第一篇：領(lǐng)導(dǎo)力采訪作業(yè)(英文版)

MGMT 680 September 17, 2017

Leadership Interview Analysis

In this interview on leadership, the interviewee I selected is one of my friends, his name is Zhao Renjie.Zhao has worked in the financial industry for 7 years and is currently the general manager of a business department at a securities company.In the fourth years of Zhao's work, he was sent to Guizhou Province by the head office to set up a new business department.At present, under Zhao?s guidance, the business department has been operating steadily for three years, and its performance has been steadily developing.Therefore, Zhao has a wealth of professional knowledge and management experience in this field and deserves to be shared with others.With the knowledge of leadership, I will focus on the three dimensions of ?leadership and followership communication styles? to analyze Zhao's leadership, and then, draw relevant conclusions.These dimensions are: 1.Authoritarian, Democratic, and Laissez-Faire Leadership;2.Task and Interpersonal Leadership;3.Traits, Situational, Functional Leadership.“You can't imagine how difficult it is to start a new business department alone!” This sentence is zhao?s opening remarks.Our interview began with his memories of setting up a new business department.Zhao had not been to Guizhou Province before he received the appointment of the head office.When he came to Guizhou with the task of setting up a new sales office, his first thought was not to recruit new employees, but spent a week talking with his team about how to carry out this work.“Only by listening to all useful opinions can we make a good start，even though we have a tight schedule.” Obviously, Zhao does not mind spending more time as a democratic leader in order to gain the rewards of democracy — more support and cohesiveness.Democratic communication also runs through the day-to-day operations of the sales department.Zhao insists on having two regular meetings a week, Monday and Friday(the head office only requires the general managers to hold a regular meeting once a week in their business department on Monday)and he encouraged everyone to speak out at the meeting.As mentioned in the textbook，researchers have found that democratic leadership is often most effective.It?s associated with increased follower productivity, satisfaction, and involvement.Indeed, it is not uncommon for employees to present constructive suggestions at the regular meetings every week，and his subordinates would invite him into the WeChat Group to discuss some work.But, democratic techniques are time consuming.Thus, after Democratic discussions, overtime often follows.Simply, in China, overtime is no big deal.When we analyze Zhao's leadership behavior from the perspective of Task and Interpersonal Model, the Blake and McCanse’s Leadership Grid is worthy of reference.According to this theory, communication styles are divided into five categories, basis on the degree of task-orientation and interpersonal-orientation，namely，Impoverished Management, Authority Compliance, Middle-of-the-Road Management, Country Club Management and Team Management.According to interview, Zhao's leader communication style can easily be located into the style of Authority Compliance.This kind of leaders are highly concerned with completion of tasks but demonstrate little concern for interpersonal relationship.The leader believes that efficiency can be achieved only through appropriate work arrangements and the elimination of poor staff.Such a style can increase the output of company in short time but due to the strict policies, high labor turnover is inevitable.In order to achieve the goals of department, Zhao introduced the KPI(Key Performance Indicator)to evaluate the performance of employees.He has also set up some rewards and punishments policies to drive the sector forward.According to these policies, for instance, if an employee's performance has been below the KPI standard for two months consecutively, he is likely to be fired.In this way, the sales department's performance improved steadily at the beginning of the establishment, but it also paid the cost of employee turnover.Nowadays, outside of work, Zhao will organize staff to carry out outdoor collective activities one to two times per month, such as climbing, Cara OK, and sports, to release work pressure and improve interpersonal relationship.He admitted that he is trying to turn into an intelligent leader with Team management communication style.Zhao is an introvert and a studious person（As his good friend, I know that clearly.）From the view of Traits and situational approaches to Leadership（Path-Goal theory）, he is unlikely to be a passionate leader or a supportive leader.But his character helps him acquire higher problem-solving skills，expertise and tacit knowledge and to be a achievement-oriented leader or a directive leader.Contemporary research into leader traits has focused primarily on five categories, and ?problem-solving skills? is one of them.According the research, leaders who are better at identify and solving problems are more likely to advance their careers.Experience with problem solving builds tacit knowledge, or understanding how to succeed in a particular environment.However, investigators note that to benefit from experience, leaders must have the ability to draw lessons from that experience.Zhao told me that he always had his moment of quiet introspection.That means he will also consciously think about how to acquire knowledge from experience.In Path-Goal theory, two situational variables are most influential in the selection of an appropriate leadership communication style: the nature of followers and the nature of the task.Diligent in thinking, also let Zhao make strategic adjustments according to the situational change.That's one of the reasons why he decided to conduct skills training and outdoor activities every month according to the employees needs.From a functional point of view, the high esteem for democracy, the personality of studious, and the experience of building a department，all of these make Zhao play two leading roles in his department: an opinion seeker and a standard setter.In task-related roles, an opinion seeker solicits ideas asks questions information provided by others, and asks assessments of procedure.In group-building and maintenance roles, a standard setter applies standards to the evaluation of the group process.This explains why Zhao insisted on holding two regular meetings weekly and asked employees for advices on making company policy.In 1974, after analyzing 163traits studies publish between 1949 and 1970, Ralph Stogdill concluded that both personal traits and situational factors influenced leadership.Reviewing the Blake and McCanse’s Leadership Grid theory, leaders generally adopt one leadership style, which they use in most situations.This is called a dominant style.A second orientation from the model may be used as a backup style.A smart leader will “switch” between these two styles depending on the situation.So, if you have the chance to take part in Zhao's regular meeting, you'll sometimes see, after serious discussion about work, Zhao will also asks his staffs for advice about the plan of weekend trips or barbecue.

