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| 这一状态差不多始于40年前，当时施乐的高层开始关注黑人雇员的待遇问题。到了20世纪70年代，施乐公司开始大量雇佣黑人并支持成立了一个黑人雇员的委员会，他们在网上接洽并讨论不平之事。而且随着女权思想的盛行，施乐进步的种族平等态度使它特别善于接纳改变。但曾于1982到1991年间担任施乐总裁的戴维·卡尔恩斯说他决定提拔女性雇员并非因为是公正性和利他主义，而是因为从范围更广的劳动力资源中选拔人才将有助于施乐参与竞争。“你必须让所有人（参与）进来，不然你将无法取得成功。”他回顾道。在20世纪80年代期间，女性雇员们组成了一个妇女联盟，以劝说管理层提拔更多的妇女。 Many of today's senior Xerox women directly benefited from these early moves. Anne Mulcahy began as a sales rep in 1976. Though her numbers were great, she figured her Xerox career would be limited by her refusal to relocate with her husband and two children. But her bosses accommodated her by letting her commute to ever-bigger jobs. "[They said], 'We think you've got a career path here and we want you to take it as far as you can'," she says. She took it far indeed: in 2001, with Xerox mired in financial crisis, Mulcahy became CEO. She cut the work force from 79,000 to 58,000, refreshed the product line and strengthened the balance sheet. The result: its stock price is up 65 percent, and Mulcahy recently ranked ahead of Oprah Winfrey on Forbes's 2005 list of powerful women. 如今许多施乐的女高层管理人员都直接受益于这些早期的举措。1976年安妮·玛尔卡茜开始当任销售代表。尽管她的业绩很好，但由于她拒绝带丈夫和两个孩子搬迁，她料想她在施乐的职业生涯将会受到限制。但她的上司包容了这种情况，允许她用更多的工作来抵偿。“（他们说）：‘我们认为你在这里有一条职业道路而我们想让你尽可能走得长远’，”她说道。她也确实做得更好：在2001年施乐陷于财政危机之时，玛尔卡茜成为了执行总裁。她把职工总数从79000削减到了58000，更新了生产线并强化了财务收支平衡。结果，施乐的股价上升了65％，而最近玛尔卡茜在福布斯评出的2005年最有影响力女性名单中排在奥普拉·温芙瑞（美国身价最高的明星女主持人）之前。 Like Mulcahy, other women who've ascended say their performance was the main propellant. But they admit being a woman usually helped. Some describe special mentoring or attention along the way. Ursula Burns, an African-American engineer who now runs Xerox's largest division, recalls "a special spotlight put on me" when she broke into the management ranks. Tales of preferential treatment—along with numerical targets for women—might raise the ire of affirmative-action opponents. So be it. "If [somebody] wanted to write an editorial in The Wall Street Journal, I don't particularly care," Mulcahy says. 像玛尔卡茜一样，其他获得晋升的女性职员表示她们的工作表现是主要的推动力。但她们也承认身为女人通常也很有好处。一些人描述，一直有特别的指导或关注伴随着她们。阿修拉·伯恩斯——一名目前管理施乐最大部门的美国黑人工程师，回忆起当她跻身于管理层之时“备受瞩目”。职业妇女得到的特殊待遇加上专门针对妇女的特殊数字目标可能会引起反歧视行动的对立者之忿怒。而事实也正是如此。“如果（有人）想在《华尔街日报》上写篇社论，我并不会特别在意。”玛尔卡茜说。 Around headquarters, there are subtle signs of what executives describe as Xerox's kinder culture. Instead of shaking hands, executives sometimes greet with hugs. Midlevel employees seem remarkably at ease among top officers. By most accounts, employees feel free to refuse to schedule 7:30 a.m. meetings because of day-care constraints. Under Xerox's evaluation system, behavior can count as much as performance: even high-achieving bosses who publicly berate subordinates or are insensitive to employees' personal lives can be quietly pushed aside. "We deal with problems, but we deal with them in the way a mother would deal with her children—we're gentler," says Burns. "It's more maternal." 有关主管们所形容的施乐体贴文化，在施乐总部有些蛛丝马迹可寻。主管们有时用拥抱而非握手来问候彼此，中层职员置身于高层领导间似乎显得非常从容。据大多数人描述，由于日间托儿的限制，职员们会很自然地拒绝参加早上七点半的会议。按照施乐的评估系统，行为和业绩同等重要：公开斥责下属或是对员工个人生活漠不关心的上司，即使很有作为也得不到重用。“我们处理问题，但我们以母亲对待孩子的方式处理问题——我们更加温和，”伯恩斯说，“更有母性关怀意味。” |
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