Bill George《真誠領導》(Authentic Leadership) 陳景蔚、鄭新嘉譯,台北:天下雜誌出版社,2004
都有些疑問的n suburban Minneapolis, Minnesota,[1] is the world's largest[citation needed] medical technology company and is a Fortune 500 company.
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History
Medtronic was founded in 1949 in a garage in northeast Minneapolis by Earl Bakken and his brother-in-law Palmer Hermundslie as a medical equipment repair shop. They originally wanted to sell basketball pumps due to a shortage in the Midwest in the 20th century. Bakken began as a graduate student in electrical engineering at the University of Minnesota before he gave up his studies to focus on Medtronic.
Through their repair business, Bakken came to know C. Walton Lillehei, a pioneer in the field of heart surgery then at the University of Minnesota Medical School. Lillehei was frustrated with the pacemakers of the day, which were quite large, applied electrical current externally (requiring higher voltages), and had to be plugged in to a wall outlet to operate. The deficiencies of such pacemakers were made painfully obvious following a power outage over Halloween in 1957 which affected large sections of Minnesota and western Wisconsin.[2] As a direct result of this blackout, a pediatric patient of Dr. Lillehei who was pacemaker-dependent died. The next day, Lillehei spoke with Bakken about developing some form of battery-powered pacemaker. Stemming from this need, Bakken modified a design for a transistorized metronome to create the first battery-powered external artificial pacemaker.
The company expanded through the 1950s, mostly selling equipment built by other companies, but also developing some custom devices. Bakken built a small transistorized pacemaker that could be strapped to the body and powered by batteries. Work into this new field continued, producing an implantable pacemaker in 1960. Medtronic's main competitors in the cardiac rhythm field include Boston Scientific and St. Jude Medical.
The company remains very focused on the mission originally written by co-founder Earl Bakken in the early-1960s. The first paragraph of the 6 paragraph mission statement reads:
"To contribute to human welfare by application of biomedical engineering in the research, design, manufacture, and sale of instruments or appliances that alleviate pain, restore health, and extend life."
Authentic leadership:
rediscovering the secrets to creating lasting value真誠領導 Authentic Leadership
- 作者:比爾‧喬治/著
- 原文作者:Bill George
- 譯者:陳景蔚、鄭新嘉
- 出版社:天下雜誌
- 出版日期:2004年
打造真正的公司,創造最大的股東價值
醫療儀器大廠美敦利(Medtronic)公司前總裁比爾‧喬治親筆撰寫這本《真正的領導》。喬治領導美敦利12年期間,公司市值從11億美元躍升至 600億美元,平均每年成長35﹪。優異的獲利績效、成功的領導典範,讓他屢獲「風雲高階經理人」、「最佳董事」、「最佳經理人」榮銜。什麼是真正的領 導?怎樣才符合真正的領導人?喬治告訴你:「做對的事」(Doing thing right)。
企業醜聞不斷,「領導危機」儼然形成,我們需要全新的企業領導人,善盡經營管理職責,建立真正的領導典範。喬治領導美敦利的成功實例,證明「績效」與「理念」並不衝突,更不是兩難,在年平均成長率35﹪的表現背後,充分體現美敦利的公司宗旨「致力延續所有人類生命」。
培養以下五種特質,成為真正的領導人;培養過程沒有先後順序,這是終生的功課。
本書是作者凝練一生經歷的心血結晶,是一本精采的領導書、一個引人入勝的企業傳奇、一篇高潮起伏的自傳。作者道出生命中的悲喜歷練,分享棘手議題的處理經驗,傳授成功領導的心法。真正的領導人才能打造真正的公司,真正的公司才能創造最大的股東價值。 作者簡介 |
詳細資料
- 叢書系列:天下財經
- 規格:平裝 / 21*15cm / 普級 / 單色印刷 / 初版
- 出版地:台灣
目錄
前言 領導人都到哪兒去了?
1 領導是真誠,而非風格 p.53 有錯 Herman Miller (not Howard Miller) /第56頁第2行翻譯錯誤 "sent Nelson into high gear." 並不是什麼"規劃激勵方案...."
2 領導人的蛻變
3 均衡的生活
4 激勵的源頭是使命感,而非金錢
5 價值理念不會說謊
6 笨蛋!顧客至上啊!
7 不只是執行長而已
8 誰最重要:顧客或股東
9 七個致命過失—成長的陷阱
10 克服阻礙—沒什麼能阻擋你
11 企業倫理的兩難—入境毋須隨俗
12 從心創新
13 併購不只是金錢
14 股東只排第三
15 治理就是治理
16 冒險行事
17 準備交接……繼續前行
結語 若非我,那麼是誰?若非現在,又是何時?
簡介:
好領導人都到哪裡去了?分別被美國《Business Week》及賓州大學華頓商學院選為最佳經理人及最具影響力商業領袖的醫療大廠美敦利(Medtronic)前任執行長比爾喬治(Bill George),在新書《真誠領導》(Authentic Leadership)中強調,真誠、正直、做自己,才是真正的好領導,也是企業厚植永續競爭力的關鍵。在十二年的執行長任內,比爾喬治讓美敦利的市值從 十一億美元,躍升為六百億美元,平均年成長率達三五%,證明以真誠領導非但不是市場毒藥,反而是成功的唯一根本。
打造真正的公司,創造最大的股東價值!
醫療儀器大廠美敦利(Medtronic)公司前總裁比爾‧喬治親筆撰寫這本《真誠領導》。喬治領導美敦利12年期間,公司市值從11億美元躍升 至600億美元,平均每年成長35﹪。優異的獲利績效、成功的領導典範,讓他屢獲「風雲高階經理人」、「最佳董事」、「最佳經理人」榮銜。什麼是真正的領 導?怎樣才符合真正的領導人?喬治告訴你:「做對的事」(Doing thing right)。
企業醜聞不斷,「領導危機」儼然形成,我們需要全新的企業領導人,善盡經營管理職責,建立真正的領導典範。喬治領導美敦利的成功實例,證明「績效」與「理念」並不衝突,更不是兩難,在年平均成長率35﹪的表現背後,充分體現美敦利的公司宗旨「致力延續所有人類生命」。
培養以下五種特質,成為真正的領導人:
◎了解自己領導的目的:了解你自己、你的領導熱情與潛在的動能。
◎創建穩固的價值:價值理念堅定的領導人,知道己真正的方向,具備判斷是非的洞察力。
◎用心領導:激發員工貢獻所長、提供最佳服務的動力。
◎建立良好的人際關係:與部屬、團隊、外界建立開放與深厚互信基礎。
◎展現高度自律:目標明確、信念堅定,在嚴酷市場中永保競爭力。
本書是作者凝練一生經歷的心血結晶,是一本精采的領導書、一個引人入勝的企業傳奇、一篇高潮起伏的自傳。作者道出生命中的悲喜歷練,分享棘手議題的處理經驗,傳授成功領導的心法。真正的領導人才能打造真正的公司,真正的公司才能創造最大的股東價值。
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