Skill 3 · Establish Purpose我想這可以回歸到

Skill 3 · Establish Purpose我想這可以回歸到本課程一開始所提出的Organizational Behavior，建立共同的組織目標與行為，使團隊有一致性的目標以及共同前進努力的方向。作者在書中舉了嬌生刻在總部的信條為例子，其中明確指出公司的經營理念是要為了醫生、護士、病人、母親、父親，以及所有使用產品與服務的人負責。在1975年的某天，時任當時總裁的詹姆斯柏克，從高層主管開始閉門會議，試圖找出創辦人當初立下的信條，在1975年的這個時間點，是否仍舊深深影響這間公司。經過高層主管間的激辯，爭論商業利益與公司信念何者重要，終於大伙在創辦人當初的信念中達成共識，而這件事情也在多年後的一場商業危機中，讓嬌生走過一道難關。嬌生旗下的強力止痛膠囊被人摻入氰化物，新聞已經報導在芝加哥有六人因此喪命。因著先前對創辦人信條的信仰，柏克下令花費約一億美金回收全美已經上架的止痛膠囊，嬌生也與公部門合作，也在事件發生後付出心力提升包裝的安全，透過設計及製造出防竄改包裝，也將更換與棄置系統更新，因為公司全體都對成立宗旨有著堅定的信仰。透過這些行動，拯救了原本市佔率歸零的強力止痛膠囊，甚至突破事件發生之前的市佔率。在這個故事中，公司所設立的目標，與其說是目標，我覺得更像是一個基礎的行為準則。然而不論是目標或是行為準則，高效率團隊制定的目標是為了讓每個人有判斷行動的依據，而從中我們也可以了解到1.設定目標並排出優先順序2.不厭其煩地讓員工知道公司目標 3.使用簡單明瞭的口號；進而幫助團隊的每一個人明確瞭解團隊的信念。

結果 (英文) 1:

Skill 3 · Establish Purpose I think this can go back to the Organizational Behavior proposed at the beginning of this course, establishing common organizational goals and behaviors, so that the team has consistent goals and a common direction of forward efforts. In the book, the author cites the credo engraved on the headquarters of Johnson & Johnson as an example, which clearly states that the company's business philosophy is to be responsible for doctors, nurses, patients, mothers, fathers, and all people who use products and services. One day in 1975, James Burke, then president, started a closed-door meeting with top executives, trying to find out whether the credo established by the founder still had a profound impact on the company at this point in 1975. After heated debates among senior executives about the importance of business interests and company beliefs, everyone finally reached a consensus on the founder's original beliefs. This matter also allowed Johnson & Johnson to overcome a difficult situation during a business crisis many years later. . Johnson & Johnson's powerful pain-relieving capsules were laced with cyanide, and news reports have killed six people in Chicago. Because of his previous belief in the founder's creed, Burke ordered to spend about 100 million U.S. dollars to recall pain-relieving capsules that have been put on shelves in the United States. Johnson & Johnson also cooperated with public departments and made efforts to improve the safety of packaging after the incident, through design and manufacturing. Tamper-proof packaging and replacement and disposal systems will also be updated, as the company as a whole has a firm belief in its founding mission. Through these actions, the powerful analgesic capsules, which originally had a market share of zero, were saved and even exceeded the market share before the incident. In this story, the goals set by the company are more like a basic code of conduct than goals. However, whether it is goals or codes of conduct, the goals set by high-efficiency teams are to give everyone a basis for judgment and action, and from this we can also learn that 1. Set goals and prioritize them 2. Take the trouble to let employees know the company's goals 3. Use simple and clear slogans to help everyone on the team clearly understand the team's beliefs.

結果 (英文) 2:

Skill 3 · Establish Purpose
I think this can go back to the Organizational Behavior proposed at the beginning of this course, which establishes common organizational goals and behaviors, so that the team has consistent goals and a direction for joint efforts.
The author provides an example of Jiao Sheng's motto engraved at the headquarters in the book, which clearly states that the company's business philosophy is to be responsible for doctors, nurses, patients, mothers, fathers, and all those who use products and services. On a certain day in 1975, James Burke, who was then the CEO, began a closed door meeting with senior executives to try to find out whether the creed set by the founder still had a profound impact on the company at this time point in 1975. After intense debates among senior executives, arguing about the importance of business interests and company beliefs, everyone finally reached a consensus in the founder's original beliefs. This matter also brought Jiaosheng through a difficult time in a business crisis many years later. Jiaosheng's powerful painkillers were mixed with cyanide, and news has reported six deaths in Chicago as a result. Due to its previous belief in the founder's creed, Burke ordered the recycling of pain relieving capsules that had already been put on shelves in the United States for about $100 million. Jiaosheng also collaborated with the public sector and made efforts to improve packaging safety after the incident. Through the design and manufacturing of tamper resistant packaging, the company will also replace and discard system updates, as all members of the company have a strong belief in its founding principles. Through these actions, the strong pain relieving capsule, which had previously had zero market share, was saved, and even exceeded the market share before the incident occurred.
In this story, the goals set by the company are more like a fundamental code of conduct than goals. However, whether it is goals or code of conduct, the goals set by an efficient team are to provide everyone with a basis for judgment and action. From this, we can also learn: 1. Set goals and prioritize them; 2. tirelessly let employees know the company's goals; 3. use simple and clear language; Furthermore, it helps everyone in the team to have a clear understanding of the team's beliefs.

結果 (英文) 3:

Skill 3 · Establish Purpose
I think this can return to the Organizational Behavior proposed at the beginning of this course, establish common organizational goals and behaviors, and make the team have consistent goals and the direction of common progress.
In the book, the author cites Jiao Sheng's creed engraved in the headquarters as an example, which clearly points out that the company's business philosophy is to be responsible for doctors, nurses, patients, mothers, fathers and all those who use products and services. One day in 1975, James Burke, then president, began a closed-door meeting with senior executives, trying to find out whether the creed set by the founder still deeply influenced the company at this point in 1975. After a heated debate among senior executives about which is more important, business interests or company beliefs, everyone finally reached a consensus in the founder's original beliefs, and this incident also made Jiao Sheng go through a difficult time in a business crisis many years later. Jiaosheng's Qiangli Zhitong Capsule was mixed with cyanide, and the news has reported that six people died in Chicago. Because of his previous belief in the founder's creed, Burke ordered to spend about $100 million to recycle the painkiller capsules that have been put on the shelves in the United States. Jiaosheng also cooperated with the public sector and made great efforts to improve the safety of the packaging after the incident. By designing and manufacturing tamper-proof packaging, the replacement and disposal system will also be updated, because all the companies have a firm belief in the founding purpose. Through these actions, the powerful analgesic capsule with zero market share was saved, and even the market share before the incident was broken.
In this story, the goal set by the company is more like a basic code of conduct than a goal. However, whether it is a goal or a code of conduct, the goal set by an efficient team is to give everyone a basis for judging actions, from which we can also learn that 1. Set goals and prioritize them; 2. Take pains to let employees know the company goals; 3. Use simple and clear slogans; Then help everyone in the team clearly understand the team's beliefs.