tag:blogger.com,1999:blog-37862247.post9208026768803784750..comments2024-01-25T22:12:21.504+08:00Comments on Inhuman Resources: Living with AmbiguityC.M.http://www.blogger.com/profile/10020937080260646187noreply@blogger.comBlogger15125tag:blogger.com,1999:blog-37862247.post-88882117677271344282007-08-30T13:36:00.000+08:002007-08-30T13:36:00.000+08:00PK_兄:小弟不才,未能察覺當中平衡之要,得兄提點,謝。PK_兄:<BR/><BR/>小弟不才,未能察覺當中平衡之要,得兄提點,謝。C.M.https://www.blogger.com/profile/10020937080260646187noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-23220433696500158452007-08-30T08:25:00.000+08:002007-08-30T08:25:00.000+08:00多謝兄代分享!多謝兄代分享!Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-37862247.post-65541237587699229242007-08-30T00:45:00.000+08:002007-08-30T00:45:00.000+08:00厲害厲害!厲害厲害!C.M.https://www.blogger.com/profile/10020937080260646187noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-7730566677546445332007-08-29T23:29:00.000+08:002007-08-29T23:29:00.000+08:00諗諗吓,呢個可以叫「世界是平的」新解。諗諗吓,呢個可以叫「世界是平的」新解。安諾勿斯https://www.blogger.com/profile/14149105410125847720noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-30488313150166472912007-08-29T22:40:00.000+08:002007-08-29T22:40:00.000+08:00安諾勿斯兄:若果你傻,就等小弟陪你。當矛不斷銳利,盾亦會不斷堅固。安諾勿斯兄:<BR/><BR/>若果你傻,就等小弟陪你。<BR/><BR/>當矛不斷銳利,盾亦會不斷堅固。C.M.https://www.blogger.com/profile/10020937080260646187noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-56579955233656677032007-08-29T00:56:00.000+08:002007-08-29T00:56:00.000+08:00cm兄:小弟諗數據化、預期化或規範化一d主觀o既行為唔單只係HRM o既係目標,可以話係全球各行各業...cm兄:<BR/><BR/>小弟諗數據化、預期化或規範化一d主觀o既行為唔單只係HRM o既係目標,可以話係全球各行各業o既大方向。<BR/><BR/>之前o既美國o既SOX所加諸o既corporate governance、internal control assessment已經令好多想去NYSE上市o既公司卻步。而家係美國同歐洲o既股票市場,RegNMS同埋MiFID要求o既order protection或best execution無非係想規範一d幕後o既投資行為,以方便監管。<BR/><BR/>規範化係大勢所趨,小弟諗個似乎個世界真係越來越傾向保守安於現狀,想將所有o野規範化,可以革新o既空間大減,唔希望再有d優秀o既領袖或者英雄o既出現,帶d新思維去改變世界。平庸當權,精英被人排斥。英雄無用武之地,世界點會進步啦…<BR/><BR/>哈哈,睇黎小弟又舊病復發,係道亂噏o野,個人就黎傻…安諾勿斯https://www.blogger.com/profile/14149105410125847720noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-26505779073189651712007-08-28T23:51:00.000+08:002007-08-28T23:51:00.000+08:00Karen:難怪咁多老闆都有股藝術家脾氣囉(鎖你鎖你,爛gag爛gag)香水姐姐:其實我自己對於咩叫...Karen:<BR/><BR/>難怪咁多老闆都有股藝術家脾氣囉(鎖你鎖你,爛gag爛gag)<BR/><BR/>香水姐姐:<BR/><BR/>其實我自己對於咩叫Leader或Leadership唔會好似d theories咁明確,坦白講,叫我去背熟個definition我會覺得好無謂。