survives, with correct business ideas, the whole group will revive in spring and surge up from the bottom in a favorable economic environment. Like the foliage on the top of the tree, the junior staff directly serve those changing customers that are high above them like the moving clouds in the sky. The junior staff have to observe customers’ reaction and identify their needs, and then provide satisfactory products and services. In this way, customers come first.(as shown in Fig. 33)
 
第二节 避免上侵下职
 
83页）俗语说"上下一条心，黄土变成金。"上司与部属之间，能不能互相了解，彼此体谅，是管理是否有成效的决定性因素之一。上下的默契，从"避免上侵下职"开始，必然获得部属的信心，增加对上司的向心力。
Section 2. Away From Excessive Management 
It is said in China that “working in unison turns earth into gold”. It is one of the decisive factors for efficient management that senior managers and subordinates should show mutual understanding and consideration for each other. Mutual understanding which comes from no excessive management can help managers to win subordinates’ trust and support.
 
83页）
所谓"上侵下职"，意思是"上司把部属的事情抢着办了，反过来指责部属偷'版、不负责。
The so-called excessive management refers that senior managers do subordinates’ duties and blame them for their laziness and irresponsibility.
 
83-84页）
管理上原本有一条法则，称为"例外法则"。凡是部属能够办理的事情，上司不可以处理，应该放手让部属去做。因为上司的职责，在处理部属所不能做的事。甚至部属不会做，上司也要以教导、辅助的心情，帮助部属学会、做好。部属会做而不敢做、不肯做、不多做，上司更应该找出原因，加以矫治、改善，使部属会做而且敢做、肯做、多做，以期发挥总动员的效果。
There was a rule called “law of exception” in management. That is to say, senior managers are not supposed to do what subordinates are capable of, but encourage them to finish the task on their own, for these senior managers’ responsibility is to deal with what subordinates are not capable of. Senior managers are supposed to help subordinates to master skills by teaching and assisting them. Senior managers should also find out the reason why subordinates retreat from their work when they actually can manage it. And then the former can correct the latter and better the situation, so that these subordinates are willing to face up to the work and are expected to be all mobilized.
 
84页）实际上多数上司也自认乐得清闲，他们经常这样说“我并不是天生的劳碌命，一定要折磨自己才甘心。部属会做的，我当然让他们去做。但是部属做不来、做不好的事情，我要花那么多时间去教他们，不如自己拿起来做，反而方便得多，至少不必受气。”
Actually, most of managers are glad to enjoy more leisure hours. They often say, “ I am not born to work, or to toil myself. I will let the subordinates to perform their tasks if they are capable of. If they are not, it is much easier for me to finish the work on my own rather than to devote so much time to teaching them. At least I do not need to put up with them.”
 
84页）除此之外，还有更多的理由，使上司自己动手去做，而不指导、辅助、监督部属去完成：
Among above, there are more reasons for bosses to do personally not to guide、assist、supervise subordinates to do the jobs:
1．看不惯部属笨手笨脚的样子，总觉得自己三两下子轻快灵活的手法，部署怎样都赶不上。
They unwillingly believe their subordinates are clumsy whom could not keep up with their agile strategies and ways to deploy.
2．忍受不了部属满手慢脚的步调，不如自己那么快速敏捷，一下子就决定、动手、办妥。
They cannot bear their subordinates slowly addressing things, unlike themselves smart and nimble to decide、act quickly and finish well.
3．不愿意承受部属爱做不做的刁难，干脆自己动手，表示“你不做，我照样可以完成"，难不倒我。
They don’t want their subordinates to do things with a lazy attitude, so they do them on their own showing that it never bothers them if you don’t do it, I do it perfectly.
4. 不放心部属马马虎虎的态度，生怕让部属弄坏了，自己再来收拾，更加麻烦。于是自己动手，以求安心。
They worry that their subordinates are careless, fearing that it might be more troublesome if they screw it .Therefore , they do it in person to peace their consciousness.
5. 不希望部属以为"非他不可"，好像上司毫无能力，一切都要靠他。因此做给部属看看，我也有一套
They don’t want their subordinates to believe that their bosses couldn’t do anything without them , so they tend to show them their witness.
6. 怕自己的上司认为自己偷懒，或者缺乏能力，所以始终保留一些工作，来保护自己。
Subordinates fear that their bosses assume them to slack off or lack of abilities, so they always reserve some work to protect them.
7．有一些人为不能让部属了解或参与的事，基本上就不应该让部属去做，必须自己动手才能保守秘密。
Some people think that subordinates basically shouldn’t do those they don’t know or they shouldn’t  participate in.Bosses have to do it to keep the secrets.
84页）中国人果然是理由专家，稍微动一下脑筋，便可以说出一大堆理由来支持自己的上侵下职，并且把所有责任都推给部属。上司不得已才如此，怪不得他;部属往往太不像样，活该被上司抢掉工作，不是吗?
It turns out that Chinese are good at giving reasons,because they could say a lot of reasons to support them to critic their men whom are imposed to all responsibilities. Bosses have to it and shouldn’t be blamed; Subordinates sometimes do poorly ,so it is reasonable that their jobs are taken away by bosses.
84页-85页）然而，仔细追究起来，这些理由都站不住脚，根本不成理由，不应该拿来当做借口，掩饰上司的错误:
However,these reasons are untenable if we think them carefully.They shouldn’t be taken as excuses to conceal their bosses faults:
1. 看不惯部属笨手笨脚的样子，上司最好反省，是不是自己给部属造成太大的压力，他才会这个样子?在上司不看部属的时候，部属就自在得很，哪里会笨手笨脚呢?看他，害他紧张得要命，又怪他笨手笨脚，合理吗?不如不看他，让他自己去调适，他自然越来越轻快灵巧，有时还可能超越上司。不相信，可试试看。
It’d  better for bosses to reflect themselves if they don’t like subordinates acting clumsily.Maybe they presses their subordinates too much .When bosses don’t  pay attention to them,they feel free and how could they be clumsy.It is unreasonable that you stare at him and he becomes very nervous ,consequently,you blame him to be clumsy.It might as well not stare at him and let him adjust himself.Gradually,he will be more quick and nimble and exceed their bosses.If you don’t  trust it, have a try.
2. 忍受不了部属慢手慢脚的步调，证明上司的忍耐力不强，也不能体谅部属的处境。部属在上司面前，永远显得比上司慢半拍，因为他对上司有所顾虑，必须多花一些心思去想上司可能的反应。上司在部属面前，通常比较有魄力，可以马上决定，立即行动，这是优越的形势使然，不一定真的赢过部属。但是部属在决定和行动之前，却应该先想一想，上司会有什么样的看法?因而有些慢手慢脚，应该属于人之常情。
若是部属心中根本没有上司的存在，决定、行动之前毫不顾忌上司的反应，对上司更为不利，必须更加谨慎，防止产生严重的祸患才是。
It shows that bosses neither have strong tolerance nor consideration to their subordinates’ situation if they couldn’t  bear subordinates slowly paces. When faced with bosses, subordinates seem to be more slowly.Because they have misgivings and they must spend much time figuring out what bosses may respond.On the contrary, when bosses face subordinates,they are charming and make a informed decision and do it immediately .But it is done out of the advantage of position . It is uncertain that bosses will win. However, before deciding and acting, subordinates always guess what bosses may think about. So it is understandable that subordinates are clumsy.
It will be more adverse if subordinates overlook their bosses and decide、act without consideration of bosses’ resondences. Bosses have to keep more cautious , in case that severe outcomes occur.
3. 不愿意承受部属爱做不做的刁难，也是上司缺乏自我反省的表现。上司不应该指责部属爱做不做，却应该检讨自己，为什么领导到部属如此爱做不做?赶紧设法加以改变，而不是干脆自己动子。和部属赌气，并不是上司应有的态
It is also showed that bosses lack refection when they unwillingly accept subordinates do things with a lazy attitude. Bosses shouldn’t blame subordinates but reflect themselves, thinking why they and their subordinates hold such lazy attitude   managing to change it but not to do it personally. Instead, it is unwise for bosses to be furious with their subordinates. 
4. 不放心部属马马虎虎的态度，很可能是上司对部属不信任的结果。通常上司越不信任部属，越可能对部属产生不放心的感觉，以至于部属怎样认真，在上司的眼中都是马马虎虎的样子。这种主观的偏见，必须由上司自己来修正。只要经由小小的信任，通过不断的考验，赋予部属更大的信任，部属自然不敢(至少不好意思)马马虎虎。上司由不放心而稍微放心，更进而到达放心的地步，才是上司自求多福的有利途径。
It is probably that bosses don’t trust subordinates when they worry about their careless attitude.Usually, the less trust bosses have on subordinates, the more worries about them. It turns out that in the eyes of bosses ,subordinates are careless. This subjective prejudice must be corrected by bosses. Only little trust is given , constant tests are offered, and once subordinates are given more trust, they dare not do work carelessly. Therefore , worrying about too much to a little , and then trusting completely,bosses could have much bless.
 
 
86页）请问你主张向上管理吗？答案多半是:“开玩笑，上司不管我就好了，还有什么向上管理！”心里相当纳闷：“你这样问，叫怎么回答呢?”
   “Do you stand the concept of Managing Up?” Almost all the answer is vouchsafed as:“nonsense!I will be grateful for no management of my boss,let alone anything about Managing Up!”And then he feels puzzled,wondering how to answer that sort of question.
 
86-87页）向上管理的基础，在安上级的心。唯有上级安心，才有向上管理的可能。若是一开始便惊动上级，引起上级的怀疑和不满，根本没有向上管理的余地，不过是空口说白话，说得好听而已。
    The foundation of Managing Up lies in entrusting the supervisor,as whose trust on you makes Managing Up possible .Supposing that you disturb your boss at the very beginning and he feels incredulous and unpleasant about you,then you will hold no chance of managing up at all,leaving all your suggestions melodious but insignificant .
 
87页）要上级安心，事实上很不容易。上级对部属，固然十分放心，却经常放不下心。这种说不出来的滋味，若非身临其境，往往难以体会。放心尚且不易，安心更为困难。想安上级的心，至少要做到三件事情。
Actually it is fairly difficult to entrust your supervisor.Without doubt,supervisor feel quite relieved ,but he could not fully trust his subordinate.Only when you are occupied in the post,beyond words and understanding the occupying experience usually is.It is not always easy to be relieved,still less to be entrusted.To entrust your boss,at least you need to do three things.
 
87页）第一，确实把自己分内的工作做好。任何组织成员，都有其公司的职责。工作做不好，上司很担心，当然难以安心。工作很努力，成果不良好，上司也放不下心。唯有以“用心做事，确保成果”来代替“努力工作，尽力而为”，才能够使上司安心。
To begin with,you need to guarantee the completion of work within duty.Every organization member own his responsibility in company.Therefore,your boss will be worried if you fail to complete the work,and could not settle down.Even you are diligent but end up with not well result,your boss will also be worried.Only when you replace the attitude of working hard and trying best into working earnestly and ensuring achievement can you entrust your boss.
87页）一般人总认为努力工作已经相当不错，殊不知所努力的是哪些工作？所运用的工具和方法正确与否?所达成的成果如何?以及所造成的后遗症如何?这些远比努力工作更加重要。至于尽力而为，含有"不敢保证效果如何"的意味，着实令人不敢放心。
It is generally considered that working hard can recommend itself,however,what the specific work it is ?Is it suitable the instrument and method we use?How about the result?And what about the subsequent impact?Those questions count more than working hard.As for trying best,it means off-guarantee of sound effect,which really worries others.
 87页）   用心做事，把自己的心和事情结合起来，将自己的心思渗入到所办的事情里面去，自然具有“确保成果”的决心和信心，上司才能够放心，把一颗七上八下的心安放下来，当然安心。
When you work earnestly,that is to say,combine your mind with work and focus on the work you are occupied,you are naturally determined and confident of “guarantee of sound impact”.Then,your boss can be relieved ,settling himself down ,and be entrusted.
 
87页）第二，要适时向上司汇报工作进度和预期的结果。一个人用心做事，难保没有遭遇难题，或者受到外来的干扰，能不能如期完成?结果是否良好?常常令上司觉得不安，产生"问也不好，不问也不好"的矛盾。
Secondly,you need to report the work schedule and expected result.When occupied in work,one can not avoid encountering the difficulty or outside disturbance.Therefore,whether you can complete it punctually or effectually often unsettle your boss,and they will be puzzled by whether he should ask you about it.
 
87页）部属最好能够适时地向上司汇报，工作进行得如何?有没有遭遇到什么困难?是否已经解决?后面的进程如何?能不能如期完成?有没有圆满达成的把握?
So,the subordinate had better report the work to his supervisor,such as the progress of work,the difficulty he met,the solution to problem,the further progress of work,whether he can complete it on time and the chance of successful completion.
 
87页）上司不方便问，主要是顾虑部属的面子。部属自动向上司汇报，一方面自己有面子，另一方面也使上司安心。上司最担心、害怕的是，一直认为没有问题的事情，到了即将验收的时刻，才发现不可能完成，或者品质甚差，无法交代，而且时间被耽误掉，难以补救。部属再承认错误，再愿意负起责任，上司也元法安心。
However,it is not convenient for supervisor to ask about these problems ,mainly to leave space for the subordinate off embarrassment.Once the subordinate reports his work spontaneously to the supervisor,he could leave him off embarrassment but also entrust his supervisor.What worries boss most is the situation that the firmly-trusted error-free thing comes to non-fulfillment at the upcoming moment of acceptance inspection,worse still,the work is of poor quality out of completion.What is more,it is a waste of time beyond of remediation.Afterwords,even the subordinate admits his error and shows willing to shoulder responsibility,the supervisor could not be entrusted still.
 
87页）第三，处处顾虑上司的立场和面子，不令其为难。越有能力的部属，越需要留意上司的面子问题。因为平时给上司的压力已经相当大，稍不留神，便可能“功高震主”，让上司觉得没有面子而恼羞成怒。
    Thirdly,you need to take the standpoint of supervisor into account ,avoiding embarrassing him for respect.The subordinate with stronger ability,more he should pay attention to the ease space of supervisor .As he gives fairly pressure to supervisor in daily work,without attention,so great is his achievement so as to make his boss insecure and uneasy,leaving his boss in embarrassment and anger.
 
    87-88页）上司再看重部属，也要站稳、自己的立场。有些事明明想满口答应的，也会顾虑其他同仁的反应而犹豫不决。有些事情心理想要破例允准的，一旦公开出来，也会断然拒绝。部属唯有处处顾虑上司的立场，才能够获得上司的全力支持，也唯有保住上司的面子，上司才敢放心地让这样的部属去施展实力。
      However highly the supervisor regard the subordinate,he will insist his own standpoint.In consideration of other colleague’s determination,he may hesitate about something that is intended to be agreed.Moreover,as for something he is willing to allow exceptionally,once made public,he will give a flat refusal.Therefore,only when the subordinate take the standpoint of the supervisor into account can he get full support from the supervisor,and leave him out of embarrassment,meanwhile,the supervisor are certain to trust the subordinate to yield ability.
88页）上级安心、放心，自然抱持‘你办事我放心”的心态，对于部属的建言多半听得进去，也乐于采纳。遇到什么问题，敢于找部属商量，提供参与的机会。这样一来，向上管理的实际行动，已经默默地展开，也容易在“不惊动上司”的情况下，获得较佳的效果。
88页）对上管理能不能持续进行，效果能不能不断增强，主要看部属能不能做到下面三件事情：
Most of the time, the supervisors are willing to listen to his subordinates and adapt their advice if he can count on you. Whatever they comes across, they dares to consult with the subordinates and offers an opportunity to discuss. In such cases, practical action for upward management has begun in better effect without interference with the supervisors.
Whether upward management can continue with increasing effect is decided on how the subordinates present in the following three aspects:
 
88页）第一，把功劳让给上司，不抢功劳。部属用心做事，确保成果，更进一步把功劳归给上司。上级欣慰、喜悦之余，自然更加信任部属，更有信心接纳部属的意见，更乐于接受部属的影响。
88页）和上司抢夺功劳，不但抢不过上司，而且容易引起其他同仁的围剿，比让上司伤心的后果更为可怕。
Firstly, give credit to the supervisors. The focuses of subordinates are to work hard and ensure the results. Apart from being comforting and joyful, naturally the supervisors trust more on the subordinates, including their advice and influence.
Taking all the credit is more terrible than upsetting the supervisors because they are inferior to their supervisors and are easily calculated by colleagues.
 
