Grove chose to retire. 1in may, 998, he was relieved of the position of CEO and handed over to Barrett, the president of the company, leaving only the more symbolic position of chairman. On the one hand, it is related to his age and physical condition, on the other hand, it is the CPU market at a strategic turning point, forcing him to give way in advance.
Since then, due to the poor performance of the company and poor management of the low-end market, the company's stock has fallen by more than 30% compared with the peak period. Grove left at the right time. This aggressive, angry and controlling iron fist must give the scepter to a kinder and friendlier person, so that Intel can turn the tide and Grove's wealth and reputation can be truly protected.
Andy Grove, who served Intel for 30 years and influenced the PC era, died on March 20 16 local time.
The background of this book:
1985 One day, Grove discussed the company's predicament with Moore, the company's chairman and CEO. He asked, "What do you think he will do if we step down and elect a new president?" Moore hesitated and replied, "He will give up the memory business." . Grove said, "Then why don't we do it ourselves?"
1986, the company put forward a new slogan "Intel, microprocessor company". Intel successfully crossed the valley of death caused by memory disaster.
Catalogue of works:
Guide grove teaches you high-output management
The preface begins with the great changes in the 1980s.
The first production line of breakfast shop
1 What does "production" contain?
Stock from breakfast shop.
The second is to fight a good team battle.
3 Management leverage ratio
4 The only way of management: meeting
5 the decision not to wave the scepter
The plan is for tomorrow.
The third article is a skillful hand in promoting organization.
When breakfast shops began to proliferate.
8 mixed-race organization
9 double report
10 Everyone takes orders from three "officers"
Article 4 A man proposes marriage.
1 1 Encourage subordinates to participate in the competition.
12 Work expired
13 Do it no matter how difficult it is: performance evaluation.
14 recruitment and retention
15 the temptation of reward
16 Don't wait for eyebrow training.
Reminder after the final exam *
Reading notes:
( 1)
Although Kegrove was a man of the last century, people will inevitably think that his theory is out of date, but the whole book shows that the more the management theory is based, the more it points to the core essence of human nature or problems, and such things will generally last longer. At least 20-50 years of efficacy should still be there.
(2)
If your licensee can't guess whether he is authorized or not, then he has a very high negative leverage ratio.
(3)
In other words, even if the manager was a scientific elite when he joined the company, his contribution to the company's "latest technology" was not as good as before. At least in our company, managers are "devaluing" every day.
(4)
If the key to the success of your enterprise lies in information and technology, which decision-making system should you adopt? Again, middle managers play a very important role. Because they can not only connect the structure of upload and distribution, but also make two kinds of people with "power" and "knowledge" live!
(5)
So, from the perspective of strict management by objectives, is Columbus' performance good or bad? After all, it was he who discovered the new continent and brought countless wealth to the Spanish royal family.
Therefore, even if a subordinate fails to achieve the set goals, his performance may still be rated as excellent.
(6)
The multi-dimensional structure allows a person to change his role with the needs of the organization, sometimes as a general, sometimes as a soldier, thus greatly improving the ability of the organization to cope with emergencies.
(7)
At the level of cultural values leading behavior, managers must be responsible for formulating a set of values, goals and codes of conduct enjoyed by the organization in order to establish personal trust in the organization.
(8)
Management is a team activity. No matter how strong the coach is, it still depends on the efforts of the players.
If a person doesn't do what he should do, there are only two reasons to explain it: he is either "inaction" or "incompetence"-the former is lack of motivation and the latter is powerless. As for "not doing" or "not doing", we can use a small test to judge: if this person's life depends on doing, will he do it? If he wants to, it means that he can do it, which used to be "not doing it"; On the other hand, if you refuse, it is "impossible" not to do it before.
(9)
Ants still live a disgraceful life.
In order to be effective, incentives must come from the hearts of all parties. What managers can do is to create a suitable environment for motivated people to perform well.
It is the most important task for managers to let subordinates reach the peak. In response to the aforementioned "can't" and "don't do", managers have to use two magic weapons: training and motivation.
( 10)
How should managers motivate their subordinates? For most people, the word motivation means "doing something to someone" (threats, inducements, etc.). I don't think so. In order to be effective, incentives must come from the hearts of all parties. What managers can do is to create a suitable environment for motivated people to perform well.
( 1 1)
Motivation is used to improve performance, not to change a person's mood or attitude.
( 12)
However, with the end of the industrial revolution, incentives such as fear and punishment are gradually replaced by other more humane methods.
( 13)
You can make medieval slaves try their best to help you row a boat in a frightening way, but your computer engineer won't buy it. That's why this school has a more humane incentive way.
( 14)
To put it simply, if motivation is always effective, we must first make sure that subordinates still have some unmet needs.
( 15)
Clothing, food, shelter, transportation, and other indispensable things in daily life. Fear is often accompanied by such a need: individuals will be afraid of not having food or clothes to keep out the cold, and so on.
( 16)
People are social animals, so they also have the need to belong to a group or be recognized by others. But people are very picky, and "Yangchun Baixue" doesn't want to mix with "Xialiba people". They just want to be with people who have something in common. People with high spirits and self-confidence will want to be with the same people, while people with low spirits just want to be with the same depressed people.
( 17)
The three levels of needs mentioned above: basic physiological needs, sense of security, sense of belonging, and sense of identity, all just motivate us to go to work and show our faces in the company. And the other two levels that need to be mentioned-status and respect and self-realization-are the reasons that really inspire us to pursue more outstanding performance in our work.
( 18)
The meaning of "status" is different for everyone, and others you pursue may not care at all. If you are a baseball team member and happen to meet a professional baseball player you admire on the way, you may feel electrocuted. But when you go home and tell your mother or your brother who loves classical music, they may not even look up. Because for people who are not baseball fans, professional baseball players have no meaning at all.
( 19)
In the target management system, the set goals should not be achieved overnight. The goal we set is higher than the average person's ability. Even if they work very hard, they may still have only a 50% chance of success. Although there is a 50% chance that an individual will taste the taste of failure, experiments have proved that the output in this case is greater than that under the condition of achieving the goal overnight. Such a goal-setting strategy is even more important when you are pursuing surpassing the peak.