cbmc中華民國總會 -- 週一嗎哪:建立一個有基本價值觀的企業(2018/01/01)
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週一嗎哪:建立一個有基本價值觀的企業(2018/01/01)    首頁 > 最新內容

 

 

                           週一嗎哪 

服事全球工商界

2018-1-1

By Rick Boxx

 

建立一個有基本價值觀的企業

BUILDING A VALUES-BASED BUSINESS

 

在所有衡量企業是否成功的指標當中,企業的創業基本價值觀是最被忽略的。如果一個企業的目標只是單單要獲得高利潤、高額的銷售量,或者是賣出大量的產品和服務,最終有可能就變成了成果導向,為了成果不擇手段。

 

例如,一個企業的目標的最終目標是銷售,它可能會為了銷售而說出自己做不到的承諾。又或者,一個企業的終極目標是獲得最大的利潤,它可能會盡量降低成本,或在品質與服務上妥協。

 

但是,當一個企業用很清楚的基本價值觀,來主導它的管理和運作的時候,它要生存也同時成功的機會就大大地提高。因為企業的基本價值觀定義了「我們做甚麼?」、「我們為甚麼做?」以及「我們怎麼做?」

 

很多基督徒的企業執行長希望用聖經的原則(神的話)來影響他們的公司、組織甚至是團隊堣ㄕP信仰的成員。要做到這點最有效、不具侵略性的方法之一,就是專注在公司的基本價值觀上,這樣一來,所有的成員都會去遵守。

 

例如,注重顧客服務是大家都認同的,我們甚至不用去解釋。「你們願意人怎樣待你們,你們也要怎樣待人。 (路加福音631) 另外一個價值觀是「盡全力做到最好」,如同歌羅西書當中所說的:「無論做甚麼,都要從心堸窗A像是給主做的,不是給人做的,」(歌羅西書323)

 

因為我們認同的許多價值觀來自聖經,因此把它們當成傳遞神的標準和價值觀是最不會令人感到有威脅性的。在企業的基本價值觀當中加入神的話,就能讓企業依照神的方式來運作。

 

如同詩篇的作者所說的:「你的言語一解開就發出亮光,使愚人通達。」(詩篇119130)。要成功以及維持成功,最重要的就是企業裡的每一個成員都能明白,並且解釋自己的企業是一個甚麼樣的企業;甚麼是維持這個企業運作最基本的價值觀和原則?

 

如果你希望塑造遵守神原則的企業文化,首先要決定的是以神的話為主的企業基本價值觀,然後和團隊溝通維持遵守企業的基本價值觀。如同使徒保羅所說的:「你們在我身上所學習的,所領受的,所聽見的,所看見的,這些事你們都要去行,賜平安的 神就必與你們同在。」(腓立比書 49).

 

本文版權為正直資源中心(Integrity Resource Center, Inc.)所有。本文獲得授權改編自瑞克.博克思的正直時刻Integrity Moments with Rich Boxx」。這系列的文章是以一個基督徒的觀點評論職場的正直議題。您可以造訪他的網站www.integrityresource.org.。他最近的新著作非典型企業-運用上帝的五個原則使企業成長Five Keys to Growing a Business God’s Way.””

 

 

反省與問題討論

 

第一、你覺得自己的公司是有基本價值觀的公司嗎?解釋你的答案。

 

 

第二、承上一題,如果你覺得是,你公司的基本價值觀是甚麼? 每個公司的成員都清楚地明白這是他們每天工作都要遵守的原則嗎?

 

 

第三、我們知道公司每個人信仰不同,讓其他成員知道公司的基本價值觀的來源是聖經是恰當的嗎?

 

 

第四、若是一個公司還沒有建立自己的基本價值觀,你認為它們該怎麼做才能成為一個有基本價值觀的公司?或者你覺得一個公司沒有基本的價值觀,不需要改變也沒有關係?