88页）第二，主动向上司提出有关未来的预测和筹谋。一般人只顾眼前的工作，应付目前的问题已经焦头烂额，当然无法向上司提出未来的建议。但是上司所关心的，未来比现在的比重更高，因此能够预测未来动向，并且未雨绸缪的部属，常常更能获得上司的器重。
88页）能够影响上司的未来前途，向上管理的力量最大，所产生的效果也最为深远。
Secondly, take the initiative to put forward future forecast and plan. Being deeply troubled with present situation, most people merely care about the present work and they are certainly unable to make long-term advice. However, the supervisors focus more on future, thus those who can predict and take precautions were often highly thought of.
The most powerful upward management with the most far-reaching effect comes from influence to the future prospects of the supervisors.
 
88页）第三，不让其他同仁、朋友知道自己具有多少影响力，向上管理的成效才能够持久加强。同仁的谗言、朋友之间无意的传言，都足以提高上司的警觉，使其不敢过分相信部属，甚至刻意加以疏远。毕竟人言可畏，听到一些闲言闲语，总会自我克制，以求保护自己，不受部属的左右。
88页）何况同仁、朋友一旦明白自己在上司面前的影响力，就会动脑筋，想加以利用。不是推三托四，便是希望沾一点光、占一些便宜。让人家知道自己有左右上司的能力，固然多一些光彩，却也必然增加许多麻烦。更要小心的是，上司可能因此而用心摆脱自己的影响，产生若干负面的效应，对自己十分不利。
Thirdly, preserver or hide your capacities. Slanderers or rumors from colleagues and friends are enough to raise the supervisors’ vigilance and cause distrust or even deliberately estrangement. After all, gossip is a fearful thing, so we should exercise self-control with no disturbance from other colleagues to protect ourselves.
What’s worse, once others know, they will rack their brains to take advantage of your influence by making excuses or gaining extra benefits. Some glories come with a lot of troubles. What should be more careful is that the supervisors may get rid of your influence and produce negative effects, which is very unfavorable to you.
 
89页）向上管理的真正目的，在于帮助上司认清事实，依据实况做出正确的判断，以期下决心下达合理的决策，使自己能够更有效地达成任务。
89页）以“公益”为出发点，拿“上司好，自己也好”的心情来默默地向上管理。有人赞扬或请托时，必须否认自己可以影响上司。相反地，要指出一切由上司自行做主，自己充其量只是传达讯息而已。这样的向上管理，比较符合中国的人情世故，自然比较方便而有效。
Upward management aims at assist the supervisors to realize the fact, make right judgment, and give a reasonable decision so that you can finish the task effectively.
Taking “public interest” as the starting point, you conduct upward management quietly by virtue of “better supervisors, better me.” When someone praise or request help, you must deny your influence to the supervisors. Instead, you should point out all depends on the supervisors and you can at most convey messages. Such kind of upward management is in accord with traditional Chinese way, so naturally it’s convenient and effective.
 
 
第四节'  '职位越高弹性就应越大
89页）“只许州官放火，不准百姓点灯”这一句老话，在中国式管理的权变体系中，一直是一种不变的真理。它的意思是“职位越高的人，权变的弹性越大，越不受法令的限制”。
89页）任何组织，基本上都有其“层级”(organizational hierarchy) 。让成员一方面 “分层负责”；另一方面“知所节制” (如图34)。
The Fourth Section   the Higher Position, the Greater Flexibility
There is an old saying “one may steal a horse while, another may not look over the hedge”, which means the higher position, the greater power flexibility and less restriction by law. This is an unchangeable truth in Chinese management system. 
There is “organizational hierarchy”, allowing members to decentralize responsibility and make appropriate restriction in any organization (as shown in figure 34). 
 
Figure 34  Organizational Hierarchy
 
 
89页）中国式管理，讲求“分层负责”，却不主张“分层授权”。因为“责任是部属应该负的，权力则是上级主管看情形而赋予的”，部属只需要尽责任，不必太关心有没有权力。在上司心目当中，“部属善尽责任的时候，主管实际上已经充分授权；部属做得不好，未能善尽责任时，主管当然不能够授权”。
    Chinese Style Management stresses hierarchical responsibility but not hierarchical empowerment. Because the subordinates should bear responsibilities undoubtedly, but powers are gave by the supervisors. Therefore, the subordinates only need to take responsibilities and not to care about power. In the supervisors’ eyes, “If the subordinates fulfill their responsibilities, they have already full empowered; if they don’t, surely they can’t be empowered.”
 
 
 
 
 
89-90页）西方人主张“先授权，部属才能够负起责任”，中国人则认为“部属先负起责任来，上司才敢授权”，这种先后的区别，成为西式管理与中国式管理的很大差异。由于中国人具有“连坐”的习惯，所以在授权方面，上司必须更加谨慎小心，切切不宜轻言授权。
Westerners usually regard“Your subordinate can only take their responsibility when you empower them first” while Chinese usually regard“People won’t authorize their subordinates unless they can do their job well”, these two idea make great difference in western and Chinese management style.  The superior in a company should be more considerate and prudent on the authorization issue since the “responsibility sharing system”which have lasted for thousands of years in China.
90页）中国人的分层负责，并不是“依据自己的权责范围，来克尽自己应尽的责任”。我们的分层负责，应该是“按照上级的‘经’，来衡量自己的‘权’”。“经”表示原则，“权”代表权宜应变。部属处理事情，最好依照上司的原则，然后视实际情况而应变。
Actually the stratified administrative system in China doesn’t really mean that everyone should do their job within right and obligation limitation, but that has to define his“quan”(which means power) at the “Jin(which means willing or command ) of our higher authorities. When handling with issues, they have to take practical measures in accordance with the superior’s requirement.
90页）组织成员负责的对象是首长。因为一切成败，实际上都归之于首长。
90页）我们常说，首长的理念影响组织成败的比例高达75% 以上，便是居于这种缘故(如图35)。
Members of a team are responsible for their leaders, because whether they can success is depended on them to a large degree, which is the reason that people firmly believe the leader’s idea and policy would do great help to the success of the team,  which reaching more than75% .   
90页）首长的意旨，常常被高阶主管当做不可抗逆的“经”。往往首长一句“我怎么不知道”，高阶主管就会马上修改法令，让首长依法可以知道他想知道的事情。而过了一些时候，首长有意无意一句“这种案件为什么要送到我这里”？高阶主管也会立即修改规定，让这些案件从首长面前消失。
中国人的“法治”，长久以来，一直被认为“依据首长的法来治理”，实在有相当的道理(如图36) 。
The willing and intention of the leader is often regarded as unchangeable “Jin”. If the leading cadre says “Why I know nothing about that ?”Immediately senior executives would amend relative law to let him know what he is interested in. Someday, the leader may mentioned that“Why such a case was sent to me,” either by design or accident. Promptly senior executives would modify relating provisions, so that these cases will never appear in his office again.
A popular sense “Government by law”in China has long been supposed to “national governance is governing under the guidance of leaders”, which is really reasonable.
    
 
91页）衡诸事实，首长再英明，也会被某些投其所好的干部所害，因为这些干部，过分曲解“服从”的意思，不知道分层负责的真正用意。
All in all, a wise leader may also be fooled or cheated by some apple polishers for who misunderstand the unwritten rule “absolute obedience to the superior”and the “stratified administrative system”.
 
91页）真正忠诚的高阶主管，必须重视首长的意旨，但是不能够完全顺从他的意思。首长的意旨，把它看成方形的“经”，高阶主管依据自己对实际情况的理解，将首长的经变成自己的权，这才交付下去，让次一阶层的主管去执行。
 
A loyal senior executive should be someone who pay attention to the head’ s willing but never submit to his commands totally. The senior executive should turn leader’s “Jin” into their practical power according to the current circumstance and then request middle managers to carry out these policies.
 
91页）次一阶层的主管，必须依样画葫芦，把高阶主管所演绎出来的“权”，当做“经”来看待，然后审视自己所理解的实际情况，演绎出自己的权宜应变，再交付给下一个层级的人员去处理。
Just as the regulation mentioned above, the middle managers are ought to regard their devolved power as “Jin”, by which they would make corresponding operative norm on the basis of practical environment. At last, the basic managers will be asked to take relating measures.
91页）这种“层层打折扣”的现象，固然使得上层的意图，逐渐走样，甚至不断地变样，形成“上有政策，下有对策”的局面，有时候会使上层的美意，变成恶劣的政策。但是“现场是变化的，而且不断地变化”，也使得“对于现场状况的理解，越高阶层越不得其真”，实在不能责怪各阶层人员，主动修改上级的经，演绎出自己的权，以资符合实际的动态。
People’s“buck-passing”/“responsibility-shifting”behavior  results in the gradual misinterpretation of leader’s intention and the appearance of the phenomena——“Where there is a requirement, there is a countermeasure”,but even worse, sometimes the good intention of leaders may turn out to be terrible decisions. The objective world is constantly changing, therefore the higher people’s official rank is, and more confused they may feel about the real situation. However, It is unreasonable to blame staff at all levels, what we should do is making good use of our power in accordance with higher authority’s willing and catering to the changing situation as much as possible.
 
91页）中国式管理，就在“只许州官放火，不准百姓点灯”和“上有政策，下有对策”二者之间，以推、拖、拉的方式，寻找合理点，而获得适当的解决。
There are two obvious problems in Chinese-style management, which are “The government can do whatever they like and the people can only follow”and “Where there is a requirement, there is a countermeasure”, It’s significant and urgent to find appropriate solutions to deal with them.
 
91页）越是上级就越有出主意的自由，随时可以改法，而且都是出于“大公无私”的前瞻性。令人无从抗逆，只好在心里头暗骂“只许州官放火，不准百姓点灯”。
In China, the higher people’s official rank is, the more freedom they have in making decisions and modifying law at their ease, and they claim it’s“for the peole’s sake”.It is almost impossible for us to resist, so we can only curse them secrectly “The government can do whatever they like and the people can only follow”.
 
92页）越是低阶层越了解现场的状况，明明知道上级的命令不可行，总不能“管它效果如何，全力依据上级指示去执行，反正一切责任由上级去负”，因此审思再三，只好“上有政策，下有对策”，依据上级的“经”来“权宜应变”了。
The lower class knows better about the situation of the scene the unfeasibility of superior orders, so they can't allow themselves to carry out the instructions regardless of all the consequences responsible by superiors. Therefore, after repeated careful thoughts, they come up with an apropriate countermeasure to each policy and do the right thing.
92页）中国人未经正式授权，都可以“擅自变更上司的命令”。若是明确授权，能不“滥用权力”、“超越权限”的，不知尚有几人?
Chinese people can ,as they wish, alter the orders of their superiors without being authorized. If explicitly authorized but not practicing an abuse of power and beyond authority, how many people can do that?
92页）历来抱怨“只许州官放火，不准百姓点灯”的人，不用说都不是州官而是百姓。那些痛骂“上有政策，下有对策”的人，一想便知是居于高位的要员。可见这二者都有相当的道理，才会一路骂下来，全然毫无愧色地流传下去。
Those, who has always complained the situation that one may steal a horse, while another may not look over the hedge, are undoubtedly common people rather than government officials. Those, who abusively reproach that there is always a countermeasure to an upper policy, are without doubt important officials in high position. It is thus clear that the two statements are fairly reasonable so they are passed down through generations and generations with no shame at all.
92页）高阶层主管，大多见识广，而且经验丰富，让他们拥有更宽广的裁量权，可以随意变更这个，更改那个，甚至于置现行法令于不顾，以求快速突破，在现在这种变迁的环境中，当然十分有其必要性。
Most high-level executives are well-informed and rich in experience, which gives them a broader discretionary power to change whatever they want. Additionally, they aim at making a rapid breakthrough even regardless of existing law, which, in fact, is very necessary in a world changing so fast today.
92页）基层人员，非常接近现场，对于现场的实际情况，比较容易理解和掌握，让他们按照现况来随机应变，只要不太离谱，应该是值得肯定的行为。
Basic staff are very close to the scene, so they have a better understanding of the practical situation and can handle it better. As long as their countermeasures to current situation is not absurd, this would be worth approving.
92页）上级“爱怎么样就怎么样”，只要合乎未来的需求，我们不但不应该抱怨，而且应该对他们的前瞻力，表示敬佩之意，而尽力加以配合。
As to the fact that superiors can do whatever they want , if it meets the needs of future, we shall not complain but show our respect to their visionary power and cooperate with them as much as we can.
92页）基层“怎样有效就怎样”，只要合乎实际的需求，也是将未来的演变从现在的起点建立起来，若是判断正确，总有一天会走向上级所要求的地步，不算违背命令。对于基层而言，成果最要紧，似乎毋庸置疑。
As to the fact that grassroots level do what is efficient, if it meets the actual needs, it will establish from the starting point to what the future will be like.If their judgement is right, they will someday meet their superiors' requirements, which, of course, is not a disobedience. For grassroots level, it seems obvious that the outcome is the most essential thing for them.
92页）“只许州官放火，不准百姓点灯”，如果放火放得有理，当然要加以拥护，若是点灯点得不合理，也应该加以禁止。“上有政策，下有对策”，假设政策良善，对策促使良善的政策及时落实，有什么不对?万一政策错误，也显得下有对策，才能够减少错误决策所产生的恶果，更值得欣慰。
one may steal a horse, while another may not look over the hedge. But if the stealing is reasonable, we will surely uphold it. On the contrary,if the demands of common people is not, we should firmly prohibit it. When it comes to common people's countermeasures to upper policies, if the policies are efficient enough, it will be heavily favored that countermeasures' promotion to policies are implemented in time.
92页）唯有上下求合理，彼此都有所节制，不要做得过分，我们的分层负责，才有产生合理效果的可能。
Only when the requirements and demands are reasonably met ,everyone does their part moderately and delegate responsibility evenly will a reasonable effect be possible.
 
第五节  委曲求全的策略联盟
        Compromising Strategy Alliance
92-93页）有人曾经大力主张，台湾地区的中小企业要设法加以合并组成大企业，以增强其在国际间的竞争力。然而，事实证明，面临21 世纪快速变迁的环境，企业规模大，应变能力反而较小，对于适应环境所做的调整，其弹性远不如中小企业那么灵活。
Someone once vigorously propose that medium-sized and small enterprises in Taiwan should be merged into big enterprises to enhance its international competitiveness. However, it turned out that with the rapid changing environment of the 21th century,large-scale enterprises are everywhere but their train capacity become worse instead, and their flexibilities are far worse than medium-sized and small enterprises in terms of adaptive adjustments to the environment.
93页）加上合并前后的种种问题，很不容易克服。因而念头一转，改合并为合作。于是一时之间，水平合作、垂直合作、策略联盟，好像潮流一般，此呼彼应。
Additionally, various problems occurred before and after the merging are not easy to overcome. On second thought, merging is changed into cooperation, so for a while, a tide of horizontal cooperation, vertical cooperation and strategy alliance began to act in coordination with each other.
93页）这些合作的概念，看起来十分新颖。如果回想一下我们过去的大家庭，不难发现中国人在这一方面的经验，已经相当丰富。
The concept of these cooperations sounds quite original. Thinking back our big family in the past, it's not difficult to find that Chinese people's experiences in this field has already been considerably plentiful.
93页）大家庭由若干小家庭所构成，每一小家庭都有其半独立状态，各尽其基本家庭功能。说是合并，原本就是一家人;说是合作，却又从来没有这种说法。
Extended family consists of a certain number of small families, each of which has their way of being semi-independent and serves its own basic family function. If we call it merging, they were originally a family, but if we call it cooperation, there seemed no such a statement before.
 
 
93页）  为什么大家庭和今天的联盟合作概念相近呢?  
  Why is the concept of big family similar to that of allied cooperation nowadays?
 
  93页）第一，大家庭和联盟合作都合乎《易经》“分中有合，合中有分”的法则。大家庭的结构，是一个大的男系家庭，包含着两三个，甚至更多的小的男系家庭。这些具有独立基础的小家庭，在“分家”以前，共同维持一种“分中有合，合中有分”的关系。
    First of all, both of ＂big family＂ and ＂allied cooperation＂ comply with the principle of ＂unity and separation are infiltrated mutually＂extracted from the book of changes. The structure of big family is a big man-oriented family including two or three ,even more small ones. Before ＂their family separation on property＂, those small families ,which own abundant economic conditions, sustain the relationship of unity and separation are infiltrated mutually .
    
   策略联盟的合作企业，与此相似，各具独立的条件，或者说原本各自独立，如今联盟合作，缔造“分中有合，合中有分”的关系。
   Similarly, with competence to run on their own or being independent originally, cooperated-enterprises on strategic alliance carry out allied cooperation currently so that the relationship of ＂unity and separation are infiltrated mutually ＂has been formed.
 
