8 Management Lessons I Learned Working At Apple
我在苹果工作时学到的 8 节管理课
A tech company should be run by engineers, not managers
Agarwal tells us that Apple is completely run by its engineers. “They don’t have a lot of product management,” he says. “Most of the project teams are really small, and they’re all driven by the engineers.”
On top of that, Agarwal says that most managers are all engineers as well, “not product people or MBAs.” That means that the people overseeing projects understand the technology, what’s necessary for a project, and can really relate to their team.
科技公司应由工程师领导，而不是经理人
Agarwal告诉我们，苹果完全有工程师领导。“他们没有很多的产品管理，”“大部分项目团队都很小，而且全部由工程师领导。” 同时很多管理者都是工程师，没有产品人员或MBA。这意味着监督这些项目的人也懂技术，以及项目需要什么，也能体恤他的队伍。
Build a culture of respect between managers and employees
Agarwal says that, because most managers have strong engineering backgrounds, “there’s not a division between product manager and ‘code monkeys’.” There’s a great amount of respect between the two tiers.
“My manager was an engineer at apple for ten years before he was a manager… which made me want to work [even harder] to impress him,” Agarwal says.
That respect, along with small, close-knit project teams, is a key piece of the puzzle to Apple’s success.
建立管理者于员工的互相尊重的文化
很多管理者都是工程师背景，产品经历与编程员工没有隔阂，两者之间互相尊重。
“我的经理，在成为经理之前干了10年的工程师，这一点让我很想努力工作，给他留下印象。“
这种尊重以及小而紧密相连的小项目团队，是苹果成功的一个关键因素之一。
Give employees the freedom to own and improve the products
At Apple, if an employee was using a product and found an issue that bothered them, they had the freedom to go in and fix it without having to deal with layers of bureaucracy to get approval.
All projects are driven by long-term goals, Agarwal says, but the best stuff comes from the engineers personally.
给员工自由的权利去改进产品
在苹果里面，如果一个员工用一个产品，觉得有地方不爽，他们可以自由的去修改它，不需要经过什么官僚的程序批准。
项目以长期目标驱动，但好点子来自工程师个人。
Challenge your employees to grow
Management would really challenge Agarwal by giving him harder tasks that were a little beyond his capabilities. “But I learned,” he says.
And on the management side, he was getting to manage projects within six months of starting employment.
Apple is really good at developing their employees, and giving them the skills they need to rise up within the company, he says.
挑战你的员工，让他们成长
给员工超过他能力之外的任务，他们会从中学习。在管理方面，AGARWAL在应聘伊始6个月内，就开始管理项目。
苹果公司善于开发他们的员工，培养他们跟公司同步发展的技能。
Deadlines are crucial
Apple required absolute deadlines, and they never missed them, says Agarwal.
“In terms of quality, one of the things I learned was that you don’t ship things that aren’t of ‘Apple quality,’… [even if] that means cutting something that didn’t make it in time,” he says.
“Especially at a startup… it’s easy to keep building and keep building and never launch anything,” he adds. “The better thing to do is ship, stick to deadlines, [and then] iterate.”
截止时间至关重要
苹果要求绝对的截止时间，而他们从未失言。
而在质量方面，如果你没有达到”苹果质量“要求，等于苹果未成熟就摘下来。
特别在初创公司，很容易犯上，做产品，做产品，但从未上线，最好的办法，就是确定截止时间，而后重复之。
Don’t play the “feature game” with your competition
“Apple doesn’t believe in playing the “feature game” with [its] product,” says Agarwal. As in, the company focuses more on its goals for its own products, rather than comparing itself to competitors’ and trying to outdo them on the same levels.
That mission is “deeply engrained in the culture,” he adds. Employees aren’t focusing on what the competition is doing — they’re driven to innovate and come up with products that challenge the status quo.
不为了与竞争对手竞争而做产品
苹果更在乎自己的产品，而不是为了与对手竞争而做产品。
这一点文化根深蒂固，员工不会关注竞争对手在干什么，他们只是不断改革苹果自己的产品。
Hire people who are insanely passionate about your product
According to Agarwal, “The people who work at Apple really really want to be at Apple.”
“I, personally,… am an apple fanboy, and that’s OK. That’s not a bad thing!” he says. “I’m gonna work twice as hard [for this company] because I’ve believed in it my whole life.”
That enthusiasm is a key element of the hiring process — management looks for people who really passionate about the company, its products, and its overall style and mission.
Agarwal has taken that mindset with him to Posterous: “Everyone [we hire] says, ‘We love the product, this is what we want to work on.’”
雇佣那些对公司产品疯狂的人
那些在苹果公司工作的人，是真的喜欢苹果，想呆在苹果。“我要加倍工作，因为我这一辈都喜欢苹果。”
在应聘流程中，激情是非常重要的，管理者很看重应聘者对公司（产品，使命等）的热忱，“我们喜欢公司的产品，所以我们想在这里工作。”
It’s important to emphasize work/life balance
Agarwal tells us that Apple puts a huge emphasis on work/life balance. “You work hard, but they let you enjoy your time on your own,” he says.
From excellent healthcare to generous office holidays around Christmas and Thanksgiving, Agarwal says that people love the type of environment the company provides for its employees. “Apple nailed it — [their motto is that] we love working here, we work hard, but when all is said and done [you should] go enjoy your life.”
工作生活平衡很重要
苹果很注重工作与生活的平衡。从一级棒的医疗，到慷慨的假期（圣诞节，感恩节），员工喜欢公司提供的环境。“我们喜欢在这里工作，我们努力工作，但当该说的说了，该做的做了，那就尽情的去享受生活把。”
英语原文：
http://www.juexiang.com/management-lessons-i-learned-working-at-apple-2010-7
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http://pd8844.com/8-management-lessons-i-learned-working-at-apple/
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