 

備註:如果你手上有聖經,希望閱讀更多與這個主題相關的經文,請參考:

箴言111節、145節、1533節、2014節、294節、腓立比書48節;提摩太後書22

 

CBMC

臺灣臺北市104松江路227

TEL886-2-2581-4937    FAX886-2-2542-4169

http://www.cbmc.org.tw

E-mailcbmctaiwan@gmail.com

 

 

 

 

 

 

 

                                               MONDAY MANNA

January 1, 2018

 

BUILDING A VALUES-BASED BUSINESS

 

By Rick Boxx

 

One of the most underestimated tools for any successful business enterprise is the foundation of values upon which it has been built. If a company’s goal is simply to make high profits, to close a lot of any sales, or even to deliver huge quantities of products or services, it can lead to problems with the end serving to justify the means.

 

For instance, if the objective is to finalize sales, one might be tempted to make whatever promises are needed to accomplish that – even if the promises cannot be met. Or if maximizing profits is the ultimate goal, it could become easy to justify cutting costs, even if that means compromising the quality of the product or services provided.

 

However, when a company starts with a clear, well-considered framework of values to guide and govern its operations, chances of both survival and success are increased dramatically. These values essentially define “what we do,” “why we do it,” and “how we do it.”

 

Many CEOs that are followers of Jesus Christ share a desire to influence their organization with principles from the Bible – which they understand to be the Word of God – while also being sensitive to those team members who may not embrace the same faith. One of the best ways to shape a company culture in an effective, non-offensive manner is to focus on values, principles of conduct and practice that everyone in the organization can be asked to embrace. 

 

For instance, a value of placing high priority on customer service is one that few can argue with; we don’t even have to explain this value is based on “doing to others as you would have them do to you” (Luke 6:31). We might embrace the value of doing the best we can at all times, without having to insist that our staff “work at it with al your heart, as working for the Lord, not for men” (Colossians 3:23).

 

Since many of the values we commonly endorse come right out of the Bible, formulating our core beliefs can serve as a non-threatening way for communicating God’s standards and values. Developing these foundational values and holding your team accountable to them can give you the opportunity to lead the way to doing business God’s way. 

 

As the psalmist expressed in Psalms 119:130, “The unfolding of your words gives light; it gives understanding to the simple.” To achieve success – and then to sustain it – it is important for every key member of the team to be able to understand and explain what the organization stands for. What are the basic values and principles that serve as guideposts for how it conducts business on a day to day basis?

 

If you desire to shape the culture of your organization in God’s way, try determining and articulating your core values. Next, model them, and then communicate them consistently to your team. As the apostle Paul wrote, “Whatever you have learned or received or heard from me, or seen in me – put it into practice” (Philippians 4:9).

 

Copyright 2018, Unconventional Business Network (formerly Integrity Resource Center, Inc). Adapted with permission from "Integrity Moments with Rick Boxx," a commentary on issues of integrity in the workplace from a Christian perspective. To learn more about their ministry or to sign up for Rick’s daily Integrity Moments, visit
www.unconventionalbusiness.org. His latest book and inspiration for their new ministry name, Unconventional Business, provides “Five Keys to Growing a Business God’s Way.”

 

CBMC INTERNATIONAL:  Jim Firnstahl, President

2850 N. Swan Road, Suite 160
▪ Tucson, Arizona 85712 ▪ U.S.A.

TEL.: 520-334-1114 ▪ E-MAIL: mmanna@cbmcint.org

Web site: www.cbmcint.org  Please direct any requests or change of address to: jmarple@cbmcint.org

 

 

Reflection/Discussion Questions

 

1.       Would you consider your company to be a values-based business? Explain your answer.

 

 

 

 

2.       If you do believe your organization is values-based, what are those values? Are they articulated and presented in some way so that everyone has the opportunity to review and understand them as guidelines for everyday operations and practices?

 

 

 

 

3.       Understanding that not everyone in a business may hold to the same spiritual beliefs, would it still be appropriate for them to understand the source of the organization’s values if those are drawn from the Bible? Why or why not?

 

 

 

 

4.    What if an organization has not established a system of values by which to govern its operations – how do you think they could begin to work toward becoming a values-based business? Or do you think that if it has been operating without an agreed-upon statement of values, there is no need at this point to change that?

 

 

 

 

NOTE: If you have a Bible and would like to read more about this subject, consider the following passages:

 

Proverbs 11:1, 14:5, 15:33, 20:14, 29:4; Philippians 4:8, 2 Timothy 2:2

 

 

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