第二篇：英文采訪稿

英文采訪稿

An Interview with Donna

Q(Question): How do you manage your time to prepare the three totally different subjects? I mean oral English, management English, and the optional course.A(Answer)：Take the management course for example, since I have taught management for many years, I have a lot of past experience.Although this year getting a different book to teach, I did much preparation, and I'd like to see my students learn better.Q: Why did you set up the course as extra work, without pay?

A: I have traveled in different countries for many years, so I knew how difficult it is for one to learn a second language.I want my students to smoothly pass the exams.If my students succeed, I feel successful too.So I open extra courses to help them to get a better understanding of me, and learn more knowledge.Q: Who are the main participants in your class? How do they respond to your class?

A: Students on the entire campus are welcomed to come to my extra classes, and almost all the management major students attend my extra course.Because they like, they all come here voluntarily.Q: As we know, students' English levels are quite different, how do you adjust your teaching methods to guarantee most of them to make progress?

A: I have to set my level at a middle role to teach students in my class.Besides, I use PowerPoint and rephrase a word in different ways to make them fully understand.Q: As you know our university gains a good reputation on implementing bilingual teaching and has made great achievements.What's your view about this? And what else do you think we can do to make a better development? A: Many teachers meet students outside classes to help them.Take me for example, I ask my students to speak English 5 minutes everyday, and then write down to me whoever they talk to.I hope this way could improve their English.It is a problem in English corner that there are more students with fewer teachers.So there are no enough chances for every student to talk…..Q: Our school is going to receive the Teaching Evaluation, and we attach great importance to it;it's said to be a critical turning point for our university, and what's your attitude towards this?

A: We have received letters from the English Department.Most have been doing what have been told.Such as bringing the lesson plans to the class, working out outlines of the subjects and etc.Because our teachers are always responsible for their work and spare no efforts to help our students improve their English and study, so we are positive toward it.Personally, I'm not so worried and anxious about that.Q: As we know, English speech contest is approaching again, and it does facilitate our students to improve English quite a lot, could you give some suggestions to our contestants?

A：Yes, of course.First, they shouldn't memorize the passage.It is a performance, an active communication.You should add your feelings to it.Secondly, you should use eye contact, which acquires practice.So choose a subject earlier and make a full preparation.“If my students succeed, I succeed.” Donna has really done much to help her students learn English even better and build up their confidence, passions, courage and love for English learning.Besides, she positively encourages her students to make a good management or command of themselves so as to achieve a better success in the future.Here, we would like to extend our heartfelt thanks to our hard-working teachers on the campus, both Chinese and foreign, nothing could be possible without their consistent contribution or devotion.

第三篇：英文采訪稿

Interviewer: We have already prepared the rose tea.Have a taste, please? We hope you will like it.Today we invite you here to ask you about your life and study in Inner Mongolia University of Technology.Now let’s talk about your life first.Can you communicate with others except your classmates frequently in Chinese? Informant: I can use daily expression to communicate with others.Interviewer: Really? How many years have you learned Chinese? Informant: About one year.Interviewer: Are you familiar with Huhot? Informant: Not too much.But I know some shopping malls, such like Hailiang Square and Wanda Plaza and some famous universities in Huhot.Interviewer: Which place do you like best to go shopping? Informant: Wanda Mall.Interviewer: Then what do you usually do after class in our school campus? Informant: I usually walking nearby or go to the library to learn.Interviewer: What do you think about your accommodation? Informant: I’m not satisfied with it very much.The room is little cold and it doesn’t supply the hot water all day.Interviewer: How many roommates do you have? Informant: There are two roommates.Interviewer: We heard that there has private washing room and kitchen in your room.Is that true? Informant: Each room has a private washing room.The whole dormitory building has two kitchens.Interviewer: Do you often cook by yourself?