93页） 第二，大家庭中的任何一个小家庭，若是有意分家，或者其他小家庭亦盼望某一小家庭早日脱离大家庭而独立，这一小家庭可能因此和大家庭只维持形式上的组合而实质上自行独立。结成联盟的合作企业，同样可以脱离联盟，恢复原来的独立个体，并没有什么太大的限制。
     Second, among big families, any small family probably only keep united with a big family in form,but run by itself in nature therefore, if it nourishes the intention of family separation, or other small families also expect some one to be independent from the big family as soon as possible. Although they have been allied on strategy, cooperated enterprises can be free from the alliance and resume being independent, likewise. Actually, there is not too much limitations.
 
93页）第三，大家庭第一代的老父母或祖父母亡故后，或者发生重大事故后，这个大家庭就会分家。联盟的主体企业，若是倒闭或有重大事故发生，合作的小企业也会纷纷离去，同样会带来一些“分家”的麻烦。
    Thirdly, after the first-generation-parents or grandparents pass by, or critical accidents have happened, the big family will be inclined to be divided up on property and live apart. As for allied main enterprises, small cooperated companies will also be independent one after another when they bankrupt or vital accidents happen. That can cause the trouble of family separation. Since both of them bear similar commons,it is possible to search the living strategy within big family, which can be used as an allied principle and accord to Chinese customs.
  94页） 大家庭的第一种策略，是“血缘关系”，共同以骨肉之情、家人之爱来维系。
      The first strategy of big family is ＂blood relationship＂ sustained by family emotion and love. 
 
     94页） 联盟合作的第一策略，应该是“理念相近”，以中心企业的经营理念为核心，寻求理念相近的协力厂商，共同合作。“理念”有如“血缘”，彼此才能相亲相爱，互助互惠。
     While, the first strategy of allied cooperation should be ＂similar running principle＂, which refers that cooperated enterprises take the operating principle of supporting enterprises as a core,and look for cooperation with those companies sharing similar principle with each other. ＂Principle＂ likens to ＂blood relationship＂. Only in this way, those enterprises are able to care, help, and benefit mutually.
    
     94页）大家庭的第二种策略，是“家和万事成”，全家人一心一德为全家人而努力生产。由于血缘关系，产生"血浓于水"的观念，共同以“父子同心，黄土变金”为期许，促成家庭的经济富裕。
    The second strategy of big family is ＂harmonious family atmosphere boasts success where the whole family work hard with heart and soul＂. As a ＂blood relationship＂ can produce an idea of ＂blood is deeper than water＂, the family economy will become affluent with the expectation of ＂soil becomes gold if father and son share a same aim＂.
    
  94页）联盟合作的第二策略，应该是"同心协力"，依据中心企业的目标和标准，全力配合，以发挥协同一致的效果。
    Likewise, the second strategy of allied cooperation is supposed to be ＂united in a concerted effort＂,which means companies cooperate with whole heart according to the target and standard of supporting enterprise.
 
  94页）大家庭的第三种策略，是“共同消费”，以节制家人不正当或者过度消费，以免损害个人及家庭。
     The third strategy of big family is ＂common consumption＂, which is to control the inappropriate or excessive consumption of family members in case of  undermining the interest of individuals and families.
 
      94页）联盟合作的第三策略，应该是“统一步调”。一般来说，协力厂商在研究发展、策略规划、采购原料、开拓市场等方面，都有力不从心的感觉，最好由中心企业来承担这些工作，并据以统一协力厂商的步调。
     The third strategy of allied cooperation should be ＂keeping in one line＂. Generally speaking, on some aspects such as research development, strategic management, raw material purchasing and marketing pioneering,those cooperation companies all feel incompetent. Hence, it is better for supporting company to shoulder works and keep a united pace with other cooperation companies.
    
  94页）大家庭的第四种策略，是“保护家人”，以“父为子隐，子为父隐”的人情，来维护一家人的生命和自由。大家庭对家人的保护，是不分是非的。是固然要加以保护，非也是“家丑不外扬”，照样要极力保护。互相护短，彼此掩饰，才是一家人的最大保障。
     The fourth strategy of big family is to protect family members ,which is based on a relationship of ＂Father and son hide the others mistake mutually even if they know the other does wrong in order to protect family's life and freedom＂. Without distinguishing right or wrong, big family still insist protecting family members. Although there is a saying ＂no spreading gossip to bad family affairs＂,they still cover their wrong actions mutually. That is the most solid protection
 
  94页）联盟合作的第四策略，应该是“让协力厂商有钱赚”，然后才来要求改善现有的措施，以提升管理的水准，确保品质合乎预期的标准，来保障共同的利益。
    The fourth strategy of allied cooperation should ＂benefit the cooperation companies＂. Then, the next step is to require to improve the current measures and standard of management so that the quality can be guaranteed so as to protect mutual interests.
    
  94页）大家庭的第五种策略，是“看顾老弱”。不但奉养老人，照顾弱小，而且敬慎送终，以尽责任。
     The fifth strategy of big family is ＂looking after the elder and the weak＂. Not only should the elder be supported and the weak taken care of, but also family members are responsible for the elder dying on their death beds.
94页）联盟合作的第五策略，应该是“协助合作厂商渡过难关”。协力厂商或中心企业平日恪尽应尽的本分，万一遭遇困难，大家不可以弃置不顾，反而应该尽力给予协助，让其顺利渡过难关。
Assist partners in going through should be the fifth strategy for cooperation and partnership. Subcontractor or center enterprise should concentrate on their own parts on usual time. Once they are confronted with difficulties, other partners should do their utmost to help them out rather than throwing them up in wind.
94页）以上所述策略，属于有形的、看得见的。要让其发生效能，恐怕还要有一种无形的、看不见的共同策略，那就是“委曲求全”。
All have been stated above are visible and tangible strategies. Another intangible and invisible strategy of cooperation is necessary to produce a strong result, that is “compromise to win”.
95页）“求全”便是“合作”，一个个体能力有限，无法求全，必须多个个体同心协力，通力合作才能求全。
“To win” is “to cooperate”, since it’s impossible for an individual with limited capability to win, therefore, individuals must work together and cooperate with each
other to seek a win-win outcome.
95页）有心求全，心理上先要有“委曲”的准备。虽然是一家人，具有相同的血缘关系，仍旧是各有各的想法、各有各的作风，如果不能勉强自己、迁就别人以求保全家风，那么早晚相处，小摩擦便会变成大冲突，要想维持家人的和谐，真是谈何容易!
If you seek success, you must stand ready to compromise in your mind. Just like a family, although all are bounded together due to the same kinship, their thoughts and behaviors differ from each other. If one fails to force himself to follow others’ rules, then a friction will generate and develop into a conflict as all live together. In this sense, it’s really a tough job to keep harmony in a family.
95页）联盟合作的对象，就算理念十分相近，毕竟各有各的立场，各有各的苦衷，难免有不协调、不配合的现象，若是不能保持“委曲求全”的心态，哪里有长久合作的可能?各人退让一步，站在对方的立场来思考，凡事将心比心，以设身处地的态度来好好商量，才能够委曲求全，达到长久合作的境地。
Similarly, partners for cooperation have close ideas, however, disharmony an d incoordination will be unavoidable for they are in different position and have different reasons. In this connection, if one is reluctant to compromise, there is no such thing of a sustainable cooperation. Only when all are ready to compromise and seek a solution and negotiate with each other from the perspectives of his partners sincerely, can they sustain their partnership and produce a win-win result.
95页）中心企业，必须用智慧、爱心和耐心来开导、教养、协助协力厂商，使其心甘情愿地承担众人认为他有能力而且适宜担当的责任，这不是一件容易完成的任务。首先要把现有、将要发生以及计划中期待产生的工作分门别类，'做好通盘性的分配，以求其顺遂有效地进行。把所有协力厂商，都看成“外部的内人”，拿“一家人”的心态，来征求同意。如果有必要的变更或临时的应变，必须大公无私地获得众人的同意或谅解。
As a center enterprise, he must enlighten, educate and assist his subcontractors with wisdom, love and patience to make them undertake the due and proper obligations. However, it can also be difficult. In the first place, clarify  existed, prospective and anticipated works clearly , and make a overall plan to allocate them properly in order to assure all are going on effectively and smoothly. In the second place, center enterprise must consider all the subcontractors as “one of us from the out”, and to reach a consensus with a approach of “we are family”. Any necessary or temporary change must get partners’ agree and understanding impartially.
95页）联盟的和谐合作，其主要策略，即在“委曲求全”。中心企业对协力厂商“以大事小”，协力厂商对中心企业“以小敬大”，各自委曲，才能求全。善用中国人的“以让代争”，柔中带刚，彼此为求共同目标的达成，各自机动调整，权宜应变，自然获得整体的配合。
The main strategy for harmonious cooperation lies in “compromise to win”. Center enterprise must be inclusive and serve his subcontractors with sincere efforts, and subcontractors must obey the rules of his center enterprise and seek solution from a comprehensive perspective. Only when they all ready to compromise, can they obtain a win-win outcome. Leverage on the Chinese wisdom of “replace the competition with concession” to seek common goals . As they change alter their mechanism, naturally , they will get favors from others.
第六节  因人设事的组织原则
'Sixth 'S'ection 'O'rganization 'P'rinciple of 'C'reating 'W'ork from 'P'eople’'s Needs
95页）组织可以看做一种结构，着重组织成员在工作时的适当配合。组织也可以视为一种状态，包括组织成员分工合作的工作状态，以及协同一致的心理状态。
An organization can be seen as a structure which focuses on the cooperation of organization’s members while in the process of working. An organization also be regarded as a state which includes the working state of allocation and organization members and psychological state of coordination .
95-96页）无论如何，组织是人员与工作的结合，也就是人和事的配合。中国式管理的特色之一，既然是以人为主，组织的原则，当然也就因人设事，按照组织成员的特性，来加以合理的组织。中国社会独特的人伦关系，特别重视以伦理的观点来建立合理的人际关系。伦字从人从仑，仑字又表示参差不齐的样子，所以伦理意味着人间各式各样的关系，虽然参差不齐，却不是凌乱无序。
Whatever, organization is the combination of stuff and works, that is the cooperation between people and things. One Chinese management modes is people-oriented, hence, the principle of organization is to allocate works according to the specific situation of people. To seek a optic and reasonable organization in accordance with the members’ perspectives. Since China has a unique ethnic relationship , therefore, great importance of ethnic is attached to the building of relationship between people. From the perspective of structure of Chinese characteristics “lun” (ehinc), you can find it is consisted by “ren” (person) and “lun” (jagged), hence, ethnic means diversified relationships between people, jagged as they are, but far from mass.
96页）组织的观念，来自多数人联合起来，以制驭多数动物，或者生产更多食物，以及有效地抵御来侵的野兽或生人。同类合作，实在是组织的最初动机。
     To effectively defense beasts and stranger from invading, lots of people would joint together to control and government most of animals or produce mores foods. This is the origin of the idea of organization. In this sense, cooperate with the same kind is the initial drive of organization.
96页）什么样的人最容易组织起来，彼此合作?自然是互相熟识的人。远古时期，人们最相知熟悉的人，大概只限于夫妻和所生的子女。家庭成为最早时组织，然后逐渐向外扩展。由具有血缘关系的亲族，到拥有共同目标的邻人；从内存关系(intrinsic relation) 的互相依附，到外在关系(extrinsic relation)的彼此牵连，莫不由亲及疏，从亲情走向伦理。
What kinds of people are the easiest to form a team and to cooperate with each other? Normally are the ones who know each other. In remote antiquity, acquaintances may only narrow down to husbands and wives, sons and daughters. Family was the earliest social organization and then it expanded outwards, from kinsfolks who share blood relationship to neighbours who share the same goal; from co-dependence of intrinsic relation to involvement of extrinsic relation, and from kinship to ethics.
 
96页）家庭组织除了满足夫妻的性生活、生育抚养子女之外，还具有生产与消费的功能。家中各人，不论其智商、能力高低如何，都必须照章全收。家长的权力再大，也不能开革任何家人。“能者多劳”、“能力较强的人，必须照顾能力较差的人”，就成为组织成员的共识。能力并不十分重要，用不用心反而成为更加要紧的因素。“父子同心，黄土变金”，意思是全家人同心一致，家庭必然富裕。父代表父母，子代表子女，并没有歧视女性，看不起母女的意味。至今许多企业组织，仍然流传着“努力工作没有用，用心做事才要坚”，就是用心比能力高强更加重要的意思。
Family makes production as well as consumption besides sex life and reproduction. All family members belong to the group and even parents don't have the authority to exclude anyone, although IQ or capability varies among members. Therefore those who are more capable take more responsibility or the strong take care of the weak becomes consensus in the family. Individual ability is not so important as compared to teamwork. “Father and son work together, dirt can become gold.” which means if the family share the same goal and work together, then it will be prosperous. “Father” indicates both parents and “Son” indicates children, no intention to discriminate against female. Some enterprises still think “a good team is better than a successful individual.” So they prefer teamwork than individual ability.
 
96页）企业组织的要素之二是资金。资本的筹措乃是成立企业组织的必要条件。而资金的来源，在企业信用尚未为大众所认定之前，唯有家人或亲族以及十分熟悉的朋友，才比较方便启口，也比较容易获得信任。
The second factor of enterprise organization is money. Raising money is a must to set up an organization. The initial money is generally from family or close friends, because it’s easy to ask and obtain trust from them before the enterprise gains public recognition. 
 
96页）家庭企业之所以占有很高的比率，主要原因即在资金筹措的对象大多以家庭成员为主。在有钱出钱、有力出力的情况下，彼此居于共同的目标，紧密地组织起来。出钱的人，自己固然可以出力，参与经营;也可以推荐熟悉的人，代表参与。这样的人力组合，不免良莠不齐。企业主持人，当然要勉强接受不能过多挑剔，以免影响投资意愿，降低同心协力的气氛。唯有因人设事表现出无人不可用的宽容雅量与气度。
There’s a high level of Family enterprise among all enterprise organizations, for every member of the family can contribute regardless of their financial status and human resources. They are closely linked because of the same goal. The investors also can work in the organization or recommend someone to manage. But the competitiveness of the staff may be undermined. The leader must be tolerant about the staff arrangement and can’t ruin the investment readiness or solidarity of cooperation. So the leader must be good at human management and allocate jobs based on different people’s expertise.
 
96-97页）有什么样的成员，设置什么样的职位；赋予什么样的职权，构成什么样的组织。这和现代西方所主张的因事找人，先定好组织架构，分门别类，划分好不同的职责，再来寻觅合适的人，自是大不相同。因事找人，容易造成“有用的人，留下来;没有用的人，应该被开革掉”的理念，引起员工“划得来或者没有更好去处，留下;划不来或者有更好选择，留掉”的回应。反正留和溜的差别并不大，能留就留，该溜即溜，对个人来说，并没有什么大不了，对组织而言，却产生很大的不稳定性，增加很多人事变动的成本。
The “people-oriented” system is different from the western “job-oriented” one. The former is to find right jobs for certain people while the latter is to find right people for certain jobs. Consequently, capable employees stay, not-so- capable ones can leave. When some people think it’s a fair job and they have no better place to go, they will stay; some other think it’s a lousy job and they can do better somewhere else, they leave. It’s no big deal for individuals, but it’s a problem for the organization, because the instability of staff will cost them a lot.
 
97页）因人设事的最大好处，是“只要用心，大家有如一家人，不必担心被炒就鱼”。彼此互依互赖，一致对外，无论对个人、对组织，都有很大的助益。
 
The “people-oriented” system enjoys high stability of staff. No one will be fired as long as you work hard as a team. People are inter-dependent and solidary towards outside forces. It benefits a lot to individuals as well as organizations.                                                                                                                                                                                        
 
 
 
97页）但是因人设事也可能产生“反正不会被开革，能混即混，保平安最要紧”的负面作用。凡事不敢做，不多做，不愿做，以致影响到整体工作的顺利进行。一般人的态度对因人设事有很多不良评价，主要即在采取负面观点，认为大锅饭心态容易造成绩效不佳，互相拖累的弊端，转而支持因事找人的理念。
But the mechanism that create jobs to accommodate some people would result in side--effects that staff would goof around as possible as they can ,and that set great store by free life since they would not be discharged. Staff dare not do their jobs, or never do extra jobs ,or are reluctant to do their jobs so that the process of the whole work would be affected .
Most people have bad opinions on this mechanism. Here, I would quote several main arguments  of these.  They argue that the state of having meal from a big pot would bring about drawbacks---poor  performance and encumbering each other. They in turn support another idea that recruit people in terms of jobs.
 
