阅读 W.L. 的案例戈尔及其为建立全球团队所做的努力，见教科书综合案例 部分第 563 页。您认为戈尔作为一家公司未来的表现如何？他们会蓬勃发 展吗？为什么？为什么不？ 我认为在未来戈尔公司会继续蓬勃的发展。 戈尔是一所不采用层级管理结构的公司，它把自己的每一位员工看作为合作 伙伴，而不是雇员，由此给予员工足够的自主权 ，和尊重。这种平行、扁平 的组织方式能更好发挥个人的主观能动性，戈尔的很多决策都是员工做，而 不是光听领导者的。他们的领导者是靠领导能力自然被选为领导者，公司鼓 励每一位员工都有机会成为领导者。作为领导者，给于权力的同时也承担很 大的责任，如果无法胜任就会被选下来。所以在戈尔的办公氛围当中是真正 尊重个人，个人不是为老板工作，大家之间是平等的，不是靠人管人，而是靠 制度。这样的组织管理制度是会让办公的氛围愉快，而不是压抑的。戈尔公 司整体架构为扁平网格状组织结构：扁平的组织让信息流动的速度加快，这 为快速决策提供了基础。而网格状的工作模型，为准确决策打下了基础。在 戈尔，扁平的组织却推崇这种“一对一”的沟通。这样能减少信息传递的环 节，减少信息准确度的折损。并且戈尔独有的“小团队工作制”，极大地缩短 繁琐的审批确认流程，而这样的模式使戈尔公司的团队和员工可以快速的应 对市场的变化和问题而做出正确的决策。这同样也体现出戈尔不是一个形式 主义的组织，员工们需要随时根据所应对的事物和新的产品而改变。 戈尔公司沿用至今的扁平网格状组织结构给予了员工自由的选择权和自主 权，使他们感受到尊重，而在这样愉快的环境中员工会自发的追随公司，会 更有责任感。而自主权和自由感同样会激发人们的想象力和创造力，从而达 到创新。但是戈尔在给予自主权和自由感的同时也要求了员工对专业化的要 求，多样化技能以及处理和决策多个主题的能力。 因此戈尔公司在以后会蓬勃发展的原因是因为其扁平化的组织结构使他们能 更快的对市场做出决策，同时对员工的自主权也给公司带来不一样的创新。 I think that Gore will continue to thrive in the future. Gore is a company that does not use a hierarchical management structure, and sees each of its employees as partners, not employees, thus giving them enough autonomy, and respect（P560）. This parallel, flat organization allows for better individual initiative, and many decisions at Gore are made by employees, not just by leaders. Their leaders are naturally chosen for their leadership abilities, and the company encourages every employee to have the opportunity to become a leader. As a leader, you are given power and responsibility, and if you can't do it, you will be voted out（P560）. So there is a real respect for the individual in Gore's office culture. Such an organizational management system makes the office a pleasant, rather than a depressing, environment. The overall structure of Gore is a flat organization with a network structure: a flat organization allows for faster information flow, which provides the basis for quick decisions. And such a working model lays the foundation for accurate decision-making. At Gore, the flat organization promotes this "oneto-one" communication（P560）. This reduces the number of links in the information transfer process and reduces the loss of information accuracy. And Gore's unique "small team approach" dramatically shortens the cumbersome approval process, which allows Gore's teams and employees to respond quickly to market changes and problems and make the right decisions. This also reflects the fact that Gore is not a formalistic organization, and that employees need to change at all times in response to events and new products. Gore's flat organizational structure gives employees the freedom of choice and autonomy to feel respected, and in such a pleasant environment employees will follow the company spontaneously and have a greater sense of responsibility. And the same sense of autonomy and freedom will stimulate people's imagination and creativity, which will lead to innovation. But while Gore gives a sense of autonomy and freedom, it also requires employees to be specialized, with diverse skills and the ability to handle and decide on multiple topics. Thus Gore thrived in the future because its flat organizational structure allowed them to make quicker decisions about the market, and the autonomy of its employees brought diversity and innovation to the company.