Informant: Yes.We cook three meals every day by ourselves.Interviewer: Now you have been in China for many years.Haven’t you used to eat the canteen food? Informant: The canteen food usually doesn’t suit me.But some of us have been used to eat it.Interviewer: What do you like most in your country? Informant: Kinds of meat, milk tea, some fruits and vegetables.Interviewer: Will you stay slim by controlling diet?

Informant: I often do exercises to keep slim because I don’t need to control my diet.But some girls in my country often keep thin by eating less.Interviewer: Ok.Besides your life let’s talk about your study here.What’s your major? Informant: Master of Business Administration.Interviewer: Who is your tutor? Informant: Miss Hao Xiaoyan.Interviewer: Which language do your teachers use in your class? Informant: Teachers give us lessons in Chinese.Interviewer: Can you get it? Informant: It’s a little difficult.But I try my best to adapt it.Interviewer: Which program did you learn during your college life? Informant: Business Management.Interviewer: What’s the difference between the schools in China and Mongolia? Informant: The education system has a little difference.We spend four years in primary school, five years in middle school, and two years in high school.Interviewer: How do you get the application to learn in China? Informant: First, we should submit an application to the Chinese Embassy.Then, we should pass the essential exams.Finally, we must have a face-to-face talk.Interviewer: What’s your impression about China? Informant: Pretty good.The Chinese are warm-heart and always kind to foreigners.I like make friends with you.Interviewer: Oh, we also like to make friends with you, too.Thank you for your corporation.

第四篇：【DOC】領(lǐng)導(dǎo)力作業(yè)

《領(lǐng)導(dǎo)力》作業(yè)

姓名：曾欽猷 學(xué)號(hào)：1000507053年級(jí)：2010（廈門班）專業(yè)：MBA

《領(lǐng)導(dǎo)力》學(xué)習(xí)體會(huì)

沒讀MBA之前，我已工作十二年，工作也經(jīng)歷了從機(jī)械鉗工、技術(shù)員、工程師、業(yè)務(wù)員、業(yè)務(wù)主管直到現(xiàn)在的業(yè)務(wù)經(jīng)理，每一次的工作變動(dòng)都帶來職位的升遷，當(dāng)然也包括薪水待遇的提高。因?yàn)橐恢币詠矶际呛蜋C(jī)械行業(yè)打交道，不管之前的技術(shù)工作，還是現(xiàn)在的的銷售工作，都屬機(jī)械行業(yè)。所以我把這種升遷歸功于自已的專業(yè)背景，的確自已一步一個(gè)腳印的前進(jìn)走的都是技術(shù)領(lǐng)導(dǎo)之路，國(guó)內(nèi)外許多知名企業(yè)的高管似乎也有相同背景，如聯(lián)想的柳傳志，阿里巴巴的馬云等，包括政府各級(jí)職能部門的領(lǐng)導(dǎo)者，大部分走的確也是技術(shù)升遷之路。但是，今天，當(dāng)我站在這個(gè)高度向左向右、向上觀察的時(shí)候，發(fā)現(xiàn)和自已站在同一水平線的是比我年輕許多的新生代，而自已的多許同代人已擔(dān)當(dāng)起了更重要的領(lǐng)導(dǎo)角色。鑒于此，也考慮到自已的從業(yè)或創(chuàng)業(yè)需要，感覺到自已需要全面的提升，管理的提升，領(lǐng)導(dǎo)力的提升。

