Instead, try moving them on -- into, say, incoming inspection. And once they're doing that competently, let them run your machinery... or work in the paint room ... or in final test, or final inspection, or shipping.Forget any notion that there are men jobs and women jobs. And question any notions you may hold about skilled jobs. Yes you may need a skilled machinist to produce custom parts -- but not routine parts. You may need a skilled technician to do generalized testing -- but not routine testing. If your needs are routine, hire a moonlighting machinist or technician to come in to show your employees how to make those parts or how to run those tests.When an employee has all the jobs involved in building the product down pat, let them plan, schedule and manage the whole production operation for awhile.When they're doing that competently, move them into purchasing and let them do some buying. And then into sales... and service, letting them handle some sales and service calls for awhile. And then into accounting, letting them maintain the books, file the required government reports, etc.Even payroll. There are no secrets in a small company. Everyone knows how the company's doing, what everyone else is making. And that "knowledge" is always better based on real data than hearsay -- simply because, regardless of the situation, the real data is always better than the hearsay.Where I've used "let" in the past few paragraphs -- replace that with "expect". Set the expectation that your employees will be moving among the jobs in your company. A few employees will look forward to the prospect. Many employees will feel threatened by it. Some will bide their time and learn to enjoy it. Others will feel overly threatened -- and leave. Let them! Those are the one's that are so fearful of change that they will become unyielding obstacles when change you must.Not all employees will like all jobs -- or become competent in them.
參考答案:相反,他们将尝试--成说,新检查. 一旦他们在做什么,干练,让你的经营机制. 在室内工作或油漆. 最后还是试验、最后检验、船舶. 忘记任何想法有男人和妇女就业工作. 你可以进行任何问题的观念和技术有关的工作. 你必须是一个熟练技工生产习惯部分--而不是例行部份. 你需要熟练的技术人员普遍进行测试--而不是例行检查. 如果你需要的是常有的事,聘请兼职人员或技工前来说明你如何使这些职工如何管理这些地区或测试. 当雇员参与建设的所有工作产品下八,让他们计划、安排生产和经营管理全看. 当他们在做什么,称职,为购买行动,让他们做一些买卖. 然后到销售. 和服务,让他们的销售和服务要求处理一些日子. 然后到会计,让他们保持书籍,要求政府提出报告. 连工资. 没有一个小公司的秘密. 每个人都知道公司的过程中,大家都在作什么. 而"知识"总比传闻不是基于实际的数据--因为,不管形势、真实的数据,胜于传闻. 如果我用"放",在过去数段--取代,"期望". 确定期望员工将在贵公司的职位. 少数员工期待的前景. 许多员工感到受威胁. 有些人将集体学习时间和享受. 别人觉得过于威胁--离开. 让! 这是一个人的,所以害怕改变,就会成为顶天立地的障碍时,你一定要改变. 并不是所有员工都希望所有的工作--或是成为主管.
