УРОК 6. На фирме

cally handicapped: "It's the abili­ties, not the disabilities, that count."

Management by objective tells a manager what he ought to do. The proper organization of his job enables him to do it, but it is the spirit of the organization that determines whether he will do it or not. It is the spirit that moti­vates, that calls upon a man's reserves of dedication and effort, that decides whether he will give his best or do just enough to get by.

It is the purpose of an organiza­tion to "make common men do uncommon tilings" — said Lord Beveridge. No organization can depend on genius; the supply is always scarce and always unpre­dictable. But it is the test of an organization that it makes ordi­nary human beings perform bet­ter than they are capable of, that it brings out whatever strength theft is in its members and uses it to make all other members per­form better. It is the test of an organization that it neutralizes the weaknesses of its members.

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для инвалидов: «Для нас важ­ны только способности, а не неспособности».

Руководство фирмы ставит перед менеджером определен­ные задачи в соответствии с целями, стоящими перед нею. Хорошая организация работы дает ему возможность их вы­полнить. Однако именно дух организации определяет, вы­полнит он их или нет. Именно дух мотивирует и олицетворяет освобождение человеческих ресурсов, вдохновляет, направ­ляет усилия человека и в конеч­ном итоге решает, будет ли он «выкладываться» или сделает ровно столько, чтобы «отде­латься».

Цель организации **- «заста­вить обычных людей делать необычные вещи» (эта фраза принадлежит лорду Беверид-жу). Ни одна из организаций не может полагаться на гениев, — их предложение всегда ограни­чено и непредсказуемо. Однако тест на организацию заключа­ется в том, чтобы заставить обычных людей работать луч­ше, чем они могут, полностью реализовать достоинства всех ее членов и использовать их так, чтобы все работали больше и лучше. Показателем хорошей организации работы будет высокая степень нейтра­лизации недостатков работ­ников.

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Altogether the test of a good spirit is not that "people get along together"; it is performance, not conformance. "Good human rela­tions" not grounded in the satis­faction of good performance and the harmony of proper working relations are actually poor human relations and result in poor spirit. They do not make people grow; they make them conform and contract. I shall never forget the university president who once said to me: "It is my job to make it possible for the first-rate teacher to teach. Whether he gets along with his coHegues or with me — and very few really good teachers do either—is irrelevant. We certainly have a collection of problem children here — bwt, boy, do they teach." When his successor substituted this for a policy of "peace and harmony," bom the performance and the spirit of the faculty rapidly went to pieces.

There are five areas in which practices are required to ensure the right spirit throughout man­agement organization.

1. There must be high perfor­mance requirements; no condon­ing of poor or mediocre perfor-

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