楊正平老師講《管理領(lǐng)導(dǎo)力》這堂課之前，我零零散散看過一些關(guān)于領(lǐng)導(dǎo)力的文章及書籍，當(dāng)時(shí)感覺里面對(duì)領(lǐng)導(dǎo)力的定義及描述是非常抽象的，深?yuàn)W的，是我所體會(huì)和理解不了的，約翰.馬克斯韋爾在其《領(lǐng)導(dǎo)人21品質(zhì)》中如此描述領(lǐng)導(dǎo)力:“職位不能叫一個(gè)人發(fā)揮領(lǐng)導(dǎo)力，反而是一個(gè)領(lǐng)導(dǎo)人能使職位發(fā)揮作用”;“領(lǐng)袖先找到目標(biāo)，然后才找到一群追隨者;而一般人都是先找到了領(lǐng)袖，然后才認(rèn)同領(lǐng)袖的目標(biāo)”;“惟有那些能引發(fā)他人動(dòng)力的領(lǐng)袖才能創(chuàng)造出動(dòng)能”；再如波恩斯對(duì)領(lǐng)導(dǎo)的定義是“領(lǐng)袖勸導(dǎo)追隨者為某些目標(biāo)而奮斗，而這些目標(biāo)體現(xiàn)了領(lǐng)袖及其追隨者的共同的價(jià)值觀和動(dòng)機(jī)、愿望和需求、抱負(fù)和理想”。這些理論的描述在我這個(gè)普通而又平凡的小人物人看來:領(lǐng)導(dǎo)力距離自己非常遙遠(yuǎn)的，真正實(shí)踐領(lǐng)導(dǎo)力的人也必須是歷史偉人或者當(dāng)今的政界要員，最不濟(jì)的也要是公司CEO或企業(yè)高管，領(lǐng)導(dǎo)力與我無關(guān)。當(dāng)真正在楊正平老師的帶領(lǐng)下非常生動(dòng)形象而又充滿人文情懷的對(duì)領(lǐng)導(dǎo)力進(jìn)行了兩天的學(xué)習(xí)之后，我發(fā)現(xiàn)自己之前的理解是非常片面的：領(lǐng)導(dǎo)力與每個(gè)人有關(guān)，每個(gè)人每時(shí)每刻都可以在個(gè)人的生活與工作中發(fā)揮自己的正向的或者負(fù)面的影響，這種簡(jiǎn)單的可以引導(dǎo)或影響改變他人行動(dòng)行為的能力就可以叫做領(lǐng)導(dǎo)力。而無論你是公司的普通員工，還是小小組織中的管理者，無論你所處的組織大與小，你都有機(jī)會(huì)用你的人格魅力影響他人使之達(dá)到共同的目的，這就是普通人可以展示的領(lǐng)導(dǎo)力。聯(lián)想到自己目前的具體工作，其實(shí)無時(shí)無刻不也和個(gè)人影響力即領(lǐng)導(dǎo)力相關(guān)。SKF的7年工作時(shí)間一直在負(fù)責(zé)區(qū)域產(chǎn)品經(jīng)理的職位，直屬市場(chǎng)部管理，主要工作內(nèi)容是和區(qū)域的銷售人員以及技術(shù)人員工溝通。更多的職責(zé)描述是把SKF中國(guó)銷售公司在中國(guó)的傳動(dòng)產(chǎn)品推廣策略結(jié)合廈漳泉及龍巖莆田區(qū)域市場(chǎng)的特點(diǎn)和競(jìng)爭(zhēng)環(huán)境，制定具有區(qū)域特色的推廣策略和更符合區(qū)域特點(diǎn)的推廣方式。在整個(gè)工作的環(huán)節(jié)中，溝通是工作中最重要的一項(xiàng)內(nèi)容：產(chǎn)品策略的上傳下達(dá)，各項(xiàng)總部項(xiàng)目在區(qū)域的執(zhí)行管理，和銷售的全方位的溝通協(xié)作，內(nèi)部銷售的培訓(xùn)，外部客戶區(qū)域技術(shù)人員的策略溝通，關(guān)系維護(hù)，等等。