97页）其实，就西方观点来看，伦理不过是“知”的层面，道德才是进入“行”的作用。中国人的想法，不应该如此，知而不行，根本等于不知，所以伦理必须在日常生活中实践。同时，中国特有的“交互主义”，彼此“看着办”也应该发挥“上行下效”的作用。人伦关系，究竟能产生正面或负面的效果，70%以上决定在企业主持人的领导作风上面。领导得宜，获得员工内心的认可，自然得人心者昌，得到正面效果。
Actually, as far as westerners concerned, ethic merely refers to knowing, while morality plays role in doing. Chinese should have such kind of idea. That fail to act what one knows is equivalent to know nothing., so ethic should be put into practice into daily life. At the same time, the subordinates ought to follow the example of their superiors in interaction with Chinese characteristic and doing as one sees fit. Whether human relation would have a good or bad influence depends on the style of the chairman’s leadership , which would up to above 70%. If the leader lead in an appropriate way and get staff’s recognition from their inner heart , of course, such kind of human relation would be flourishing, consequently, it would have a good impact.
 
97页）因人设事，除了适宜的领导之外，仍需要三大配套来相辅相成，兹分述如下，以供参考。
97页-98页）第一，在薪资制度方面，不能完全讲求同工同酬。儒家“才也养不才”的精神应该融入薪资结构，充分加以发扬。不采取单一的薪资制，以免过分刺激员工，只在薪资项目斤斤计较。换句话说，恢复以往的较多项目，而且有明有暗，应该是比较合适的措施。特别是在精神方面，包括上司的礼遇，老板的关爱，同仁的支持以及家人的鼓励，使员工在物资待遇之外，能够感受不同的气氛，产生一家人互助的态度。
 
Recruit people in terms of job still need three supporting policies to complement each other. I would give you my illustration for you reference. Firstly, in terms of salary system, the principle –equal pay for equal work ought not to totally followed. The spirit that the capable nurture the incapable should be melt into this system and be fully developed. Single salary system should not be adopted so as not to excessively provoke staff into haggling over salary system. In another word , it is appropriate to readopt many previous program, both visible and invisible programs, especially psychological programs, including superior’s courteous reception, boss’ care ,colleague’s support and family’s encouragement, so that staff could experience different atmosphere which would give them a feel of helping each other like a family .
 
98页）第二，在职位的安排方面，要带有机动性。有多少人？需要哪些职位？成为组织调整的思虑重点。而不是依据工作分析的结果，设多少职位。职位的产生，是由人的需要设置的，主要作用在于摆平，更要紧的是人心的感受。大家肯用心，工作自然好，这是因人设事的重要原则。居上位的人，公正而不公平，则是实现此项原则的主要依据。真正的公平，不是表面的，形式的，虚假的公平，对中国人十分重要。
The arrangement of position should be flexible .How many staff do we have ? what kind position need to be set? That should be the key point in considering how to set and adjust position , rather than set potion according to the analysis of the work. The establishment of position set for people’s demand , aims at justice, and what matters much is how people feels for that.  If people work with concentrated attention, the job would be well done, which is the important principle of creating jobs to accommodate some people. That leader plays fair is the main basis to realize this principle. The real justice should not superficial ,formal, and false, which is very important for Chinese.
 
98页）第三，因为要摆平，不得不采取职位与职权可分可合的办法。有职位的人，不一定获得固定的职权。职权表所列的权限。可以如实授予，也可以变动性地加以增减。表现得好，自然增加实权，表现得不理想，当然酌量减少权限，甚至于消权或暂时停权。人便不开革，调动有时也会牵动面子问题。用职位与职权分离的策略来加以调整，应该是两全其美的办法。因人设事，重在团体荣誉与个人责任。大家都具有“不要因为自己一个人的疏失，造成团体的重大的伤害的警戒心，自然利大于弊，值得用心去施行。”
Thirdly, the position and power could be both combined and divided due to play fair. People taking up a post maybe don’t have regular power. The power in duty list could not be granted as things really are and could be demoted or promoted; appropriate adjustments would be made according to circumstance. Good performance of course deserves promotion ,on the contrary, bad performance deserves demotion , suspension or temporary relief of one’s post. Even one not be discharged , he would feel humiliated for being translated to a lower post. That separate position and power to balance the whole system satisfies both parties. For the mechanism that create jobs to accommodate some people, what matters much is group honor and individual’s responsibility . If everyone is on the alter against that don’t take a heavy toll to your group for you own carelessness, the advantage of the mechanism would overweigh its disadvantage so that it deserves  an implementation with concentrated attention .
 
 
==第五章 （误名：）管理的三大主轴 （其实是：随时调整的计划方式） ==
 
 
 
第五章  管理的三大主轴
历代做大决策的人，都有一个共同的特质——无知，如此才能求贤、寻贤、用贤而臻于大智大慧。
《大学》是由国最早的管理学，为我们明白地指出决策的过程，即为止、定、静、安、 虑、得。
                 Chapter 5 The Three Axes of Management
   All of the big decision-makers of the past have a common characteristic-ignorance, so that they can recruit seek and employ the talented people to complement themselves with great wisdom.
   The Great Learning'—the earliest study of management in China, points out clearly the process of making decision—stoppage, fixing, silence, calmness, consideration and gain.
    凡事以诚心诚意来考虑股东安不安？员工安不安?' 顾客安不安？社会大众安不安？那就是'至诫,' 就可以预测未来的变化.
100页）组织有了明确的目标，必须进一步做成具体可行的计划，以便有把握地处理现在的事情，使其顺利开创出预期的未来。
   When the decision makers decide all the plans, they should consider sincerely the calmness of shareholders, employers, consumers and public as the highest rule, which can predict the change in the future.
   When the organization has a clear objective, it must be improved to be a concrete and feasible plan, which can be safely dealt with the problems at present, and finally the objective can successfully lead a expected future.
    
   100页）一般人利用目标来管理，称为目标管理（Management by Objectives； MBO)。由于依据成果来衡量，所以也称为成果管理（Management by Results; MBR),已如前述。整个历程，从设立目标开始，订立计划，安排进度，以至于有效完成工作，都需要相当人员的积极参与。所有成员在思想上、情绪上、感情上对工作的决定与处理，都有亲身介入的感受与认知,因而产生对组织的认同感、依附感、责任感，自愿贡献其才能，力求圆满达成组织的目标。从这个角度来看，也可以叫做参与管理（Management by Participation )(如图 37 )。
   Some people have management by using objective, which is called Management by Objective. It is also called Management by Results due to the measurement of results.As previous statement points out,all the process need the active participation of the staff, including setting an objective, drawing up a plan,preparing a schedule and finishing the task,and all the staff have their own experience and cognition on the decision and handling of task in thinking,mood and emotion.Therefore,the staff will devote themselves to reach the objective of organization with their sense of identity,attachment and responsibility to the organization.From this perspective,the management can also be called Management by Participation.
 
图37  参与管理
100页）中国人善变也知变，计划订立之后，仍然边做边修改。所以计划时大多确立方向，抓住要点，做出一些智慧型的决策，然后视实际情况，逐渐调整细节，以求落实。整个过程，以《大学》所说的止、定、静、安、 虑、得为要领。每一阶段，都要找出不安的原因，再设法加以合理的调整。考虑时应该治标和治本并重，以免流于头痛医头、脚痛医脚，反而害了根本。
The Chinese people are capricious and also know how to change something, they used to setting and amending their plans after setting an initial plan.So setting a perfect plan consists of several steps:choosing a leading direction, catching the main points,making some wise decisions and having some adjustments due to the practical situation, and the whole process must regard the stoppage, fixing, silence, calmness, consideration and gain from The Great Learning as the top rule. In every stage, the reason for anxiousness should be found out and the proper adjustment should be offered and during consideration, temporary and permanent solution should be made equally,otherwise the core of the plan may be destroyed by stop-gap measures. 
  100-101页） 预测是需要的，至诚可以前知。退而求其次，用“安人”来推理。提出计划的人，若是居于至诚或责任感，都应该合理地坚持，大家才能够体认出它的可信度。中国人对未来的变化，大多深具兴趣，也十分用心在推测。我们对心想事成的道理，甚具信心。
101页）未来是我们自己想出来的，中国人很重视未雨绸缪,凡事都要用心盘算,可见计划在中国式管理过程中居于十分重要的位置。
Prediction is necessary,sometimes sincerity can predict something in the future.Likewise,pleasing people is used to deduct the future.The people who put forward the plan should insist on the plan with his highest sincerity and responsibility, so that others can believe the plan. The Chinese people have great interest in changes in the future and predict changes sincerely.Some people have strong belief in the hope that all the wishes come true.
   Future is imagined in peole’s mind. The Chinese people attaches importance to the preparation for what might happen,and calculate everything carefully. Obviously the plan has an important position in the process of Chinese-style management.
    
    第一节  边做边修
101页）计划就是我们常说的盘算，是对可预见的未来做出有条理、有系统的打算。中国人喜欢未雨绸缪，便提早在事情未发生之前好好盘算，用心打算。凡事求慎始，必须重视审慎的计划。
It is said that plan is preparation,which also means make a rational and systematic plan for a predictable future.The Chinese people would like to prepare for what might happen,and calculate everything carefully. Everything must have a prudent plan for a good beginning.
101页）对于组织来说，计划就是对这个组织所要达的目标，把组织的相关活动整合起来，使其有效地配合，以减少人力、物力的浪费，并且提高绩效，增加效益。
For an organization,the plan means the goal must to be reached. It should integrate the activities, and make the cooperate effectively for reducing the waste of manpower and material resources,so as to  improve performance and increase effectiveness.
101页）计划是决策的具体化，执行的时候，作为行动的依据。同时把执行的成果与计划的要求相比较，可以找出两者的差异性，进行控制性的调整。完成目标之后，也要依据原先订立计划的标准来评估达成的绩效，作为下一次改善的参考。
   The plan is the concrete form of decision,and it is also seen as the basis of the action. It is feasible to find out the difference and make some appropriated adjustments by comparing the results of action with the goals of the plan. After finishing the goal, it should evaluate the practical effectiveness according to the criterion of the original plan, which can be a reference for the next amendment.
 
101页）计划的种类，可以分别从特性、时间、组织、主题和要素等方面来加以区别，现说明如下:
The category of plans could be respectively distincted in aspects of  characteristic, time,organization , theme and element, with a description as follows:
1. 从特性分，有主要计划与次要计划，有弹性计划与固定计划，也有成文计划与不成文计划等。
1.In terms of characteristic, there are main plans and secondary plans, flexible plans and fixed plans, written plans as well as unwritten plans and so on.
2. 从时间分，有1年以下的短期计划、3—5年的中期计划、10年以上的长期计划等。
2.In terms of time, there are short plans less than one year, middle plans from three to five years and long-term plans beyond ten years and so on.
3. 依组织分，有个人计划、部门计划以及团体计划等。
3.In terms of organization, there are individual plans, department plans and group plans and so on.
4. 依主题分，有人事计划、行销计划、生产计划、财务计划等。
4.In terms of theme, there are personnel plans, marketing plans, production plans and financial plans and so on.
5. 按要素分，有目标、政策、程序、方法等。
5.In terms of element, there are objectives, policies, procedures and methods an so on.
101页）实施计划的时候，在心态上必须革除下述几种障碍，才能够达到预期的效果:
When carrying out plans, you are able to reach anticipated effects only when you mentally overcome the obstacles set out as follows :
第一， 102页）不可偏离组织的既定目标。一般来说，组织的目标必须正大光明。这并不是用来号召员工，欺骗大众，光是嘴巴说得好听的。因为若非如此，一旦经营绩效良好，营利所得很高的时候，经营者和员工都会出现不同程度的失落感。一方面搞不明白赚这么多钱有什么用；另一方面则怀疑人生的目的究竟是什么，人生的价值何在。
First and foremost, you are not allowed to deviate from the fixed objectives of organization. Generally speaking, the objectives of associations have to be righteous and bright. It doesn’t mean to appeal personnel, deceive the public and only speaking beautiful words. Since if the objectives of organization are not righteous and bright, once a better result of operation has been achieved, and the received profit keep in a high level, both the operator and the personnel would come to a sense of frustration in a different degree. On the one hand, they couldn’t figure out what is the use for earning so much money, on the other hand, they would doubt what on the earth is the purpose of life and where could they find the value of life.
102页）中国人普遍认为赚钱不是经营企业的唯一目的，于是预先设防，不让自己产生这样的苦恼。目标正大光明，钱赚得越多越有成就感；目标只是为钱，固然可以满足私人的欲望。但是，钱赚得越多，就越容易产生失落感。计划的时候，必须针对这种可能的弊病，预先做好工作。
A common idea in Chinese mind is that making money is not the only aims when operating a corporate, therefore they would set a defence to keep themselves from bothering. Righteous and bright as your objectives are, the more money you make, the greater sense of achievement you might feel; if you merely aimed at money, you are sure to meet your private desire. However, the more money you make, the easier you would get a sense of frustration. When making a plan, you must arrange your work previously against this possible disadvantages.  
 
第二， 102页）不可以存心迎合上级的喜好。人们当然希望计划能够获得上级 的同意和支持，但是不可以因此而存心讨好上级，以免忽略了合理性与可行性的考虑。我们可以在提出计划之前，设法事先和上级沟通，极力营造良好的气氛，使上级欣然同意并且大力支持，却不能够用讨好的方式，诱使上司做出不合理的决定。这会对将来计划的执行，以及计划执行的效果产生不良的影响。那时候上级发觉原来如此，必然对计划者丧失信心，以后再提其他计划，上级一律不愿接受，反而害了自己。计划时应仍然以合理性和可行性为主要原则，然后再设想各种有效方法,促使上级接纳并加以支持。
Secondly, you are not allowed to appeal to the hobbies of your superiors on purpose. Surely, people hope to plan for achieving the contentment and support from their superiors, but in no way should they deliberately please their superiors, lest overlooking a consideration of rationality and feasibility. Before we propose a plan, we can try to communicate with our superiors, put an all-out effort to create a good atmosphere and so as to make our superiors happily content and strongly support, instead of in a way of flattering and inducing our superiors making an irrational decision. For it will have an adverse influence upon how the plan performs and the effect of how the plan performs. The superior then will find so it is and absolutely lose the confidence in the planner. And then when you propose other plans, your superior will refuse to accept any of them, so you will find the one you hurt is yourself. when making plans, you should still consider the rationality and feasibility as the main principals, and then assume all sorts of effective methods, promote your superior to accept and support you.  
第三， 102页）不可以伪造证据或虚报讯息来瞒骗上级。'计划必须将各种有利'的条件巧妙地组合起来，才能够打动大家的心，合力用心来加以执行。但是，不可以因此而伪造证据或者虚报讯息，言过其实地把条件加以有利化。最好的办法，应该是积极和相关的同仁沟通，确实查明各种情况；并且利用卡片，将每一种条件注记清楚，经过排列组合，求得适当的构想。
Thirdly, you are not allowed to fabricate evidence or deliver false information to deceive your superior. Plans have to combine all sorts of conditions which are advantageous together so that you are able to touch people’s heart and perform it with a combination of co-effort. However, you are not allowed to fabricate evidence or deliver false information and extravagate the conditions to be more advantageous. The best solution should be actively communicated with relevent collegues, confirmed and investigated all kinds of situations; moreover, clearly noted each of conditions by taking advantage of cards, achieved proper concept through arrangement and combination.  
 
第四， 102页）不可以贪婪地将满腹的创意全部容纳。计划固然需要创意，但是一下子要把所有的创意全都纳入计划之中，而使得内容变得十分复杂，并不是良好的心态。最好先把计划的目标简化，过滤那些不必要的创意，务求做出合乎目标需求的简易可行的计划。
Fourthly, you are not allowed to greedily contain all of your creative ideas. It is sure that plans need creative ideas, but it will never be a good mind to include all your creative ideas into your plans in one time, because that may cause the context fairly complicated. You’d better simplify the objectives of the plans, filter those unnecessary creative ideas, aim for a simple and feasible plan which meets the need of objectives. 
 
'102-103页）'第五，不可以没有代替方案。计划通常必须呈报上级或经过会议讨 论，才能够付诸实施。越具有创意的计划，由于曲高和寡，或者创意越佳 大家越没有面子，因此越容易遭受上级和同仁的批评和否定。不是冷言相讥，便是要求修正。所以提出计划时，最好同时提出甲案、乙案、丙案，使大家认为是大家的决定，而不是提出计划的人自己就可以做决定，因而比较容易表示同意，也比较愿章做出选择。
 
   Fifth, alternative plans are necessary. Plan can be only conducted after its presentation to superior and discussion on conference. Because it is too high to be acceptable, the more creative and better plan is, the less confident others would become. In the end ,one would easily suffer from criticism and negative attitudes from superior and colleagues. They will either sneer at him with sarcastic comments or require him to correct it. Therefore, one should better put forward his plan with other alternatives, making others believe that it is them not the planner himself who can make decision. Thus, people would be more willing to make a choice and more agreements would be achieved.
 