<BR/><BR/>而我係呢度提到既領袖,算係一種幾abstract既概念,大概好似“你講,我就會去做”既一種人。其實,各自表述喇。<BR/><BR/>你好勁呀,有得揀科,我地理科就一定要Quantitative... d數,好難搞。<BR/><BR/>蝦,唔記得邊個講過有d管理者查實都係做個樣,做比其他人睇自己好緊張件事,但個心就根本係度遊魂。有時d勁人,都無辦法,要係大老闆面前扮到緊張兮兮架。(丫,好似經濟日報的方思捷曾經講過)打工,又有時真係要利用唔少人性的弱點。<BR/><BR/>肥龍兄:<BR/><BR/>>>要做leader, 就要預咗俾人打耙<BR/><BR/>(咁大劑?)若果有著數,又會唔會爭崩頭強出頭呢?Leader都未必要係出頭鳥既我覺得(不過肯定influential囉)。C.M.https://www.blogger.com/profile/10020937080260646187noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-46586285097950208242007-08-28T18:39:00.000+08:002007-08-28T18:39:00.000+08:00c.m.兄,我成日覺得喺專業行業入面, 因為所涉及既範疇既廣且深, 好難話識哂. 於是人才各師各法,...c.m.兄,<BR/><BR/>我成日覺得喺專業行業入面, 因為所涉及既範疇既廣且深, 好難話識哂. 於是人才各師各法, 又各有各做. 而要做leader, 就要預咗俾人打耙. <BR/><BR/>結果就你眼望我眼, 按兵不動.無人敢/想做出頭鳥.英倫肥龍https://www.blogger.com/profile/07954872013243322785noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-55497109664184184342007-08-28T16:15:00.000+08:002007-08-28T16:15:00.000+08:00CM哥哥:我有個問題,究竟點樣先算係領袖,點先係有leadership呢?我當年讀書時,就已經覺得L...CM哥哥:<BR/><BR/>我有個問題,究竟點樣先算係領袖,點先係有leadership呢?我當年讀書時,就已經覺得Leadership係management之中最虛無難捉摸既概念,不過反正management係吹水科,無乜點理,諗住以後做野就會明。<BR/><BR/>但係我到依家都係唔明喎。<BR/><BR/>又,我當年實在太討壓無grounding既吹水同爭論,所以專揀一d quantitavie既course如TQM, database來讀。依家覺得真係正確選擇,起碼我有提議時永遠會準備data support,同埋明白應該點同it人溝通。咁我老闆唔識睇唔明唔buy data係第二件事。<BR/><BR/>睇數據唔係問題,係只睇數據先會出事。<BR/><BR/>PK_哥哥講既insecurity,已經係第二個範疇既問題啦喎我覺得,我好少見到真係有安全感既人囉,反而有一大堆勁無安全感甚至病態驚青同無信心既人囉...無論佢外表幾咁英明神武都好...我識得勁人少掛。咁,我自己有時都會好驚好無安全感囉。<BR/><BR/>點樣利用ambiguity advantage?依個問題等於問點樣利用人性的弱點。Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-37862247.post-84376003702670567872007-08-28T14:15:00.000+08:002007-08-28T14:15:00.000+08:00"係好多情況,都同一個administrator,或要按本子辦事既官僚,都唔容許ambiguity。..."係好多情況,都同一個administrator,或要按本子辦事既官僚,都唔容許ambiguity。"<BR/><BR/>其實都不止於此, 只要你一日身在職場, 呢個現象一日都會存在。技術性專業人員可能涉及其中(有Conflict of interest也), 學術界亦都有, 但不明顯。<BR/><BR/>所以這不是你有問題。<BR/><BR/><BR/><BR/>除非你係獨立的藝術家。