所以在工作中個(gè)人的溝通能力、影響力，也就是領(lǐng)導(dǎo)力和工作結(jié)果好壞直接相關(guān)。比如工作中的主要內(nèi)容，就是根據(jù)區(qū)域的銷售實(shí)際數(shù)據(jù)分析的基礎(chǔ)上，結(jié)合公司的整體推廣策略，制定區(qū)域推廣方向，然后與區(qū)域的銷售經(jīng)理溝通，希望他們能在工作中按這個(gè)方向執(zhí)行，以期得到更好的銷售業(yè)績(jī)。假如在交流分析結(jié)果的時(shí)候，不站在銷售的角度考慮問題，直接把結(jié)果仍給他們，銷售同事接受起來就很難，也肯定不會(huì)有好的執(zhí)行。之前我自己做事情的風(fēng)格是風(fēng)風(fēng)火火，更多是在信息傳遞的時(shí)候直接簡(jiǎn)單，全部的信息不加篩選的扔給銷售。所以工作初期因?yàn)楸舜瞬涣私猓约阂膊蛔⒁鉁贤ǚ绞胶妥鍪嘛L(fēng)格等原因，雖然自己認(rèn)為做了非常有價(jià)值的事情，但在銷售同事層面的接受程度上非常不好，導(dǎo)致彼此合作摩擦還是比較多。但隨著工作時(shí)間的延長(zhǎng)，對(duì)個(gè)人問題的認(rèn)識(shí)，心理上的不斷成熟，我開始用一種開放的心態(tài)和不斷學(xué)習(xí)的精神去面對(duì)銷售，用同理心，良好的溝通以及高度誠(chéng)實(shí)、正直與值得信賴的態(tài)度面對(duì)各種問題和挑戰(zhàn)，在此過程中我逐漸發(fā)現(xiàn)溝通的暢通性大大加強(qiáng)，信息的有效性傳遞，工作效率也大大提高，自己也感覺個(gè)人的價(jià)值在工作中得到了很好的體現(xiàn)，銷售同事也體會(huì)到區(qū)域產(chǎn)品經(jīng)理工作帶給他們的價(jià)值和切實(shí)的幫助，所以彼此的合作進(jìn)入良性循環(huán)，工作中的配合也如魚得水，自己也越來越敞開心扉，用放松的心態(tài)更好的在工作中學(xué)習(xí)，然后提供更多的高價(jià)值的支持到銷售工作。整個(gè)過程中個(gè)人無意識(shí)這就是所謂的領(lǐng)導(dǎo)力，簡(jiǎn)單的認(rèn)為是工作經(jīng)驗(yàn)的積累，現(xiàn)在反思過來過程中是個(gè)人影響力的培養(yǎng)和提高，用自己的影響，引導(dǎo)并改變了銷售的配合溝通的行為，這就是個(gè)人的領(lǐng)導(dǎo)了，所以普通人和領(lǐng)導(dǎo)力相關(guān)。不管目前我們身處的位置如何，職位的高還是低，組織大還是小，領(lǐng)導(dǎo)力關(guān)鍵因素中的許多品格都會(huì)對(duì)我們工作的提高、人際關(guān)系的處理有很大的幫助。領(lǐng)導(dǎo)力可以影響他人做他原本可能不會(huì)做的事情。任何人身上都具備領(lǐng)導(dǎo)力的很多因素，不要認(rèn)為領(lǐng)導(dǎo)力與普通人無關(guān)，只要你成功地影響了他人的行為，你就是在使用領(lǐng)導(dǎo)力。另外，通過“領(lǐng)導(dǎo)力”課程的學(xué)習(xí)，自己感受到的重要的另外一點(diǎn)：針對(duì)帶領(lǐng)團(tuán)隊(duì)的領(lǐng)導(dǎo)而言，領(lǐng)導(dǎo)力基本上取決