    103页）计划通过以后，如果不能付诸实施，实际上和被否定一样，都等于胎死腹中。要使计划顺利推行，最好的办法是用心做到下述三点：
'103页）'第一，在拟订计划的时候，多和相关的同仁沟通，让他们有参与感，实施时才会自动协助，而不故意阻碍。这种和计划有关的“铺路”工作，必须因人、因事、因时、因地而制宜。遇有非难或反对时，更需要耐心沟通，不能够轻易放弃，或者恼羞成怒，徒然添增敌对的力量。
 
    In fact, although this plan has been approved, if not being put into practice, result would also be the same as refuse like a baby who died before his birth. To ensure a successful plan, the best way is to focus on the following three tips:
First, communicating with the related colleagues while drafting the plan, giving them a sense of participation so that they would give assistance automatically instead of setting obstacles deliberately in practice. These paving works related to plan must be vary from different people, things, time and places. When running into blames and disagreements, one should be more patient to communicate rather than giving up his plan easily or busting into anger, which would strengthen the opposite force without any efforts.    
 
'103页）'第二，利用机会与相关同仁做好事前的沙盘演练。在演练过程中，我们可以发现：越是真诚参与的同仁，越会毫不保留地道出实情。此时必须虚怀若谷，尽量包容每个人的宝贵意见，不但使计划的内容更趋完美，而且执行时可以获得更多的助力，使计划能够更顺利地施行。
Second, make use of chance to imitate the plan with colleagues before its real implementation. In the process of imitation, we can find that colleagues who sincerely participate in this plan tend to be more frank when telling the truth. At that time, one should be open-minded and tolerate everyone’s valuable suggestion as many as possible. By doing so, we can not only perfect plan’s contents but also get more help during the process. Therefore, this plan can be implemented more successfully.
 
 
'103页）'第三，执行计划时，必须把功劳推给同仁，而将过失归于自己，才能 够一路顺利而和谐地实施下去。如果有缺失便指责别人，有功劳便据为己有，势必引起同仁强烈的不满，以致计划执行时受到很大的阻碍。当计划进展得不如意时，应该深入追究原因，做必要的变更或修正。
 
     Third, in practice, one must attribute success to our colleagues, fault ourselves. Or else, plan cannot be carried out successfully and harmoniously. If one keeps all the contribution for himself while blaming others once there are some mistakes, it will inevitably arouse strong discontents among colleagues so that hinder the implementation of plan. When the plan is performed unexpectedly, one should explore deep reasons and make appropriate adjustments and changes.  
 
103页）计划在推行过程中，如果坚持不能做任何变更，很可能被迫停止，也等于胎死腹中。因此在不改变目标、不改变计划本质的同时，可以采取边做边改的方式。因为从草拟计划，讨论通过计划，到着手施行，已经产生了若干变数，使计划不得不做出部分调整，应该是不得不如此的权宜措施，也是大家比较能够配合的做法。
 
    If one consists not to make any changes in the implementation, his plan would be forced to stop which is much like the baby who died before birth. Thus, one can take the method of adjusting plan while bringing it into effect, with its goal and essence unchanged. Since changes have happened on original plan from drafting, discussion, and practice, making small adjustments is an expedient makeshift and the proper way that is acceptable by others.
 
103页）不论依照计划实施，或者逐步修正，实际上和领导执行的人有十分密切的关系。若是领导能力良好，对计划的目标有深度的了解，加以成员的意愿高、能力强，执行的结果必然令人满意。特别是在解决要不要变更、怎样变更等问题时，更需要领导执行的人具有沟通的能力和尊重同仁的修养。在“不可不改变，不可乱变更”的大原则下，借着同仁的同心协力， 必能越改越合理。
 
    As a matter of fact, the leader of implementation has very closed relations with the plan, whether it should be carried out accordingly or be revised gradually. The result of conduct would be satisfying, if the leader who has excellent leadership and deep understanding about its goals, works with able members of strong willingness. A leader having the high capability of communication and respecting colleagues is mostly needed especially when it comes to the problems about whether or not should make changes and how to adjust plan. Under the general principle of changes are needed but the proper ones, with the concerted efforts from colleagues, plan is bound to be more and more reasonable. 
 
 
   第二节  大智大慧做决策
104页）古人说得好:千军万马容易得，一个大将最难求。组织成员的多寡， 并不足以展现机构的实力。决策者的素质，才是攸关成败的关键。我们常 说总经理对公司营运的好坏，其影响力高达70%以上，便是这个道理。
 
     Part two: people with great wisdoms make the decision.
  There goes an old saying: it is easier to recruit thousands of soldiers and horses than to find a general to command them. Numbers of group members cannot reveal the real strength of the organization. It is the quality of decision maker that is essential to success. That is why we often said that the influence of the general manager on company’s operation is up to more than70%. 
 
 
104页）在三顾茅庐的故事中，刘氏集团的首领为了礼聘集面的决策者，对诸葛亮万分礼遇，结果取西川，称王西蜀，而三分天下。证明刘备找对了决 策者，获得了辉煌的成果。诸葛亮一生谨慎，却在街亭一役，用错了马谡，致使街亭失守，影响全局。马谡言过其实，只能够纸上谈兵。诸葛亮把他当做决策者看待，难怪要挥泪把他斩首，还要自行处罚，因为所产生的恶果实在太严重。
In the story of paying three visits to the thatched cottage, in order to sincerely invite considerate decision-makers, the leader of Liu Bloc treat Zhu geliang with great courtesy, which in turn help him take over Xichuang, being the King of West Shu and occupying one third of Chinese territory. That testifies the fact that Liu bei made great achievement by means of choosing a helpful decision-maker. While prudent as Zhu geliang is throughout his life, he was defeated in the war guarding Jieting due to his mis-employment of Maji who was indulged in empty talk. As severe consequence was begotten by Zhu geliang’s appointing Maji as decision-maker, it is no wonder that Zhu beheaded Ma with tears and punished himself.       
 
   104页）在计划之前，必须先做好决策。依据既定的策略，再来计划，比较切合组织目标，不致过分理想化与空洞化。决策的品质，则系于决策者的素质。可见，只有由优质的决策者做出良好的决策，才能发展出有效的 计划。
It is a must to make a right decision before planning. Plans made in accordance with a certain strategy are more relevant to organization goals without being too idealizing or hollow. As the efficiency of a decision relies greatly on the making of decision-maker, efficient plans can only emerge from the right decision made by a brilliant decision-maker.        
 
 
    104-105页）决策者的素质，主要在大智大慧。大智指“具有解决决策问题的知 识”，而大慧则指“能够聪敏地看清事实的真相以及相关的德行”。两者合 在一起，成为我们常说的“道”。荀子在《天论篇》中明白指出：“万物 为道一偏，一物为万物一偏，愚者为一物一偏，而自以为知道，无知也。” 其意为万物都不过是道的一偏，一物更是万物的一偏。而愚者所见，又是 一物的一偏，这时候如果认为自己是知道的，那就是一无所知了。道是大智，应该把所有事物合在一起看，合在一起想。可惜像慎子、老子、墨子、宋子这些已经十分了不起的人士，有时候还会陷入一偏之见。鸯子接着说：“慎子有见于后，无见于先;老子有鉴于诎，无见于信；墨子有鉴于齐，无见于畸；宋子有见于少，无见于多。”慎子即慎到，主张随后而不必争先，因为他只看到后的一面，却没有看见先的一面。老子提倡守柔，不敢为天下先，只看到屈的一面，忽略了伸的一面。墨子兼爱，没有尊卑的差等，显然只看到齐的一面，没有注意到畸而不齐的一面。宋子即宋妍，只见到欲少的一面，忽视欲多的一面。荀子批评有后无先，则群众无门路可循；有屈无伸，则贵贱无所分别;有齐无畸，则政令无从施行； 有少无多，则群众无由成化。这些都是自以为是而不知晓更有大道的存 在。他在《解蔽篇》中提出“夫道者体常而尽变，一隅不足以举之”的观 念，认为道虽有体有常，却其变难尽，这些一面之见，不过代表道的一 偏、一隅，不足以涵盖道的整体；持有一偏之见，便成为曲知之人。
The making of a decision-maker is mainly reflected by his brilliance and sensibility. Brilliance refers to the knowledge about decision-making while sensibility is the sagacity in seeing the truth and relevant virtues. The combination of these two qualities is the so-called Tao. As Xunzi clearly pointed out in his Theory of Nature, “All things are parts of Tao; one thing a part of all things; and what we see is just a part of one thing. Therefore, it is ignorant to claim oneself as knowledgeable.” Putting all things together and taking all factors into consideration is a kind of intelligent Tao. However, it is really a pity that extraordinary as Shenzi, Laozi, Mozi and Songzi are, they would sometimes be stuck in their one-sided views. Yangzi also criticized, “Shenzi followed others instead of taking the lead; Laozi learned lessons from clumsiness but not faithfulness; Mozi paid attention to parity but ignored imparity; Songzi emphasized the minority but overlooked the majority. ”Shenzi or Shendao advocated to be followers instead of leaders because he only observed from the view of following ones. Seeing from the respect of retreating but not advancing, Laozi preferred to be gentle and didn’t dare to take the lead. Judging from his theory of social equality and universal love, it is obvious that Mozi paid no attention to the imparity. And Songzi or Songyan has ignored the majority. Xunzi commented that there would be no way out without leaders, there would be no distinction between nobleness and lowliness without advancing; there would be no room for decree to play its role without imparity; and there would be no reason to be unified without the majority. All those are resulted from conceit without realizing the existence of Tao. In his On Removing Blindness, Xunzi stated, “Concrete and eternal as it is, Tao is always changing itself and therefore can not be expressed by one-sided views. ”As the entirety of Tao can not be represented by any of its parts, those who stand on their one-sided views would misinterpret knowledge.
105页）曲知之人，其智慧有所偏蔽，往往只知其一，不知其二，今天称之为 “专家”。专家决策，依荀子的见解，内以乱于己，外以欺于人，造成上以蔽下、下以蔽上的蔽塞之祸，实在危险万分。总经理若是“站在我的专业判断”来下决策，恐怕所下皆下策，祸患无穷。
Blinded in their wisdom, those who misinterpret knowledge only know little of it. From the viewpoint of Xunzi, the decision made by current experts would confuse themselves inside and deceive others outside, incurring the devastate co-hoodwink between the upper class and the lower class. A decision made by a premier standing on his own professional judgment is an unwise one that would lead to endless trouble.      
 
 
105页）历代做大决策的人，都有一个共同的特质“无知”。反观那些自 以为有知的决策者，无不刚愎自用而自取灭亡。可见有知而自认为有知’ 大抵都摆脱不了一偏之见。唯有有知而自认为无知，才能求贤、寻贤、用 贤而臻于大智大慧，也就是大智若愚的最佳表现。
 
  People who made the important decisions in the past dynasties shared the common chactistics---ignorance.Yet those decision-makers who considered themselves wise, by contrast, tended to be self-willed and eventually cut their own throat. This perfectly proves that the wise who are well aware of their knowledge can hardly free themselves from prejudice. Only the knowledgable who always stay foolish can succeed in seeking the talents and employing them so as to perfect their wisdom, which is also the best manifestation of staying foolish.
 
  105页）总经理有意见，马上就表示得清楚明白。大家就知道他不想听取别人 的看法，因此无言以对，或者顺着他的意见去引申。听不到不同的声音， 所做成的决策，大多偏于一隅而难以周全。荀子说：“态度威严猛厉’不 肯稍微宽容，下面的人，就会害怕而不敢亲近，因而深自隐蔽，不肯竭尽 其情。”楚汉相争时的项羽，自幼熟读兵书，武艺超群，自封西楚霸王。自认为天下无敌而刚愎自用，容不下智者贤人，韩信、陈平、范增一一离 他而去，终于垓下自刎，悲惨收场。刘邦自谦“运筹于帷幄之中，决胜于千里之外，吾不如子房；镇国家，抚百姓，给饷馈，不绝粮道，吾不如萧何；连百万之军，战必胜，攻必取，吾不如韩信”，结果却打败项羽，建立伟大的事业。决策者自认无知，才能够转化为有知。总经理有意见，却能够隐藏起来，暂时不说，把它转换成问题，多方征询各位经理的意见。集合众人的看法，再综合在一起，做到“天下之治，天下之贤共理之”，使公司决策，由相关干部来共同拟订。
  
   For example, if a general manager has his own opinion clearly understood, then every employee is well aware of his unwillness to get others’ points of view.                 Therefore, they would either agree with the manager’s idea or go further on the basis of the opinion proposed. Thus the decision made without different voices would inevitably be one-sided and far from perfect.Xuncius, the Great ancient Chinese thinker and educator, once said, “If a emperor is pushy and fierce and never shows any tolerance towards his ministers, then the latter would be too frightened to get close to the former, leading to a result that the opinions would be concealed and the feelings restrained.” During the period of Chu-Han Contention, there was a man called Xiang Yu proclaiming himself the King of West Chu state. He had comprhensively studied military books since childhood and had had a good mastery of martial arts. He thought himself invincible wherever he went and was so self-opinionated that his talents left him one after another, including Hanxin, Chenping and Fanzeng. As a result, he was besieged at Gaixia(in today’s Anhui province) by Han army where he desperately took his own life, ending up with tragedy. By contrast, Liu Bang, the king of Han State, tried to be self-effacing by saying that, “Zhang Liang’s devising strategies within a command tent makes certain the victories of the battles thousands miles away. I am not his match. With regard to settling the country down, pacifying the people, providing the provisions for the soliders and making the road of food trasportation unblocked, I am not as good as Xiao He. Leading millions of soliders to fight against the enemies , Han Xin won every battle he involved in and captured something for sure, I am behind him in this aspect. The final result is that Liu Bang defeated Xiang Yu and estalished his great cause. Therefore, we can conclude that only when the decision-makers consider themselves ignorant can the ignorance be converted into wisdom. To make it more concrete, if the general manager can temporarily hide his own opinion in the heart and have it unspoken until he manages to transform it into the problem and then seeks the points of view of other employees. After all kinds of views are collected, then the general manager combines them together, trying to follow an old practical saying “All talents should take part in the adiministration of their own country”. Likewise, the important decisions should be made jointly by the related managers.
 
 
 105-106页） 经理免不了本位主义，常常为了部门的利益而提出一偏之见。总经理 本着“宰相肚里能撑船”的精神，以宽广的胸怀容纳各部门的观点，统合全体的意见，做出合理的决策。这时候必须沉着冷静、临机果断地表现坚强的决断力。决策之前，广泛搜集意见，好像自己毫无所知。决策既定之后，果断坚决，勇往直前。虽然说边做边调整，却是方向不变，目标坚定，只是包容各种变数而随着需要而改变，绝非犹豫不定，鋳踏不决。
      In general, a manager is hard to get rid of selfish departmentalism, thus some partial suggestions would be put forward from the perspective of the interest of his own department. Hence, the general manager should be more tolerant and lenient to accept the opinions from every department and then summarize all the opinions so that a reasonable decision can be made. The general manager, at this step, must be imperturbable and decisive to present his ability. Before the decision is made, he acts as if he knew nothing and starts to widely collect the opinions. Once the decision made, he then would become resolute and firm, going forward fearlessly. Although the adjustment has to be made in the course of decision-making, the direction remains unchanged, and the aim is unswerving. The changes are done out of requirment and the tolerance, but it doesn’t absolutely means hesitance and vacillation.
 106页） 韩非子在《五蠹篇》中，特别指出五种专门蚀耗组织力量的人，实际上都是最高决策者自己拿不定主意，才把他们宠坏的。可见主持决策的人，必须有大智大慧；只不过是先深藏不露，然后待时机成熟，再表现魄力罢了。《主道篇》更说明决策者不要表示自己的意见，如果明白表示，干部就会显弄异才，以迎合首长的观点。最好的方式，是决策者有智慧却不显露，在上面好像没有作为一样，才能够聆听到各方面的真实情况，掌握住全面的道理。不需要多言，却能综合大家的意见。干部自然用心地说明现况、提供意见，全心全力地协助首长做出合理可行的决策。但是，要做到这种地步，必须首先确立决策者的权威，也就是拥有改变个人或组织的权力。总经理的权力若是超过由职位所产生的职权，大家就更加用心， 来帮助他做好决策，一副荣辱与共的模样。总经理如果不知不觉被架空，有职无权，大家看在眼里，也就袖手旁观，冷眼旁观总经理到底能够变出什么花样。可见决策者的权威，乃是产生良好决策的基础。
  
  Han Feizi particularly pointed out in Wu Du chapter of his book Han Feizi, the five kinds of people who specially diminished the power of the organization. Virtually, they were spoiled by the decision-maker who himself failed to make up his mind. Thus it can be seen that the decision-makers should be full of wisdom, but should have it hidden until the ripe time comes. Zhu Dao chapter in the book Hanfeizi states more specifically that a decision-maker should not voice his own opinion at first. If he has it understood first, the cadres would probably express their agreement to cater to him. The best solution is that the decision-maker can conceal his own wit and performs as if he had no idea about the problem so that the real situation from all aspects can be heard and the comprehensive situation can be controled. Therefore, he who says less combines all the opinions from everyone. It is natural for the cadres to explain the current situation, provide their advice and assist their leader cadre to make the reasonable and practical decisions with heart and soul. However, in order to attain this aim, the authority of the leader cadre must be established, which means the leader should have the real right to alter his subordinates and the organization. If the right of a general manager actually surpasses what it ought to be, then every member would work harder to help him make better decisions, trying to act like sharing weal or woe with their leader. But, if the general manger is just a symbol with no real rights, his subordinates would see with their own eyes but just stand aside indifferently to see what on earth the general manager can do next. Therefore, it can be concluded that the authority of the leader is the basis for making the good decisions.
 
