希望我能给CD积点德，26号考试让我上700＋，
因为我发现GMAT的文章基本是改写或者直接拿过来的，所以刚尝试google了一下第一篇，果然是这样。
Finding the people to staff the function who can
keep abreast of changing demands and develop
the function's own learning capacity is a
demanding task. There are two basic strategies
for staffing an emerging information function.
One is to develop a cadre of specialists who
spend much of their careers within that function
(for convenience we shall call this the 'analyst
strategy'). The other is to recruit high-potential
generalists for whom the function is a development
assignment, sensitizing them to certain skills
and frameworks that will add to their personal
portfolio of management skills (the 'fast-tracker
strategy'). The epitome of a staff function using
the analyst strategy is probably economic analysis;
the fast-tracker strategy is most common in
strategic planning.
The profiles of the two types emerged clearly
in response to the question, 'What do you like
most about your job?' 'Analysts' tended to
respond with statements of how much they
enjoyed the challenge of putting information
together, solving 'puzzles,' and learning. 'Fasttrackers'
tended to cite the interaction with top
management, the excitement of understanding
the competitive environment, and the opportunity
to 'make a real difference to this company' as
the key aspects they enjoyed.
The advantages of the 'analyst strategy' to the
CA function itself probably outweigh those of
the fast-tracker strategy. Having people build up
expertise over time, and holding them in the
function, improves CA capabilities as a whole.
The fast-tracker strategy creates not only rapid
turnover in the function; it may also create an
incentive structure for the individual that may
be inimical to building learning curves in the
function. Fast-track generalists tend to achieve
personal gratification and high evaluations by
initiating new programs or approaches, rather
than by institutionalizing and consolidating those
begun by their predecessors. The rewards in most
Western companies are greater for innovation
than for institutionalization.
On the other hand, for the company overall
the advantages of the fast-track strategy in this
function are considerable. Of the 'fast-track'
analysts we interviewed, most stated that one of
the things they liked best about the job was that
they gained a strategic overview of the competitive
environment and of their own company, an
overview they could not have obtained anywhere
else in such junior positions. Most said their
way of thinking about the business had been
permanently changed (in their opinion enhanced)
by their experience. Even for the CA function,
the long-term advantages of having fast-track
managers sensitized to the importance of CA
may well outweigh the continuing loss of expertise
in rapid turnover. As one manager of the function
pointed out, in analogy to marketing research,
to understand the uses and limitations of any
type of intelligence function, one had to have
some personal experience of how the intelligence
is generated. The production of managers with
such an understanding may be one of the most
important long-run contributions of the CA
function.
-- by 会员 selfay (2010/4/18 8:54:43)
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发表于 2010-4-18 10:09:22
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