Khttps://www.blogger.com/profile/15788812591792361018noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-34044481251280510182007-08-28T14:13:00.000+08:002007-08-28T14:13:00.000+08:00怒眼媽媽:係呀,就咁睇,真係無咩好講,不過知己知彼,危急時可能用得著都唔定。(或者叫你個難頂老闆睇下...怒眼媽媽:<BR/><BR/>係呀,就咁睇,真係無咩好講,不過知己知彼,危急時可能用得著都唔定。(或者叫你個難頂老闆睇下囉)況且,無助,唔似你性格播... <BR/><BR/>而且,要贏人,先要贏自己嘛。<BR/><BR/>On兄:<BR/><BR/>或者你d老闆自己知自己事卦... 禦駕親征,真係好得人驚。(BTW,呀!你睇下你後邊...!)C.M.https://www.blogger.com/profile/10020937080260646187noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-7790500858749364362007-08-28T14:06:00.000+08:002007-08-28T14:06:00.000+08:00AK兄:今日返工係度諗,哈,究竟我寫呢篇做咩鬼呢?發覺自己可能有d想借此發洩一下。但聽完你咁講,我先...AK兄:<BR/><BR/>今日返工係度諗,哈,究竟我寫呢篇做咩鬼呢?發覺自己可能有d想借此發洩一下。但聽完你咁講,我先至認真d諗呢個題目。<BR/><BR/>技術性專業人員(就好似你話從事原子彈研究既果一批科學家)或者從事文學/科學研究既人,佢地真係唔需要理會咁多 Ambiguity,亦唔容許有 Ambiguity。<BR/><BR/>係好多情況,都同一個administrator,或要按本子辦事既官僚,都唔容許ambiguity。<BR/><BR/>但係,呢d 本子其實都係前人留落黎,亦即係由管理者按照情況制定出黎。(若以科學家既情況,當然唔係管理者喇)所以,若談到ambiguity advantage,其實某程度上反映管理者與被管理者之間,誰者能<B>利用</B>機構內的 ambiguity,就擁有主動;否則,只有被動。(Well,未睇過呢本書,吹下水咁啫,又又當然,被動又點,無咩唔妥丫)<BR/><BR/>>>如果可以唔使企出黎做領袖既話,日子會過得輕鬆好多<BR/><BR/>人在江湖呀AK兄,有時都要頂硬上。C.M.https://www.blogger.com/profile/10020937080260646187noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-56234419526595037962007-08-28T11:34:00.000+08:002007-08-28T11:34:00.000+08:00都係咁話姐~學AK兄話齋, 個MEAN係老板們為左個END而冇得逃避才去希望COMMAND一下, 往...都係咁話姐~<BR/><BR/>學AK兄話齋, 個MEAN係老板們為左個END而冇得逃避才去希望COMMAND一下, 往往重難過叫佢地去傾生意, 結果會點, 一D都唔意外...<BR/><BR/>(重搵緊大刑D架餐...)Anonymousnoreply@blogger.comtag:blogger.com,1999:blog-37862247.post-54447862541050983822007-08-28T10:40:00.000+08:002007-08-28T10:40:00.000+08:00噢, 睇完有共鳴但好無助呢篇野,俾老闆睇架, 我地睇左又如何呢...噢, <BR/>睇完有共鳴但好無助<BR/>呢篇野,俾老闆睇架, 我地睇左又如何呢...怒火眼睛https://www.blogger.com/profile/15828239062879177020noreply@blogger.comtag:blogger.com,1999:blog-37862247.post-56973015186046657882007-08-28T06:57:00.000+08:002007-08-28T06:57:00.000+08:00C.M.兄,如果可以以一個技術官僚既形態存在係一間公司,咁其實都算係好唔錯,起碼,你有一種佢地唔係咁...C.M.兄,<BR/><BR/>如果可以以一個技術官僚既形態存在係一間公司,咁其實都算係好唔錯,起碼,你有一種佢地唔係咁容易replace到既技術...<BR/><BR/>就好似中國最忙做運乎果d歲月之中,從事原子彈研究既果一批科學家重來無受過影響咁...<BR/><BR/>借題發揮...其實...如果可以唔使企出黎做領袖既話,日子會過得輕鬆好多...Anonymousnoreply@blogger.com