 
卢沛君 1532201031
Week 1
 
106页）自古以来，有大将的职位，却缺乏大将之才的，必定死于非命。有大将的才能，却得不到大将的职位的，不可能获得发挥。决策者应该珍惜既有的职位，好好发挥自己的大智大慧，时时以无知来启发大家的有知，以无能来诱发大家的有能，以无才来展现大才，使所有决策，都能集众人之智，面面周到而无所偏颇。依据这样的决策，定出来的计划，自然可行而有效。
 
    Since ancient times, he who enjoys an occupation of a general but lacks the ability of being a general, is bound to die an untimely death. He who possesses the gift of being a general but fails to gain the occupation, is impossible to exert his ability. Therefore, decision-maker should value the occupation he already has and exert his great wisdom well. He must often inspire people’ s knowledge with his ignorance, induce people’s competence with his incompetence, and display people’s great wisdom with his disability, so that all decisions can gather the public wisdom, be thoughtful in all directions and not be biased. Decisions and plans made in this way will surly feasible and effective.
 
第三节  以止、定、静、安、虑、得为过程
'Section Three ' Taking stop, settling, calmness, comfort, consideration and 
'              'attainment as the process
 
106页）《大学》是中国最早的管理学。它开宗明义，指出大学之道，在明明德，在亲民，在止于至善。意思是说：管理的要领，在修己，在安人，在时常调整。
    '
    'The Great Learning is the earliest book about management in China. It makes clear the purpose and main theme of management from the very beginning, pointing out that the essential of The Great Learning is to promote morality, refresh people’s mind and pursuit the supreme good for the entire life. In another word, the essential of management lies in self-cultivation, making others feel settled and making adjustment at a suitable time.
 
106-107页）怎样调整呢？视每一阶段内外环境的变迁，做好合理的决策，然后依据决策，来做合适的调整。可见阶段性调整十分必要，而决策更是管理的必要过程。这和近代决策论者指称的管理的主要过程即是决策的看法相当接近。西蒙（H.A. Simon)甚至肯定管理就是决策，颇有见地。《大学》 接着说：“知止而后有定，定而后能静，静而后能安，安而后能虑，虑而后能得。”这明白地指出决策的过程，即为止、定、静、安、虑、得。
 
How to make an adjustment? A rational decision should be made in accordance with the changes of the internal and external environment in every phase, and then a reasonable adjustment will be made according to that decision. Therefore, phased adjustment is crucial, and moreover, decision-making is a necessary process of management. This is quite similar to decision-theorist’s view in modern times that the main process of management is decision-making. H.A.Simon even affirms that management is decision-making, which is insightful. The Great Learning states that  once knowing when and how to stop, one can settle down a direction, clam down and feel safe. After that, he is able to consider and then attains what he wants. It clearly points out that the process of making decision are making stop, settling down, calming down, comforting, considering and attaining.
 
107页）管理讲求止于至善，所以每一阶段都需要知止，也就是知其所应当止的意思。止就是至善的所在，知止便是知道所应该采取的合理立场。管理的最高目标在安人，管理者的任何决策，都必须站在“实现安人”的基目标，先找出令人不安的原因，再设法加以调整。管理者做成决策之前，固然没有办法预知可以获得什么程度的安人，但是以正大光明为标准，拿正大做思考的出发点，一切为公不为私，应该是合理的选择。
    
    Management stresses on aiming at supreme good, therefore knowing where to stop is necessary in every phase, which means knowing when and how to stop. Stop is where the supreme good lies in, and knowing how to stop is knowing what rational position should be taken. The ultimate purpose of management is to reassure others, thus, any decision made by the manager must put the basic purpose of “realizing reassurance” first, finding out what makes people feel restless first and then manage to make an adjustment. Undoubtedly, it is no means for a manager to predict what kind of reassurance would be achieved, but it should be a reasonable choice of setting uprightness and justness as a standard, taking uprightness as a starting point of consideration and doing anything for the public not the self.
 
107页）决策时以正大为目标，便能有定，也就是意志有定向。所谓决策，其实就是为了达成安人的目标，从两个以上的代替方案中，选择一定的方案。为了达成最终的安人目的，管理者还可以把它分割成若干中间目标，例如企业管理站在正大光明的立场，以“股东的安”、“员工的安”、“顾客的安”以及“社会大众的安”为定向’即可再进一步，将这些中间目标 细分为若干直接目的，分别从生产、销售、财务、人事等取向，来探讨其利润、绩效、安全与责任。
 
    While making a decision, uprightness should be set as the purpose and then comes the direction which is also the direction for will. The so-called decision-making actually is to achieve the purpose of reassuring others by choosing the most proper plan from two or more alternative plans. Besides, to achieve this purpose, decision-maker should divide it into several intermediate goals. For example, from a position of uprightness and justness, business management should set the reassurance of shareholders, employers, customers and society as a direction, and then makes a further step to divide these intermediate goals into several direct goals, in order to probe into the company’s profit, performance, security and responsibility from the aspects of manufacture, market, finance, personnel and so on. 
 
107页）依据决策者所秉持的定向，潜心研究相关的资讯，此时心不妄动，自然能静。当今资讯时代，必须慎防资讯泛滥。决策者如果缺乏定向，面对杂多的资讯，势必不知如何是好而心慌意乱，无法潜心研究，也就是心常妄动，安静不下来，不知道如何选择正确、合用的资讯。定向有所偏差，心也静不来，这也是一种警示的信号，必须自己妥为调整，务求心安，才知定向无误。
    
    Based on the direction that he upholds, the decision-maker can concentrate on studies of relevant information and becomes calm, without acting rashly. In the information era, one must carefully avoid the overflow of information. Without a certain direction, the decision-maker will confront a lot of complicated information and probably does not know how to deal with it. Under such a situation, he will fall into a great flutter and cannot concentrate on studies. That is, he will easily act rashly and cannot calm down, having no idea how to choose the proper and helpful information. Any deviation of the direction will also result in restlessness, which can be taken as a signal for caution. The decision-maker should make any adjustment to calm down so that he can tell whether his direction is proper or not.
 
                  15笔译 唐文婷  1532201032
   
   107页） 既能心不妄动而潜心研究，那么决定者无论坐、卧、行、立，都能够念兹在兹，深思熟虑各种资讯的必要性与正确性，所以能安。决策者心安，生活自然正常，不致因紧张不安而误判误导。同时决策者能安，必能思考精微详尽，面面倶到，而且无远弗届，这就是能虑的具体表现。这样精密、详尽的思虑，必然可以获得至佳至当、适时适机、并能安人的良好决策，即为能得。
The decision maker can focus his mind on the problem no matter what he is doing and see clearly about the necessities and correctness of all kinds of information.That’s the reason why the decision maker can keep a peaceful mind.A peaceful mind will bring life in good order so that the decision maker will never make incorrect judgments or incorrect guidance.With a peaceful mind,the decision maker is able to think thoroughly and reach every aspect of a matter.So no matter how hard the goal is,the decision maker will definitely achieve it at last and this is the concrete manifestation of being able to think.With detailed thinking like this,a good decision that is most appropriate and could bring peace and harmony for the people can be achieved.Achieving of this good decision can be describing as being able to “get”. 
 
 
108页）得的意思，是得其所止。获得合理的决策，当然能够在此一阶段中止 于至善。然后再依据变数，寻找下一阶段的决策，以便做好阶段性的调整。
The meaning of “get” is to reach the perfect end.Once we make a sensible decision,we will reach  a perfect situation in one stage .Then we can seek for decisions for the next stage according to the  changes in order to prepare for stage adjustment. -
 
108页）“止”可以看做目标，而“定”代表若干相关的假设。“静”才能够寻觅出一些可代替性的方案，“安”是多方搜集有关的资料和资讯，“虑” 表示分析和判断，于是得到合理的决策。整个止、定、静、安、虑、得的过程,和现代管理所揭示的决策程序，完全相符合。
The Chinese word“zhi” can view as goals,and “ding” represents the related assumptions.With “jing” we can think out some alternatives.“An” means collect materials and information through  all sorts of ways.“Lu” means analyze and judgment that contributed to a sensible decision.The whole procedure of “zhi,ding,jing,an,lu,de” is completely match the decision making procedure in modern management.
 
 
 
108页）《大学》又说: 物有本末，事有终始，知所先后，则近道矣。管理者 获得合理的决策，则一切事物的本末终始，无不了然。这时可以按照先后 缓急，来厘定计划，再顺序执行，并适时加以考核，调整误差，以寻求安人的管理效果。这样一路做下去，就合乎管理的道理了。
“The Great Learning” also said:there is a proper sequence of the foundation and end-results of everything and those who knows the rule of it will get close to the truth.Once the manager makes a sensible decision,he will definitely have a clear picture of the sequence of the things.Then the manager can make plan according to the priorities of different matters.After making plan,he can carry out in sequence and make adjustment according to changes to seek a management effect of bringing peace and harmony for the people.Carry on like this,the decision-maker will find the right path to good management.
 
 
108页）决策本身就是一种选择，从众多的备选方案中选出一项行动的途径。 大学》指出管理的最高目标为平天下。世界上的国家很多，强凌弱、众 暴寡的情况，有目共睹，怎么能够平呢？任何一个国家，有心要平天下，必须先治理好自己的国家；想要治理好自己的国家，必须先整治好自己的 家庭；想要整治好自己的家庭，必须先修治好自己的身体；想要修治好自 己的身体，必须先端正自己的心灵；想要端正自己的心灵，必须先诚实自心所发出的意念；想要诚实自心所发出的意念，必须先推极自己的知识；而想要推极自己的知识，那就必须研析穷究一切事物的真理。由此可见，决策者的修己功夫，做得好不好，才是决策能不能安人的关键。修、齐、 治、平的顺序，一方面告诉我们决策必须以修己为起点，一步一步向外扩展，另一方面却希望我们决策应该具有宏大的国际观，从整个宇宙着眼， 以我们只有一个地球为警戒，拿平天下的理想，一步一步向内分析，才知道我们眼前必须做什么样的调整，却能够不影响到未来世界大同的远景。现代化的决策者，最好在全球化和本土化之间，寻求合理的平点， 以求止于至善。
Making a decision is the same as making a choice.It is a way to decide your action from  many alternatives.“The Great Learning” points out that the supreme goal of management is to manage the world in order.There are plenty of countries in the world and we all can see that the situation now is that the powerful countries bully the weak ones,the big groups of countries isolate the minorities.So,how can we manage the world in order?For all the country,if they want to manage the world in order,they at first must manage their own country in order;for those who want to manage their country in order,they at first must manage their family in order;for those who want to manage their family in order,they at first must keep their body in a harmony situation;for those who want to keep their body in a harmony situation,they at first must keep their mind in peace;for those who want to keep their mind in peace,they at firs must be true to their heart;for those who want to be true to their heart,they at first must enrich their knowledge;for those who want to enrich their knowledge,they must at first explore the truth of everything.So we can say that the key of whether a decision can create peace and harmony for the people or not lies in how well the decision maker can  cultivate his personal life .The sequence of self-cultivation,family regulation,state administration and universal harmony in one respect tell us that our decision-making process must start from self-cultivation.However,in another respect,it is about encouraging us to develop a broad global view for making decision.We should keep in mind that we have only one earth and hold a dream for universal peace and harmony so that we can find out the adjustments that we have to make to assure a harmony world in the future.The decision maker in modern world should strike a balance between globalization and localization in order to reach a perfect situation.
 
 
 
108页）决策者的国际观，应该以平天下为标的。看出现实的不平等，而尽力 求其平等。用现代的话来说，平天下就是世界各国的国际地位平等。要做到这一步，必须各个国家尽力治理好各自的国家。平天下从治国人手，便是先治后平的道理。
The decision maker’s global view should aim at manage the world in order.He should find out the inequities and endeavor to achieve equality.In modern words,a world in order means that all countries enjoy the same international status.
 
 
 
