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Leadership vs. management: Observations on the successes and failures of cost-reduction programs

机译：领导与管理：关于降低成本计划成败的观察

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Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.
机译：试图快速降低生产成本的采矿经理倾向于实施一套传统的自上而下的管理实践：产量减少，员工裁员，重新协商供应商合同，取消员工培训，出差限制，办公用品减少等向前。尽管这些做法确实降低了成本，但收益通常在规模和持续时间上都受到限制，并且员工通常会士气低落。成功的裁员者采用不同的方法。它们使持续降低成本成为组织所有成员（无论是经理还是工人）的当务之急。这些公司的文化强调个人和工作组对此目标的自愿承诺。削减成本的做法通常会拒绝上述所有传统方法，但数量更多，创新且成功。这种降低成本的文化是一系列领导能力的结果，这些领导能力为组织确定了方向，使组织的各个组成部分与该方向保持一致，并激励和激励了组织。降低成本成为一项常规任务，而不是一项英雄成就。

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