代寫論文：臥底老闆

代寫論文：臥底老闆
沒有人有機會看到頂級首席執行官們進入員工的工作崗位，與他們並肩工作。在《臥底老闆》中，已經有60位高管做著普通的工作，比如安裝警報、煎漢堡和服務客戶。這種“臥底老闆”的概念既有積極的一面，也有消極的一面，包括好的或壞的做法(Geppert, Matten & Williams, 2016)。老闆們承認他們有過後悔和尷尬的時刻。他們還承認，臥底可以幫助員工更好地了解他們的生活，並試圖幫助他們擺脫困境。這個概念在很多方面都很有效，因為它幫助高管們了解他們的組織內部究竟發生了什麼，以及需要做出哪些改變來解決任何現有問題。在某些情況下，管理者發現功能失調的分支機構對員工的培訓不當，員工技能低下，管理實踐效率低下(Jules & Good, 2012)。

代寫論文：臥底老闆
他們還發現一些設備損壞，經理對員工的粗暴行為和客戶的不滿。因此，臥底幫助首席執行官們為這一故障提供適當的解決方案，並對員工的不道德行為採取必要的行動。這一理念幫助高層管理者與低層員工建立了一種順暢健康的關係。一些首席執行官承認與員工建立了聯繫，並定期與他們保持聯繫，了解他們的健康狀況。首席執行官們還推出了新的項目，以確定組織中最優秀的員工，並幫助他們直接與管理層合作(Krogh, rosi – lamastra & Haefliger, 2012)。了解事情在現實中是如何進行的，了解員工的心態，發現問題，這些都是臥底的好方法或積極做法，有助於徹底改變商業慣例。

代寫論文：臥底老闆

Nobody gets a chance to see the top CEOs getting themselves into the jobs of their employees, working side-by-side with them. The show undercover boss has already shown 60 top executives doing normal jobs like installing alarm to flipping burgers and serving customers. This concept of undercover boss has both positive and negative sides which includes good or bad practices (Geppert, Matten & Williams, 2016). The bosses admit to the regrets and embarrassing moments they had. They also admitted that going undercover helps in connecting better with the workers understanding their lives and then trying to help them out. The concept was effective in many ways, as it helped the top executives to know what exactly is going on within their organisations and what changes are needed to solve any existing issues. In some scenarios executives discovered dysfunctional branches having improper training of the workers, low skill of the workers and inefficient managerial practices (Jules & Good, 2012).

代寫論文：臥底老闆
They also discovered that some equipment were broken, rough behaviour of the managers towards the employees and customer dissatisfaction. Thus, going undercover helped the CEOs to provide proper solutions to this malfunctioning as well as take required actions regarding unethical behaviours of employees. This concept has helped the top executives create a smooth and healthy relationship with the lower level employees. A few CEOs have admitted establishing an attachment with the employees and regularly keeping in touch with them to know about their wellbeing. New programs have also been launched by the CEOs to identify the best employees in the organisation and helping them to work directly with the management (Krogh, Rossi-Lamastra & Haefliger, 2012). Getting to know how things are done in reality, understanding the mentality of employees and spotting out the issues are the good or positive practices of going undercover which helps in revolutionizing the business practices.