《投资式管理》第二章 点石成金——从资源到财源3

   How to manage between owning and operating an organization?

如何管理拥有和运作企业？



“This is not my company. I do not care whether it makes money or not!”

“这又不是我的公司。公司赚不赚钱，不关我的事。”



This type of thinking is common among those who are less successful. The rich and super rich are always concerned about the health and wealth of the companies they are associated with. Most of us rely on their well being to get salaries, bonuses, rewards, dividends and capital gains. If companies are okay, we are okay. We cannot separate and isolate the companies we work in or invest in. We always care whether we own the company or work there.

这种想法在那些不大成功的人中普遍存在。富翁们和超级富豪们一直很关注与他们有联系的公司的健康与财富。多数人靠公司来赚取工资、奖金、报酬、红利和资本收益。如果公司运作良好，我们也受益。我们不能与合作或投资的公司相分离。我们始终关心的是自己拥有一家公司，还是在这家公司工作。



The sense of ownership is so important that many progressive companies have ESOP (Employee Share Option Plans) to reward employees. The aim is to make them owners of the company so that they can associate with it more intimately. Not all ESOP will work if the managers do not provide the conditions and tools for employees to excel.

企业主人翁意识是非常重要的，许多公司都用员工持股方案来奖励员工。此举是为了让他们有主人翁的感觉，能让他们与公司更为紧密的联系在一起。如果经理人不为员工提供成长的条件和发挥能力的舞台，不是所有的员工持股方案都行得通。



When employees are also owners of the company, the directors must ensure good corporate governance and transparency through proper disclosure. There are times when directors who are also large shareholders, confuse themselves with ownership and operational management.

当员工也成为企业的主人翁，董事会必须确保好的管理体制和政策的透明性。很多时候，董事也是公司的大股东，这种既是所有者又是经营者的双重身份让他们自己也糊涂了。