于領(lǐng)導(dǎo)個(gè)人的專業(yè)才能或者個(gè)人魅力，絕對(duì)不是單純地依賴職位的高低，權(quán)力的大小。要想獲得支持與配合，就必須具有領(lǐng)導(dǎo)能力。所以領(lǐng)導(dǎo)能力是成功者的必要條件。有些人自以為有了官帽就是領(lǐng)導(dǎo)了，其實(shí)如果沒有追隨者一切都是空中樓閣。正如杰克.威爾奇在他的自傳中所描述的：在你成功之前，你的成功取決于你個(gè)人是否成功，當(dāng)你成功之后，你的成功就取決于他人的成功。個(gè)人的領(lǐng)導(dǎo)力，是影響其中的關(guān)鍵因素。既然領(lǐng)導(dǎo)力如此重要，那么如何培養(yǎng)領(lǐng)導(dǎo)力呢？下面還是從我的個(gè)人工作談起。

今年年終評(píng)審中，同事給我的某一方面一個(gè)不算好的分?jǐn)?shù)，那個(gè)項(xiàng)目是“為了達(dá)到目標(biāo)，可以適時(shí)修正自己的態(tài)度與方法”，我只得了85分。雖然分?jǐn)?shù)不算特別差，但我仍然對(duì)自己感到失望。因?yàn)樵谶^去一年中，我可能在一百次與同事的接觸中，有高達(dá)十次曾讓同事受到壓抑或是委屈而不自知。其實(shí)，為了提醒自己免于過度主觀，我都會(huì)在每天進(jìn)辦公室的時(shí)告誡自己，不要把自己的個(gè)性帶到辦公室，只有我能先忘掉自己的個(gè)性，才能空出我的主觀性，聽得進(jìn)員工的聲音。顯然，我的火候還不夠！說到這邊，有人可能會(huì)為我抱屈，難道要做到百分之百依照員工的意見，才算是真正有雅量嗎？那不等同于毫無主見了嗎？其實(shí)我自曝其短的目的有兩個(gè)，第一，是想讓管理經(jīng)驗(yàn)還不是很豐富的同事們參考，在面對(duì)這樣一個(gè)他們將來必定會(huì)經(jīng)歷的管理關(guān)卡時(shí)，要如何處理自己的情緒與價(jià)值觀。第二，是要提醒包括自已在內(nèi)的上班族，要學(xué)習(xí)如何被管理。肯被領(lǐng)導(dǎo)的人，才有領(lǐng)導(dǎo)人的雅量。管理課有則故事說，一個(gè)捕鳥人，用一張大網(wǎng)，撲向一群低飛的鳥群，一大群鳥被網(wǎng)住后，連同網(wǎng)一起掉在地上，在那群被捕的鳥群中，有一只比較大的鳥，掉到地上后立刻想振翅飛逃，但是卻不見捕鳥的人有收網(wǎng)的動(dòng)作。路人都替

捕鳥人著急，說鳥都快飛走了，怎么不收網(wǎng)？捕鳥人說“不急”。結(jié)果，那只大鳥真的連同網(wǎng)飛了起來，那些小鳥也依勢(shì)在大鳥的下方跟著飛起來。旁觀者又急著說“你怎么不趕快把它們拉下來？”捕鳥人仍然不慌不忙地說：“不用擔(dān)心！現(xiàn)在已經(jīng)是黃昏了，這些鳥到了傍晚，就會(huì)想要各自回巢，因?yàn)樗鼈兊姆较虿灰粯樱跃惋w不高、飛不遠(yuǎn)。”果然，當(dāng)鳥飛了一段距離之后，那張網(wǎng)最后還是掉在地上，因?yàn)榇蠹叶硷w往不同的方向，而捕鳥人也輕而易舉地捉回那些鳥！同樣，如果員工都只知道堅(jiān)持自己的個(gè)性，就像那些小鳥只知道自己所要的，那么，辦公室內(nèi)必定是沖突不斷，而這種堅(jiān)持自己才是對(duì)的。而只知道自己要什么的行為模式，正好就是造成我們每天上班痛苦不堪，抑郁不樂，隨時(shí)想逃離辦公室的主因。因?yàn)槟阈闹兄幌胱屪约嚎鞓罚屪约嚎鞓返耐緩剑褪谴蠹叶颊漳愕囊馑甲觯?dāng)大家都是這樣的想法時(shí)，每一個(gè)人所爭(zhēng)取到的就是失望了！雅量其實(shí)是有尊嚴(yán)的人才辦得到的，雅量也是一種違反人性的行為，因?yàn)樽饑?yán)的本質(zhì)居然是無我，而不是唯我獨(dú)尊，要有雅量就要先讓出自我！所以，不論是主管或員工，所需要的修煉是成為別人的幕后英雄，當(dāng)你不需要幕前的掌聲，卻可以甘愿協(xié)助同事成功，你才是那個(gè)真正付得出智慧的人。以下兩種自然現(xiàn)象用來和大家共勉：第一種，是候鳥遷徙，候鳥在數(shù)千公里的遷徙過程中沒東西吃，卻要飛到遙遠(yuǎn)的地方，其憑的不是天生的耐力，而是只是它們乘著風(fēng)在飛翔，風(fēng)讓它們無需浪費(fèi)體力。我們能看到候鳥能飛那么遠(yuǎn)，卻看不到風(fēng)這位幕后功臣。第二種是海浪，如果大海無浪，就像一攤死水，就像如果沒有風(fēng)也不會(huì)有美麗的浪花，只是我們沒感到幕后功臣的存在。所以，在職場(chǎng)上，要有風(fēng)的雅量，才能讓人客觀，才能培養(yǎng)良好的領(lǐng)導(dǎo)力。

