【经管励志】ACOMPANYOFBUSINESSPEOPLE

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ACompany of Businesspeople Author: John Case April, 1993 Supervisor /worker. __nager /employee. The company /the union. Us /them. That's the way the workpla__ has been organized in the United States sin__ the turn of the __ntury, and until re__ntly we h__e taken the system pretty much for granted. Owners and __nagers expect to run the corporate show; employees expect to do what they're told. Us /them. But the __rketpla__ has changed dra__tically in the last 20 years, and now the old thinking no longer works. You can see its failure in the sorry state of so __ny American companies -- and in __nagers' frenzy to try out Employee Empowerment and Total Quality and all the other hot-off-the-presses __nagerial techniques. Meanwhile, agrowing number of path-breaking __nagers, in large companies and __all, are ignoring both the old ideas and the latest fads. Instead, they're creating awholly different mind-set about business and adifferent way of organizing work -- one in which there's no room for us and them. Whatever their differen__s -- and there are __ny -- each of those innovators is creating not acompany of employees and __nagers but .. . Tumultuous times spawn innovation, particularly in the Darwinian world of business. And the economic turmoil of the last 20 years has given birth to a fundamentally new kind of company, as different from what pre__ded it as a swallow from apterodactyl. These next-generation companies are sprinkled across any number of industries. Wabash National __kes truck trailers. LifeUSA writes insuran__, and Springfield Re__nufacturing Corp. rebuilds engines. Some of the companies are big, such as Wal-__rt and Nucor and Southwest Airlines. Others are tiny, such as 18-employee James-town Advan__d Products, ametal-parts __ker. Afew h__e turned up in unlikely pla__s. The Baltimore plant of Chesapeake Packaging Co., with 145 employees, is an exemplar of this new kind of business, poised for suc__ss in the 21st __ntury. Its parent, Chesapeake Corp., with 5,100 employees, is aconventionally __naged Fortune 500 __nufacturer, poised for suc__ss in the 20th. What do the new enterprises h__e in common? It isn't youth, though some are pretty new. Nor is it their unusual suc__ss. (Wabash National, only eight years old, has hurtled to the top of asluggish industry. LifeUSA has been snapping up