不(bu)(bu)同的(de)(de)人適合不(bu)(bu)同的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，不(bu)(bu)同的(de)(de)人工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，會(hui)采用(yong)不(bu)(bu)同的(de)(de)方(fang)(fang)式(shi)(shi)，不(bu)(bu)要讓員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)在不(bu)(bu)適合自(zi)己(ji)的(de)(de)崗位上(shang)(shang)，用(yong)自(zi)己(ji)并不(bu)(bu)擅長的(de)(de)方(fang)(fang)式(shi)(shi)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)，很(hen)多(duo)主管不(bu)(bu)知(zhi)道(dao)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)需(xu)要具備(bei)哪些(xie)方(fang)(fang)式(shi)(shi)，也不(bu)(bu)知(zhi)道(dao)員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)具備(bei)哪些(xie)不(bu)(bu)同的(de)(de)能(neng)力(li)，總是期望員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)用(yong)相同一(yi)(yi)種方(fang)(fang)式(shi)(shi)在并不(bu)(bu)適合自(zi)己(ji)能(neng)力(li)的(de)(de)崗位上(shang)(shang)盲目地努力(li)，要求員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)采用(yong)相同的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)方(fang)(fang)式(shi)(shi)是工(gong)(gong)(gong)(gong)(gong)(gong)(gong)廠式(shi)(shi)的(de)(de)管理(li)，最典型的(de)(de)就是富士(shi)康公司，一(yi)(yi)個員(yuan)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)每(mei)天重復一(yi)(yi)個動(dong)(dong)作(zuo)(zuo)上(shang)(shang)千次，如果(guo)一(yi)(yi)項工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)不(bu)(bu)需(xu)要大腦思考，只需(xu)要簡單的(de)(de)幾個動(dong)(dong)作(zuo)(zuo)就可以(yi)完成(cheng)，這(zhe)類的(de)(de)工(gong)(gong)(gong)(gong)(gong)(gong)(gong)作(zuo)(zuo)慢慢就會(hui)被機器代替，因為以(yi)后招不(bu)(bu)到足夠(gou)多(duo)的(de)(de)人做這(zhe)樣的(de)(de)事了，因為會(hui)付出更高的(de)(de)代價。
有些人喜(xi)歡按部就班循序漸(jian)進，并不是每個人都(dou)喜(xi)歡挑戰性(xing)的工(gong)(gong)作，也不是每個工(gong)(gong)作都(dou)需要挑戰性(xing)，有些人喜(xi)歡自由發揮，應對諸多不確定(ding)性(xing)，如(ru)果(guo)一項工(gong)(gong)作每天(tian)都(dou)一樣，對他們來講沒有任(ren)何(he)興趣；
有些(xie)(xie)人善于在壓(ya)力下工作，急中生智(zhi)，享(xiang)受高壓(ya)的快感，有些(xie)(xie)人不喜(xi)歡壓(ya)力，面對壓(ya)力，他(ta)們會緊張、排斥，沒有安全感，出現(xian)很多(duo)失誤(wu)；
有些(xie)人(ren)善(shan)于戰術，相信(xin)執(zhi)行(xing)第一，先去做，在做的(de)過程中(zhong)慢慢調整，當然做得越(yue)(yue)多(duo)(duo)，錯(cuo)得也越(yue)(yue)多(duo)(duo)，如果一味抱怨他的(de)錯(cuo)誤(wu)，會讓(rang)他有措敗感，因為(wei)他們真的(de)沒有時間去思考(kao)。
有些人善于戰略，在做之前先思考，把所有的(de)問題都想明白了，他們才會行(xing)動，當然，也會錯失了很多機會，如果(guo)一味講執行(xing)力，在工作的(de)時(shi)候，他們會亂(luan)了方寸。
總之，管理者應該(gai)更(geng)多關注結果(guo)，而不(bu)要一(yi)味追求(qiu)(qiu)過程，尊重人的(de)(de)(de)差異化(hua)，如果(guo)員(yuan)工(gong)(gong)(gong)用(yong)自己不(bu)擅(shan)長(chang)的(de)(de)(de)方式工(gong)(gong)(gong)作，最(zui)后的(de)(de)(de)結果(guo)往(wang)往(wang)會(hui)引起員(yuan)工(gong)(gong)(gong)對領(ling)(ling)導的(de)(de)(de)抗具，對工(gong)(gong)(gong)作的(de)(de)(de)不(bu)屑(xie)，有(you)時候員(yuan)工(gong)(gong)(gong)按(an)領(ling)(ling)導要求(qiu)(qiu)的(de)(de)(de)方式工(gong)(gong)(gong)作，出(chu)錯時，員(yuan)工(gong)(gong)(gong)往(wang)往(wang)會(hui)把責(ze)(ze)任(ren)(ren)(ren)推(tui)給領(ling)(ling)導，他(ta)們不(bu)會(hui)承擔任(ren)(ren)(ren)何(he)的(de)(de)(de)責(ze)(ze)任(ren)(ren)(ren)，這也是(shi)為(wei)什么很多領(ling)(ling)導經常抱怨(yuan)員(yuan)工(gong)(gong)(gong)沒(mei)有(you)責(ze)(ze)任(ren)(ren)(ren)心的(de)(de)(de)原因(yin)，因(yin)為(wei)他(ta)們按(an)你的(de)(de)(de)要求(qiu)(qiu)去(qu)做，當(dang)然(ran)不(bu)承擔任(ren)(ren)(ren)何(he)責(ze)(ze)任(ren)(ren)(ren)。
管理，不是培(pei)訓員(yuan)工去(qu)做(zuo)工作，而是找會(hui)工作，有結(jie)果(guo)的(de)人(ren)，公(gong)司出的(de)錢買的(de)是結(jie)果(guo)，很多領導花(hua)大量的(de)時間(jian)培(pei)訓員(yuan)工，最后，員(yuan)工還是會(hui)離開，所以，真(zhen)正好的(de)管理，是在領導做(zuo)一次后，更多讓(rang)員(yuan)工提出問題，讓(rang)他講講自己(ji)(ji)的(de)學(xue)習體會(hui)，能應用有多少，讓(rang)員(yuan)工具備獨立的(de)人(ren)格，按(an)自己(ji)(ji)適(shi)合的(de)方式(shi)(shi)工作，尊(zun)重員(yuan)工就是要尊(zun)重人(ren)的(de)差異化(hua)，讓(rang)他們用自己(ji)(ji)的(de)方式(shi)(shi)去(qu)做(zuo)。
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