在當(dāng)今社會(huì)某個(gè)人在單位可以突然當(dāng)管理高層，但領(lǐng)導(dǎo)力則不是一夜養(yǎng)成，也不是因?yàn)橐驗(yàn)槟撤N管理職位而繼承來的。思列塔說：“領(lǐng)導(dǎo)力的提高，是靠一生不斷地確立目標(biāo)，不斷地實(shí)現(xiàn)目標(biāo)而達(dá)到的。有效率的管理者努力把這個(gè)過程的技巧灌輸?shù)矫總€(gè)團(tuán)隊(duì)成員的心中。領(lǐng)導(dǎo)力的提升，是團(tuán)隊(duì)追求既定目標(biāo)的過程。”不論管理者個(gè)人還是公司，我們的目標(biāo)必須是有價(jià)值的，但很多人追求理想化、不切實(shí)際的目標(biāo)，把時(shí)間花在做些無關(guān)緊要的事上，從而失去了成為高效率管理者的機(jī)會(huì)。管理者的目標(biāo)對(duì)個(gè)人及團(tuán)隊(duì)必須是有意義的。而且要能與個(gè)人及成員的價(jià)值、標(biāo)準(zhǔn)、需求配合。這樣的目標(biāo)就能照顧到管理者個(gè)人及組織的需要。“以目標(biāo)設(shè)定為基礎(chǔ)，要首先澄清思路。設(shè)定目標(biāo)，要把注意力放到重要的事情上，是目標(biāo)導(dǎo)向。工作是任務(wù)導(dǎo)向，當(dāng)這些條件都符合了，你會(huì)發(fā)現(xiàn)你及你團(tuán)隊(duì)成員對(duì)實(shí)現(xiàn)某個(gè)目標(biāo)有濃厚的興趣，也會(huì)全身心投入”思列塔認(rèn)為。那么如何找到目標(biāo)呢？一是具體化的思考。作為管理者，必須和團(tuán)隊(duì)成員一起制定組織計(jì)劃，再找到組織目標(biāo)的順序，此順序必須根據(jù)企業(yè)的價(jià)值體系排列。二是擬定書面的執(zhí)行計(jì)劃。書面計(jì)劃有利于團(tuán)隊(duì)找出不同目標(biāo)與價(jià)值觀之間的予盾。同時(shí)，團(tuán)隊(duì)成員定下了目標(biāo)完成的日期，就會(huì)按既定時(shí)間行動(dòng)，并保持一個(gè)積極上的態(tài)度，專注于手上的工作。三是創(chuàng)造熱情和渴望。只有所有成員都對(duì)實(shí)現(xiàn)個(gè)人和組織目標(biāo)真誠(chéng)渴望，才能產(chǎn)生實(shí)踐計(jì)劃的行動(dòng)。四是高度自信和取勝的能力。而管理者學(xué)會(huì)信任團(tuán)隊(duì)成員時(shí)，也就掌握了實(shí)現(xiàn)計(jì)劃的關(guān)鍵因素。而對(duì)團(tuán)隊(duì)成員的信心是建立在分享知識(shí)及經(jīng)驗(yàn)的基礎(chǔ)上，于管理者而言，能力是前提，但能發(fā)掘下屬的能力才是真正的能力。五是培養(yǎng)持之以恒的精神及責(zé)任感。培養(yǎng)持之以恒的精神，關(guān)鍵在于能對(duì)團(tuán)隊(duì)及個(gè)人的成敗負(fù)責(zé)。

第五篇：采訪作業(yè)

大學(xué)生網(wǎng)絡(luò)上癮采訪特寫

王重月

黃雪盈是菏澤大學(xué)的一名大學(xué)生，個(gè)頭不高，落肩的頭發(fā)，圓圓的眼鏡下有一對(duì)會(huì)發(fā)光的眼睛，笑起來像新月。接受采訪時(shí)總是笑瞇瞇的，非常的可愛和有親和力。

調(diào)查顯示多數(shù)女生上網(wǎng)主要集中在網(wǎng)絡(luò)購(gòu)物、看視頻等，而她則表示一般不追劇，除非有硬性需求，平時(shí)網(wǎng)上購(gòu)物也極少，但也坦白自己是個(gè)名副其實(shí)的“網(wǎng)癮少女”。上網(wǎng)的主要時(shí)間都用來看小說，并且同時(shí)追了幾個(gè)網(wǎng)絡(luò)連載小說。所看小說的題材非常雜，都市、古裝、破案類都有，是她消磨時(shí)間的一種方式。打開手機(jī)，點(diǎn)開小說的APP，已經(jīng)成為下意識(shí)的動(dòng)作，一但開始看小說，就很難放下手機(jī)，學(xué)習(xí)也一拖再拖，這也成為困擾她的一件事情。

