东州公司的相关制度规定是特殊时期的销售政策,这类制度的有效性相对较小。看来,那位老领导的建议有道理,李冰、张亮都该评为标兵。从大范围讲,各行有各行的标兵;从企业内部讲,不同业务有不同业务的标兵。我们可以有模范执行公司规章制度的标兵,也应该有在艰难条件下为公司创造效益的标兵,这本构不成争论。此案例的讨论价值,在于它从侧面反映出了“制度有效性”问题。 Dongzhou company’s relevant rules and regulations is a special period of sales policy, the effectiveness of such systems is relatively small. It seems that the advice of the old leader made sense, Li Bing, Zhang Liang should be rated as a pacesetter. From a wide range of speaking, all walks of life with the pacesetter; from the internal business, different businesses have different business model. We can have a model pacesetter to enforce the company’s rules and regulations, and there should be a pacesetter who can create benefits for the company in tough conditions. The value of this case is that it reflects the issue of “system effectiveness” from the side.