 
108-109页）各个国家的治理方法有所不同，中国之所以能够五千年来一脉相承，历经风雨飘摇而始终不灭亡的原因，在于齐家的方式奠定了中国的基础。我们的齐家，是以孝友为根本原则，由家庭之中的父父、子子、夫夫、妇妇，推广到宗族之间，使我们平时可以不依赖政府而自己解决很多切身的问题，而遭遇天灾人祸时，也能够承受外来的压力，非但不被压迫而解体，却常常更为加强内部的团结。
Different countries have their own ways of governance. It is family harmony that has established the foundation of Chinese culture as which can be handed down throughout 5000 years and has lived various capricious situations. The concept of family harmony, based on filial piety and brotherhood friendship as fundamental principal, has been expanded such notion as “obliged duties” from family members to the patriarchal clan, capacitating us to settle many personal issues without depending on governments and to withstand external pressures when being catastrophe-plagued. Consequently, a family cannot be disintegrated by oppressions but often becomes more domestically-cohesive. 
109页）这种独特的齐家方式，仍然以修己为起点。家中各人，如果修己做得好，能够各安其分、各守其责，家齐的理想，应该可以完成。由此推及家族，再来治国、平天下。具有这样的理念和修养，决策起来自然合理而不致发生偏差。止于至善，只有在这种情况，才能顺利达成。现代人受西方影响，逐渐仅有夫妇关系而无父子关系；只有个人观念而无家族观念；重视法律而轻忽伦理，以致决棄时偏重科学数据，却不能兼顾修齐治平的精神。就算决策正确，也不过是绩效良好，能不能安人?恐怕很少能够顾及。决策者有必要重新体验大学之道，把它当做决策系统来看待，一方面为自己的组织寻找可行的合理方案，另一方面也为世界大同尽一份力量。 由单位的安到组织的安，并且推展到国家、世界的安。
Such unique family harmony still takes self-cultivation as a very start. Each member of the family, if the self-cultivation is well-conducted by obeying rules and performing their own duties, is able to accomplish that ambition of family harmony, thus to the harmony of clans and state governing and world peace. Decision making shall be reasonable and unbiased with these concepts and cultures. Nothing short of seeking for the supreme kindness can succeed achieving that goal. Affected by the western culture, modern people have reduced to leave the husband-wife relation alone rather than the father-son one, the individual rather than the family concept, the attention on laws rather than ethic, so that scientifc data is partially stressed but take no four philosophical ethics into account when conducting decision making. Can correct decisions with mere good performances settle people’s livelihood? I am afraid that few can meet the demand. It’s necessary for decision makers to re-experience the doctrine of the great learning, which should be regarded as a decision making system to get available ways for one’s group and do one’s bit for the commonwealth, developing peace from a unit to an organization, from a country to the whole world.
第四节  必须治标和'治'本并重
Section 4. Take Both Temporary and Permanent Measures
109页）决策之后，应该做出具体可行的行动计划，才不至流于空想。但是， 实际的运作，则是计划先于决策。因为不先经由计划，而随意做出决策，常常徒劳无功，甚至造成意料之外的困危。特别是现代主管，应该提高警 觉：光凭经验、直觉和判断力，实在不足以应付日益复杂的局面。不可以仿效历史上的皇帝，只要朕意已决，大家无论如何，都要把它付诸实施。今日的主管，必须慎防决策之后，面临难以执行的困境。到时候再来“朝令夕改”，不如先行做好计划，有把握时才做成决策。然后一旦决定，再 做成细部计划，以求言出必行。
Concrete and feasible action plan should be carried out after making a decision so can a fantasy be put into practice. However, plans often priors to decision making in actual operations in that decisions without plans will end up with null works or even unexpected crisis. Managers of today, in particular, should pay higher vigilance to handle the increasingly complicated situations, with which empiricism, instinct and personal judgment are insufficient to confront. Never follow the monarchal orders to put them into effect at the expense of anything. Managers today have to be prudent about dilemmas of execution obstruction in the post-decision-making circumstance. It is not so much to change frequently as to be well-planned that a better policy can surely be produced. Once a decision has been set and detailed, then should be done.
109-110页）管理是修己安人的历程，而计划则是管理的起点，可见修己的具体表现，即为首先做好计划。《大学》在修身的项目下，标示：“欲修其身者， 先正其心；欲正其心者，先诚其意；欲诚其意者，先致其知;致知在格物。”这一段话，和计划具有十分密切的关系，不幸秦汉之后，大家不明 其中的道理，做出很多偏差的解释。
Management is an inevitable progress for self-discipline and life stabilization, and plan is the origin of management. Self-discipline specifically embodies in putting plan first. The Great Learning, on the section of self-discipline, stresses that, “He who wishes to be self-cultivated should right his mind, to be mind-righteous should entertain sincerity, to be sincere should engage in study, which aims at the exploration of things.” Such quotation is closely connected to plans. Unfortunately, after Qin and Han Dynasty, people made piles of biased interpretations without understanding the connotations.
110页）先从格物说起，格物是《大学》八目（格物、致知、诚意、正心、修 身、齐家、治国、平天下）的基础，也是实践大学之道的起点，当然十分重要。格的意思是深入；物泛指事物。格物就是穷究事物的道理，把事物 的道理彻底研究清楚。但是研究的方法，必须依据《中庸》所说：博学之，审问之，慎思之，明辨之，笃行之。然而广博的学习、详细的求教、慎重的思考、明白的辨别以及切实的力行，实际上并不能使我们达到“一旦豁然贯通，就什么都知道”的地步，决策者仍然应该秉持孔子“知之为知之，不知为不知”的态度，抱着“人具有是非之心，却未必具备辨别是非的知识”的心情，多请教各种专家，然后做明确的判断。
Starting from exploration of things, which is the foundation of the Eight Items of The Great Learning, and also the origin of practicing the way of great learning, is of course very important. Exploration means to go deep and things refer to all things. Exploration of things, namely to thoroughly go into the truth, is to get a complete and clear sense of things. However, the research methods must be in conformity with what was mentioned in Doctrine of the Mean, “learn extensively, inquire thoroughly, ponder prudently, discriminate clearly, and practice devotedly.” But these doctrines actually cannot take us to omniscience at sudden understanding. Decision makers should bear such attitude as “Know what you really understood”, of which Confucius had mentioned, and such feeling as “Man has sense rather than knowledge to tell right from wrong” by consulting experts before bringing up a defined judgment.
110页）格物而后致知，穷研事物的道理之后，才能获得广泛的知识，而且有 更为透彻的了解，称为致知。以孔子的好学，也需要终身学习，按照“十有五岁而志于学，三十而立，四十而不惑，五十而知天命，六十而耳顺，七十而从心所欲，不愈矩”的进度，循序渐进。一般人更应该不断以“学而不思则罔，思而不学则殆”为警惕，抱持“喜好古代明哲留下来的知识 而勉力学习”的心态，不但启发自己的智慧，而且充实自己的知识。以上 这一段话，在今日重视知识经济的时代，显得尤其重要，值得大家深思笃行。
Only if one studies the phenomena of nature can one acquires extensive knowledge and deep insight into it. This is what called knowledge acquisition. Confucius said: “ At fifteen my heart was set on learning; at thirty I stay firm, at forty, I have no doubts; at fifty, I knew the mandate of heaven; at sixty, my ear was obedient; at seventy, I could follow my my heart’s desire without transgressing the norm.” It can be seen that Confucius as a studious person still strive for a gradual and lifelong learning. Therefore, we ordinary people should set as their goals the epigram in the Analects of Confucius “to study and not to think is a waste, to think and not study is dangerous. ” In addition, it is also necessary to maintain a positive attitude towards learning the knowledge of ancient philosophers. Only then can we enrich the knowledge and the mind. The above passage becomes especially important and deserves careful pondering in the age of knowledge-based economy.
110页）格物致知的功夫做得好，对于是非、善恶有更为明确的判断力，知道其合理性所在，才能够择善固执，而且很有信心，称为诚意。诚意的意 思，是自心所发的意念真诚不妄，一切顿乎自然，不致自欺欺人。
Having done well in the process of acquisition, people have a better judgment of distinguishing right from wrong and have faith in their persistence in good virtues. This is what we called. ,which means our inner mind should be sincere, spontaneous and not self-deceived.       
110页）决策者的意念真诚不妄，心自然就能够端正。正心的重点，在一个 “正”字。《大学》指出：有所愤怒、有所恐惧、有所好乐、有所忧患的时 候，心就不得其正。一旦决策者的内心，过分愤怒、恐惧、贪图，或者愁 虑，就会造成心不在焉的现象，因而视而不见、听而不闻、食而不知其 味；做出来的计划，当然十分偏差而不可行。愤怒、恐惧、贪图、愁虑都 是常见的情绪，必须适当加以节制，使其发而中节，才能正心。所以说修 身在于端正自己的心，唯有心正，才可能进一步把自己修治好。
A decision maker of sincerity and prudence has a correct attitude for sure. It is stated in the Great Learning that one cannot has a correct attitude  with existence of anger,fear, prejudice and anxiety. The plans made will be partial and unfeasible,if a decision maker whose inner world is filled with negative emotions such as anger,fear and anxiety inclines to absence of mind. Therefore, those emotions mentioned above  should be controlled and vented in a proper way to correct our attitude for self-improvement. 
110页）《大学》所揭示的格致诚正，塑造出计划的三大特性：
110-111页）第一，要具有“整体观念”。计划时必须重视整体的综合利益，而不 偏重在个别利益。举凡直接相关的个体环境，包括顾客、市场、同业、异业，以及间接影响的总体环境，包含社会、政府、经济、技术等因素，都 应该充分加以掌握。也就是站在“安股东、安顾客、安员工、安社会”的 整体立场来订立整体目标，再依据这个整体目标来订立各部门的部门目标。今日主管，不但要分析、评估政府的政策，也应该研究社会和价值观 的趋势。
111页）第二，要具有“创造情势”的期待。格致诚正做得好，不但有能力掌 握整体，而且能够突破市场导向的障碍，不再盲目承认市场的主宰力量， 却有能力决定未来的目标，再反过来教育顾客、创造市场。这种创造情势 的前瞻性尝试，必须诚意、正心，把格物、致知的效果，充分发扬光大， 以造福人群。市场导向并没有错，但是潜在的市场，仍有待坚定的信心来 加以开发。只要秉持“视其所以，观其所由，察其所安”的原则，分别从动机、方法和难度的不同层次来探讨顾客的需求，自然能够创造出有利的情势。
Three features of planning are shaped by the above requirements for a person’s quality in the Great Learning. 
The first one is holistic thinking. Attention should be paid to the combined interests of integrity instead of individual interests. For example, the decision maker should take into consideration micro-environment including customers, market,horizontal competition and different industries and macro environment which indirectly exerting influence on such as society, government,economy, technology etc.. That is to say, for the sake of the interests of shareholders, customers,employees and society,a decision-maker should set overall goals which each department base on.Nowadays,a supervisor is in need of assessment of government policy as well as social trends.            
 The second is expectations of creating new company growth opportunities. When strengthening inner cultivation, a decision maker is also capable of controlling the overall situation and breaking through the barriers of market-oriented economy rather than admitting the dominant power of market, thereby having the ability to set the future company objectives and in turn educating customers and creating a new market. There is nothing wrong with market-oriented economy, while potential market needs to be developed with firm confidence. Favorable environment will be created as long as decision-makers adhere to the principle of “observing what and how one did as well as what kind of expression after doing it” to investigate customer demands from three different perspectives of motive, method and difficulty. 
 
 
程国艳  1532201035
 
'111页）'第三，要具有“不自欺欺人'”'的素养。既然正心，心所发出的构思，就既不欺人，也不会自欺。我们把欺骗这一种行为，做一番彻底的研究，不难发现欺人之先，都有自欺的倾向。譬如百货公司的周年庆，推出折扣方案。这时候先做好计划，暗中将名贵物品暂时移开，不列入折扣的范围。拟订这种计划的时候，在欺骗顾客之先，就已经欺骗自己，认为这种欺骗顾客的计划是行得通的，不至于引起顾客的反感'，'也不会伤害公司的信誉，更不致遭到上司的质疑：为什么存心不良，要为公司拟订如此这般的自欺欺人计划？
'Thirdly,' we must not deceive others. An upright person will neither deceive himself nor others. If we do a thorough research on the behaviour of deception, we will easily conclude that men tend to cheat themselves before cheating others, always. For example, a department store makes a promotion plan to celebrate its anniversary. 
But the plan does not offer discount to valuable goods. The plan-maker has deceived himself even before deceiving customers, for he wrongly thinks the deceptive plan practicable, which will neither make customers unpleasant nor undermine the company'’'s credit. He is so dishonest that he makes such a dishonest plan. Why?
 
111页）当今人类的致命罪恶，一为人口过剩，二为生产过剩，三为消费过剩。这三种导致人类毁灭的罪恶，事实都来自不善的计划，也就是没有做好“格、致、诚、正”的功夫，便草率做出计划的结果。其中人口过剩的祸害，已经引起大家的重视；可惜仍然未能在全球化和本土化之间，找出合理的平衡点。而生产过剩和消费过剩，却仍然受到鼓励，误认为是经济发展的坦途。殊不知所衍生的环境污染和资源消耗问题，势必拖垮我们的经济成果。
Nowadays, people have three lethal evils: overpopulation, overproduction and over-consumption. The ruinous evils derive from ill-conceived plans, whose maker rushes to form it into shape but fails to acquire internal knowledge through studying external phenomenon, and fails to be an honest and upright person. We have attached importance to the disaster of overpopulation. Sadly, we are not yet strive for the right balance between globalization and localization. But overproduction and over-consumption are misunderstood as the engine for economic growth and thus, are still being encouraged. The fact is that the ensuing environmental pollution and resource wasting are bound to shake our darling bud of economy.
 
112页）妥善的计划，必治标和治本兼顾并重。要做出这样的计划，唯有平日多研究相关事务的道理，使自己对相关事理十分透彻，诚心诚意地坚持自己所确认的信念，以公正、专一的心思，来从事计划的拟定，才能够以理想为本，视实际情况为标，双方面并重，而无所偏差。计划缺乏理想性，不能预测未来的动向，往往偏离根本。计划不具有可行性，不能掌握现实的需要，必然无法治标，对眼前种种变数，难以因应。格致诚正，一路走过来，既有理想性，又能兼顾现实性，标本并重，当然是妥善的计划。《大学》把格致诚正延伸到修齐治平，可见目标远；而立足浅近，成为管理的一贯大道。只要把格致诚正当做知识来探讨，必能抓住计划的根本精神。
A deliberate plan should be like a good medicine which deals with both the symptom and root cause. To come up with such a plan, one must spare no effort to study the relevant cases and have a thorough understanding of the principle. Besides, he should perseveringly hold the principle and make the plan fairly and attentively. Only in this way can he keep a good balance between the expectation and practicability. Without expectation, a plan cannot foresee the future direction and may probably stray from the destination. Nevertheless, without practicability, the plan cannot serve people’s need since it’s rather difficult to cope with the changeable circumstance. Acquiring internal knowledge through studying external phenomenon, and striving to be an honest and upright person, the whole course attaches importance to both expectation and practicability which is sure to help people make a deliberate plan. In addition, The book of Great Learning requires men to improve their mind, get on well with family members, devote themselves to building a prosperous country where all men can enjoy a peaceful and harmony life. How great the cause is! And it is a basic rule of management that we should first deal with what is easy and approachable. We are certain to work out a deliberate plan as long as we can do the above.
 
 
 
 
 
 
 
 
 
 
第五节  至诚可以前知
112页）彼得•德鲁克（Peter Drucker)认为，计划的主要目的是对“为了开创未来，我们应当如何处理”所做出的种种预测和因应。所谓预测，应该是“对未来可能发生的情况，加以预先的估计”。既然属于臆测和猜想，当然不一定正确。几乎大多数的预测，都有正反两种不同的说法，令人觉得不知道要相信哪一种比较妥当，因而相当为难。
112页）其实，世间一切都有定数，预测只有灵不灵，哪里有什么测不准的道理？比较正确的说法，应该是“未来既然是定数，当然可以精确地预测。只不过这种定数本身可能改变，所以预测之后，还有变更的可能”。原来是预测之后发生变动，而不是预测不够精华。这样我们才明白，为什么预测的时期越短越正确？因为短期间内变化的程度比较小。为什么预测的项目数量越大越正确?因为彼此的变动，可能互相抵消或互补。为什么预测必须估计可能产生的误差？因为预测之后常常再起变化。
'Chapter 5' Honesty forecasts.
     Peter Drucker reckons that to plan is to forecast and to take measures so as to better perform in the future. Forecast should be the calculation of what could possibly happen in the future. Since it is something of presumption and assumption, it may not be true. Most of the forecasts have paradoxical interpretations, making people confused. So it is rather difficult to forecast.
     What goes around comes around. How can we say a forecast is inaccurate? It’s relatively proper to say that the destined future can be accurately predicted. However, the destiny itself may change sometime, so the future could be changed after forecast. Thus, it is not the forecast that is not accurate enough. From this we are able to understand why the shorter time is, the more accurate forecast is. Because fewer changes take place in short period. Why the bigger total number is, the more precise forecast is? Because the changes of internal elements could be complementary. Why should we evaluate probable errors? Because changes may take place after forecast.
 
114页）管理者若能持续不断，从不犹豫地以安股东、安员工、安顾客、安社会大众为念，日积月累，自然充满了这些方面的经验，就凭直觉，也能够正确判断可能产生的 后果，即为前知。所以《中庸》说：至诚之道永远没有间断。因为没有间断，才能持久。能够长久地做下去，就可以在事物上得到征验。高明的直 觉，其实是持续用心所累积的功力。
 
    If governors could continuously work for the insterests of shareholders,employers , customers and the public unhesitatingly, they would gradually gain experience in how to ensure those interests and thus could make correct anticipation and judgement. The Doctrine of The Mean says that the way to seek entire sincerety is ceaseless. Only by continuous seek, the sincerity can lasting and thus strong institutions can be developed. 
 
114页）现在我们可以用客观预测法，将目前的市场、技术的动向延展到未 来；也可以用主观预测法，根据现况，以自己的想像来开展未来；还有系统预测法，以投人和产出的分析，或者网状（network)来推展；易经占卜法也可以用来引发我们的直觉，获得重要的参考指标。
 
Now we can apply objective forecast method to infer the change of the market and the development of the technology; we can use subjective forecast method to image the future based on the present; we can utter systematic forecast method to make inferences by analysing input and output or by network.Besides, I Ching divination method can also be used to trigger our institution so that we can gain important reference index.
 
114页）不论采用哪一种预测方法，都需要诚也诚意，以期由致曲而至诚，来预先知悉未来的动向。这时候决策者中和与否就变得至关重要。中和指决策者的情绪相当稳定。《中庸》说：喜怒哀乐之未发，谓之中。发而皆中节，谓之和。凡人皆有喜怒哀乐的情绪，在还没有发出来之前，无有不善。一且发出来，表现在外，呈现已发状态，那就可能善，也可能不善。 善的已发状态，就叫做和。
 
No matter which forecast method governors adopt, they need to gain the highest sincerity by faithfully following the rule of natural evolvement so as to forecast the future trend. Therefore, it is vital for decision-makers to keep neutralization which means that decision-makers’ should keep emotionally stable. The Doctrine of the Mean says “Those who are not influenced by the outside world and does not produce any emotions achieves inner peace; those who show adequate emotions can keep inner harmony.”All human beings have emotions which are all harmless if not showed and may be harmful if showed. If emotions do no harm when showed, a harmony is achieved. 
 
114页）我们可以把中节的已发，称为感受，而将不中节的已发，叫做情绪。不过分激烈的喜怒哀乐，是一种感受。过分激烈的感受，即为情绪。所以 无过与不及，才是发而中节。决策者当然有个人的喜怒哀乐，却不应该在 计划时表现得过或不及，以免不良的情绪，影响到正确的预测。
 
We can call the adequately-showed emotions as feelings and inadequately-showed emotions as sentiments. Sentiments are too furious while feelings are not. And only by showing one’s emotions adequately can one gain inner harmony. Therefore, decision-makers should try to achieve this when making a plan to avoid wrong forecast. 
 
114页）中庸的道理，看起来十分简单易懂，做起来非常不容易。因为直觉是天生的，而应用直觉是后天人为的，必须困而知之，才能越来越灵敏准确。
 
The doctrines of the mean may be easy to understand but not to practice. Since intuition is inherent but the application of it is not, people must keep applying intuition to make more accurate prediction.
 