山東大學(xué)的學(xué)生李彥，也有相似的困擾。在同專業(yè)的同學(xué)都在早起學(xué)習(xí)英語(yǔ)、準(zhǔn)備考研、參加大賽的時(shí)候，他還在花費(fèi)大量的時(shí)間到流行的網(wǎng)游中，每到賽季就天天在網(wǎng)吧熬夜，為此還錯(cuò)過了幾節(jié)專業(yè)課。他說，他也很有學(xué)業(yè)上的緊迫感，不甘心當(dāng)“咸魚”，卻總是做不到主動(dòng)學(xué)習(xí)。他的游戲段位很高，能排到全服前三，當(dāng)講到游戲的時(shí)候他的話就立馬多了起來，介紹了很多關(guān)于這個(gè)游戲的知識(shí)和趣事。他表明自己從小就是大家口中的“別人家的孩子”，父母、老師對(duì)自己的期望很高。上了大學(xué)以后，自己不再是班里前幾名，壓力很大，大一努力學(xué)習(xí)名次依舊很低，便開始放棄。后面接觸了游戲，在游戲里他能找回一些自信。

同樣是往游戲中投入大把時(shí)間的成都體育學(xué)院的學(xué)生陳展，打游戲的原因卻不同。作為體育生的陳展長(zhǎng)得很高，身材健碩，是系籃球隊(duì)唯一的中鋒，然而除了上課、隊(duì)里的訓(xùn)練和比賽，大部分的時(shí)間都留在寢室打游戲。沒有和同學(xué)一樣經(jīng)常去球場(chǎng)練球，社交活動(dòng)也很少。他說，自己沒有什么認(rèn)識(shí)的人，和朋友帶拓展的兼職太累，也不想去，所以選擇在每天在寢室開麥打游戲。他認(rèn)為游戲中的好友比現(xiàn)實(shí)中的更容易相處，而且都有共同的話題就是同一款游戲。游戲中的好友有各種各樣的職業(yè)和經(jīng)歷，能聊到很多沒有涉獵過的領(lǐng)域話題，所以即便不出寢室也不會(huì)感到無聊。可自己也發(fā)現(xiàn)上網(wǎng)打游戲的時(shí)間愈來愈長(zhǎng)，剛開始是熬夜，后來越熬越晚，現(xiàn)在經(jīng)常通宵，學(xué)業(yè)上耽誤了不少，身體素質(zhì)也不大如從前，比賽跑了半場(chǎng)就氣喘吁吁，精疲力盡。他知道這是網(wǎng)癮是不好的，可就是控制不了自己，也很難做出改變。

此外，還采訪了兩名女生，黑龍江外國(guó)語(yǔ)學(xué)院的的李子萱和四川音樂學(xué)院的夏琳。李子萱是個(gè)標(biāo)準(zhǔn)的追星女孩，劉海長(zhǎng)發(fā)，很韓系的打扮。盯數(shù)據(jù)、打榜、看mv和物料、視頻剪輯和ins直播是每天必備的流程，這些線上的活動(dòng)占據(jù)了她很大一部分時(shí)間。她說自己曾在偶像回歸的那段時(shí)間，每天只睡兩三個(gè)小時(shí)持續(xù)打榜，花費(fèi)了她大量的精力。夏琳喜歡看短視頻，尤其是喜歡的明星綜藝影視的視頻剪輯，創(chuàng)意視頻等等，看著這些趣味視頻，聽抖音主快節(jié)奏的說話，時(shí)間就不知不覺的耗掉了。她說，毫不夸張的說如果沒有事兒，我早上睜眼睛就開始看短視頻，可以一直看到天黑。同時(shí)也很喜歡網(wǎng)上購(gòu)物，買明星周邊，在購(gòu)物APP上可以。兩個(gè)女生都經(jīng)常看與喜歡的明星有關(guān)事情，偶像、明星已經(jīng)成為她們生活中的一部分，可她們都表示自己沒有處理好關(guān)系，在很多人把偶像作為榜樣和動(dòng)力的時(shí)候，自己卻做不到充實(shí)自己，她們也希望可以找到一個(gè)節(jié)點(diǎn)，去真正的把偶像力量轉(zhuǎn)化為自己的動(dòng)力。

五人均表明從來沒有仔細(xì)考慮過這些問題，現(xiàn)在想來確實(shí)有些過于依賴和沉迷網(wǎng)絡(luò)，并打算重新思考和安排生活。

受疫情影響，本次采訪以線上視頻形式進(jìn)行。采訪結(jié)束后，互相致以問候，為本次采訪畫上句號(hào)。