114-115页）直觉灵敏的人，最好能够充实自己的学问,以增强前知的判断力。 《中庸》特别提出“博学之、审问之、慎思之、明辨之、笃行之”五个步骤，并且指出“弗能弗措”（不达目的誓不罢休）的不二法门，希望我们 坚定“人一己百，人十己千”的决心，绝不“半途而废”，却能够“不见知而不悔”（也就是“人不知而不愠”），用心向前，却没有后顾之忧。后 天的困学加上先天的直觉，不论运用什么方法来预测未来，应该都可以获 致至诚前知的效果。 
People who have sharp institutions had better enlarge their knowledge to enhance their judgement. The Doctrine of the Mean specially points out the five steps “study extensively, inquire prudently, think carefully, distinguish clearly, and practice earnesely” and the guidence “never give up” to achieve this. It also hopes us to make determinations, try to make progress and not regret when gain no reputation. By doing so, people can all make correct forcast about the future no matter which methods they adopt.
第六节  提出计划应该合理坚持
'V'I.Stick to Your Plan
115页）计划必须妥善拟订，不可心存应付，只做表面工作，以免获得通过之后，面临执行困难甚至无法实施的困境。实际上中国式管理存在着三大障碍，使从事计划的人，不敢一心一意，全力以赴。兹分别说明原因，以供参考：
 
People should make proper plans which can be carried out rather than tinsel ones that are difficult or impossible to be enforced. In the Chinese-characteristic management system,there are three hinders for people to spare no efforts to  carry out plans. 
 
115页）'第一，心里所介意的，是“将来如何逃脱责任”。划者很可能在计'划通过之后，被调任为执行者。这时候遭遇困难，乃至无法施行，岂不是 搬石头砸自己的脚'?'就算不被调去担任执行的工作，将来在执行过程中， 以及执行完毕的成果中，产生任何不良情况，都可能在追究责任的声浪中 被揪出来。所以从事计划的人，以'“'不出事'”'为第一优先考虑的课题，不求有功，但求无过。
 
Firstly, plan-makers are afraid of claiming responsibility in the future. Planners can probably be appointed as executors after plans are passed. But whether planners are appointed as executors or not, they would face great responsibility if the plan was carried out with great difficulty or even worse could not be implemented. So planners tend to put the principle of avoiding accidents in the first place and plan conservatively. 
'115页）'第二，心里十分明白，“执行时一定会遭到更改”。'执行者大多抱持批'判的心态，力求暴露计划的缺失，以显示自己高人一等，至少不比计划者 差。居于中国人普遍存有'“'你计划什么，我就执行什么，那我算什么”的 心态，几乎所有计划，在执行时多多少少都受到更改，使得计划者先期认 知'“'再怎么美化，也将被丑化'”'，不再尽心尽力，却只求交代得过去，不 愿意诚心把计划做好。
Secondly, the plan-maker is clear that the plan will definitely be revised in the process of implementation. The executors, in order to show that they are more capable than others or at least not worse than the plan-maker, always try hard to find the defects of the plan with critical thoughts. People in China always bear such mentality that “what it would say about me if I just execute what you have planned previously.”  Thus almost all the plans will be under revision more or less when implemented, giving the planner such feeling that it will definitely be destroyed at last no matter how you have polished  it at the very beginning. As a result the planner will spend less energy on the plan, only wanting to go through it as much as possible.
'115页）'第三，心里比较重视，提出来“能否顺利过关”。计划完成之后，第 一道关卡，是能不能获得通过。许多计划都在理想过高、成本太高、目的 过多、时间太长、人才不足、资金短缺的理由下被搁置、放弃，成为胎死 腹中的计划。只要第一关卡通不过，再好的计划，也将形同废物。为了求 取顺利过关，计划者费尽心思，猜测主管的意向，争取同仁的支持，往往 忽略了至诚的前知。
Thirdly, the plan-maker attaches great importance towards his plan and will pre-assume that whether it would be accepted and carried out successfully. The first thing after making the plan is to pass it. There are a great number of plans have been suspended or even abandoned in reasons such as impractical, high cost, multiple purposes, time-consuming, talent deficiency as well as a lack of money and so on. It tell us that no matter how great the plan is it will be useless without being accepted by the senior and the fellows. To avoid such thing happens, the planner will spend a lot of time and energy on judging the chief officer’s intention and striving for the colleagues’ support, while ignore the sincerity.
        115页）其实，这种三种心理障碍，都是可以化解的：
   '116页）  第'一'，计划者重视将来如何逃脱责任，原本十分正常。'因为计划和考核是一体两面，彼此息息相关，计划者必须预先考虑“将来执行起来，或 者面对考核时，有哪些可能令人后悔的地方”。抱着这种“后悔在先”的 心态，力求减少事后的悔恨或遗憾，才能够事先预防流弊的产生。同时要 了解功劳根本没有人会认定，缺失却很可能长久被流传、受苛责的事实， 本着“不求有功，但求无过”的心情，尽力求其没有过失，而不是一心追求功劳。
as a matter of fact, we could find some solution towards such mental block. 
Firstly, it is normal for the planner to give priority to thinking of fudging future responsibility in that planning and feeding back are two parts of one system, which are greatly related with each other. It forces the planner to  think in advance the possible regrets  existed in the future execution and examination. With such mentality to cut down the afterwards regrets could nip future troubles in the bud. Meantime the planner should accept the reality that your contributions will be scarcely taken seriously while the slip is probably be criticized for a long time and the planner will be condemned. One should avoid making mistakes instead of desperately pursuing fame and wealth.
116页）'第二，执行时必然受到变更，这是上有政策、下有对策的必然结果，不但不必介意，而且要心存感激。'幸好执行者有这种素养，才能够及时应 变，将计划时想不到的变数，一并纳入考虑，以求顺利施行，并且可以减 少缺失。抱持'“'自己诚心做好计划，让执行者用心去变更'”'的心态，反正没有功劳，变更又如何？变更者同样没有功劳，有什么好争的？大家都但求无过，原来立场是一致的。
Secondly, it is a certain result of the countermeasure towards the plan that it will be modified in the process of execution. We should be appreciate such result rather than take offense towards it.   Fortunately the executor has such quality so that he could do some adjustment timely and take the unpredictable into consideration, successfully carry it out and avoid losses. It is better with the mind that “making the plan attentively and leaving the executor to modify it responsibly.”  It will hurt no body to modify or it will be unnecessary to compete with others because workers from all ranks are  essentially in the same standpoint.
     116页） 第三，能不能顺利过关，其实不是眼前这一个计划的问题。主管毕竟不是神，哪里有那么大的神通，能够判别每一种计划的好坏？主管不过是依据提出计划的人，具有多少信任度，来初步判定要不要接受？信任度越高，所提计划越容易获得采纳，否则很容易被拒绝。同时，主管也会参酌 同仁的支持度，来决定计划的良麻。所以计划者平日少乱提意见，以提高 自己的信用度，多和同仁商量、协调、互助，以争取大家的支持，才是 划顺利过关的主要支撑力量。不可以临时抱佛脚，到时才紧张，没有用的。能不能过关，不是此时此事的问题，而是平日累积下来的信用，相当符合至诚无息的原则。
Thirdly, whether the plan could be passed or not matters more than the current plan itself. There are still other respects required to be considered. The chief officer is not an almighty and could probably not evaluate all of the plans. He often makes a preliminary judgment on whether taking the plan or not according to the credibility of the plan-maker. The higher trusty the chief executor is towards a planner, the easier the plan proposed by the planner be accepted. Otherwise it will turn to be a failure. At the same time the chief executor will also take the supporting ratio into consideration while making decision. Therefore, the plan-maker should avoid proposing too much impractical suggestions during his daily work for the sake of improving the credibility, and cooperate, coordinate as well as help each other with his colleagues, to make them his major supporting strength, which is crucial for a smooth running. And it is no use to ask for help in time of emergency, for it is not a matter of instant helps but a daily-increased credibility which is in accordance with the unbroken sincerity. 
 
116页）但是，再好的信用，再多的支持，主管也不敢掉以轻心，让计划快速 而轻松地过关，以免计划者认为自己才蒿气壮，因而有了轻忽之心，大意 失荆州，连带把主管也拖下水。主管谨慎把关，对大家都有好处。
 
However, despite with more trust and support, the dean of the department will not take a casual attitude towards permitting any plans easily, lest the planner is self-conceited and insolent on account of his ability. Given that the planner carelessly carries on the project, then as a result it will lead to a major setback due to carelessness. Unfortunately, the dean has to be responsible for the defeat. To conclude, if the dean is scrupulous about checking the plan, it is finally pertinent to the whole team.
 
116页）主管怎样把关呢？最常见的，莫过于提出相反的意见，看计划者如何 应对。再从计划者的应付方式和内容，来进一步判定计划的良窥，决定要 不要让计划过关。
 
How to review the plan? The most usual way is by raising the opposite opinion to see how the planner responds. Based on the way and behavior the planner acts, the dean accordingly assesses the future of the plan.
 
116-117页）可惜有很多计划者，不明白“主管提出相反的意见，并不表示他不支 持这个计划”的用意，反而认为“我已经尽心尽力，你还有挑剔”，心中 有不受尊重的感受，于是“提是我的责任，要不要接受，是你的权力”，干脆放弃己见，表示“主管如何决定，我就照着去更改”，以致主管失去信心，越加不敢表示赞成。
 
It is a pity that some planners can not understand the considerate intention that “even faced up with negative words does not mean the dean denies the whole plan. On the contrary, they think their dean is excessively particular about them and feel disrespected by the dean. Then they suggest that the plan should then completely rely on the dean to pass it or not since they have done their part. They even give up the chance of improving their plans but rather fully follow the instructions of the dean, so that the dean lose his confidence, not to mention to support the plan.
 
117页）主管提出异议，真正的用意，不过在“试一试计划者的把握，到底到 什么程度”。若是一听到相反的意见，马上放弃原先的看法，可以证明计 划者根本没有把握，R是想到哪里写到哪里，这种计划经不起考验，当然 不放心加以支持。如果一问再问，计划者仍然坚持己见，足证相当有把 握，可以比较安心地让它通过。
 
The true intention of objection lies in assessing whether the planner has enough confidence and knowledge concerned the issue. With immediate quit as soon as the opposite opinion received, it means that the planner is not confident about the plan at all, writing thoughts irregularly whereas the planner still persists in his standings with further question, which shows adequate preparation, the plan can be permitted.
 
117页）可见计划者一则不能够胡乱提出计划，以免信用减损；再则不能够一 听到相反意见，便扬言放弃原先的主张，以免经不起考验而引起怀疑。但 是’千万记住“有几分把握做几分坚持”的原则，不可以盲目坚持，造成 刚愎自用的不良印象。有几分把握，做几分坚持，才算是合理的坚持，否 则过与不及，都将引起不良的后果。
 
Thus regarding the planner on one hand he can not put forward a plan at hazard lest reduce credits, on the other hand once heard disagreement, he should not give up his ground in case of bringing about suspicion. However, one should bear in mind the principle of persisting with corresponding confidence because blind confidence easily causes opinionated impression to others. One should adhere to his plan to certain extent or otherwise.
 
117页）计划者坚持或不坚持自己的主张，都是不正确的“二选一”方式，掉入“二分法”的陷阱而造成相当的不利。这时候改采“二合一”的方式， 把坚持和不坚持合在一起，走合理坚持之途，既不过分，也不太早放弃，使主管看出自己有把握却充分尊重主管的最后裁决权，因而心平气和地决 定要不要核定通过或交由委员会或小组来加以审议。计划者合理坚持之后，应该安静地接受主管合理的处置，并且充分配合，以利计划的完成。
 
The contriver falls on a dichotomous way whether he adheres to his standing. Thus falling into the trap of bisection method produces adequate disadvantages. At this moment adopting combining two existing options into one, the planner takes reasonable attitudes without obsessive or inadequate confidence for the dean to check on. In this way, the dean peacefully decides to pass or authorize it to the committee or the team to discuss. After considerate discussion, the planner should be pleased to accept the final result and cooperate to carry out the following steps to help complete the plan.
 
117页）一方面合理坚持;另一方面却应该依据大家的意见，做合理的修订。大家参与的程度越深，将来执行起来就越加顺利。因为参与的人,多少都有一些责任，要支持这个计划，以致阻力减少，而助力增加，对大家都有好处。计划者必须肚量宽宏，有雅量接受各种不同的意见，尽量集思广益，把众人的意见尽量包容在内，使众人乐于支持，早日促成计划的有效 实现。
 
On one hand one should take the considerate persistence; on the other hand, one should revise the plan after having others opinion. The more people are involved in, the smoother the plan is carried on in the future because the participants will more or less take some responsibility of supporting plan to reduce resistance and gather assistance, helpful to everybody. The planner should be open to distinguished opinions and draws on the wisdom of the masses so that people are glad to uphold it and make it come true.
 
117页）合理坚持最困难点，在不可过分也不能不及，完全依照当时的情况，做适当的拿捏，可谓运用之妙，存乎一心。事后之明，对实际运作并无助益，必须事先多多学习，深入了解现况，而且人伦关系良好，才能够当机立断，拿捏得恰到好处。难是难，却十分值得尝试。
 
The most difficult part for reasonable persistence lies in not too much or less which should completely depends on the actual situation. In a Chinese idiom “the essence of the application lies in dedication.” Hindsight is no good to the practical operation. On the contrary, the planner should have a good command of the actual situation and study it before making any plans. Moreover, good relationship is helpful to make a prompt decision at the right moment. Regardless of difficulties, it is worth a try.
 
'118页）'经营者要负起70%的责任。
118页）企业的成败，经营考要负起70%的责任。为什么呢？我们从计划 的能不能及时合理调整可以看出一些眉目，兹说明如下，以供参考：
Manager should 70% of responsibility.
Manager should take 70% of the responsibility for the success or failure of the enterprise. What’s the reason? We can get some clues from whether the reasonable adjustment can be put in effect on time. The explanations are as follows for your reference.
   118页）经营者的主导性如果十分强大，组织内就算有可靠的人才，也 将无法发挥。不是无可奈何地按照经营者的指示做出自己难以接受 的计划，便是愤而离职他去。
Even there are reliable talents in the organization, their abilities cannot be developed with a strong dominance of the manager. Eventually, they chose to follow the order reluctantly with no alternatives, or resign their jobs with anger.
  118页） 特别是从基层奋斗上来的经营者，总以为自己非常内行，只要 求大家服从，不期望有什么创见。在这种情况下，经营者以圣明的 领导，往往在大展宏图之后，顷刻急速崩溃，当然要负起最大的 责任。
Especially the managers who have struggled from the basic level, likely to regard themselves as experts, and they only need obedience from the stuff rather than creativeness. Under such circumstances, the manager certainly should take most of the responsibility when facing the collapse of the business after realizing his own ambition.
  118页） 计划的提出是否用心，已经反映出大家对经营者的信心和忠诚。 部属用心与否？同样是经营者所造成的。计划完成的过程，经营者 的主导性很强，大家的意见就不方便坚持，一切唯命是从，按照经 营者的想法来修订，当然就越来越不用心。
    Whether the stuff come up with plans with their heart, to some extent, can reflect their loyalty towards the enterprise, in turn, the loyalty from the stuff is influenced by the manager. It is very hard for the stuff to persist on their ideas if the manager has a very strong control over the process of implementing the plan. Eventually, they can only obey the order which the manager puts forward. Gradually, they will lose their faith and concentration on the business.
   118页）定案之后，大家不管面对什么变数，一心一意只求按照定案去 执行，不是因为省事，便是反正结果如何，由决定的人负责，自己 何必操心？
   After the implementation of the plan, the stuff learns to carry out the plan just according to the manager step by step without thinking. They chose to do like this not for saving troubles, but knowing the manager will take all the responsibility from the very beginning to the end, therefore why should they bother themselves.
118页）经营者信任部属，大家才肯用心计划并且随时调整。经营者看得 起部属，大家才愿意提出新的好点子，并且坚持到合理的地步。
    The stuff will be willing to work with their hearts, put forward good ideas, and make reasonable persistence on certain issues only when they know they are trusted or valued by their managers.
   118页）彼此有互信的基础，部属在商量的过程中，才有发挥实力的可能。换句话说，经营者再怎么泼冷水，部属也经得起考验而不敷衍了事。
   There is possibility to develop abilities of the stuff only during the circumstances that there is a space for them to communicate with each other while on the basis of mutual trust. In another words, the stuff will never play at their works even their managers throw a damper over them. 
  118页） 计划的成败，看起来是计划者的责任，应该由计划者负责。事实上却不然。经营者平日的表现，才是计划者采取何种态度的依据， 所以经营者必须负起重大的责任。
   It seems that the planner should take the whole responsibility, but in fact the manager should take that responsibility, because their behaviors and actions are the basis for the planner to decide taking what kinds of attitude.
   118页）把执行和考核加在一起，可以估量出企业的成败，经营者应该负起70%的责任。
    We can assess an enterprise’s success by adding execution and appraisal. Thus, the manager should take 70% of the responsibility.
 
 
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