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How to effectively realize people-oriented management
Lead: With the development of economy, the relationship between social industries is getting closer and closer. Under the trend of economic diversification, enterprises begin to attach importance to their own cultural construction. As a continuous power, corporate culture has injected new vitality into the good development of enterprises. In corporate culture, people-oriented management is an important part. Enterprises should correctly understand the essence of people-oriented management if they want to carry out effective people-oriented management.

How to effectively realize people-oriented management I. Introduction to people-oriented management thought

1, the meaning of humanistic management:

The so-called people-oriented management means that the object of management is people-centered, and according to the laws of people's thoughts and behaviors, people's initiative, enthusiasm and creativity are fully mobilized and brought into play through various means to promote the continuous development of enterprises and employees. Its core is full expression? Humanization? And then what? Soft? Manage ideas, respect personal values, fully develop human resources, and rely on the efforts of all employees to promote the survival and development of the organization.

2, the basic mode of people-oriented management

(1) controlled participatory management

Controlled participatory management is suitable for introducing participatory management mode. Strictly speaking, it is not a real participatory management, but a transition from traditional management to modern management. Controlled participatory management emphasizes control, and introduces a bottom-up management feedback mechanism on the basis of the traditional top-down management model, so that employees' suggestions and opinions have a formal feedback channel, and the construction and management of the channel are still the responsibility of managers.

(2) authorized to participate in management

In the stage of authorized participation in management, employees are given a small amount of decision-making power and can handle some affairs within their work scope more flexibly. The significance of authorized participation in management lies in that it enables employees to develop the work habit of making independent decisions and being responsible for them. At this stage, employees should be allowed to make mistakes, but they should not continue to make similar mistakes. The management function of managers has gradually changed into a guiding function.

(3) Independent participation in management

Employees have greater decision-making authority and greater responsibility for decision-making mistakes. The company implements target management for each employee, and the management personnel gradually change from the guidance function to the coordination function.

(4) Team participation in management

Team participation in management is a higher form of participation in management. It broke the traditional administrative organization structure system and set up a temporary revocation function team according to the company's development needs. In a team, team members choose their own team coordinator. The team coordinator is not the leader of the team, he just plays the role of mediator in the team and can be elected and revoked at any time according to the needs of the team. Team coordinators also have their own jobs and are treated equally with other team members. The company assigns work objectives to all functional teams, and team members discuss how to achieve the work objectives, and then work together to complete the work.

3. The key to effective humanistic management is to establish a perfect management mechanism and environment.

(1) dynamic mechanism. It mainly includes material incentives and spiritual incentives, that is, interest incentives and spiritual incentives, which complement each other and form a whole.

(2) Pressure mechanism. Including the pressure of competition and the pressure of target responsibility. Competition makes people face challenges and have a sense of crisis, thus making people have a kind of strength to work hard, while the target responsibility system lies in making people have a clear direction and responsibility to work hard and perform their duties.

(3) Constraint mechanism. There are two kinds of norms: institutional norms and ethical norms. The former is the laws and regulations of the organization, which is a tangible mandatory constraint, while the latter is mainly a self-constraint and a public opinion constraint, which is an intangible constraint. When people's ideological realm is further improved, constraints will be transformed into conscious behaviors.

(4) guarantee mechanism. Mainly refers to the protection of law and the guarantee of social security system. The former is mainly to protect people's basic rights, interests, reputation and personality from infringement, while the latter is to protect people's basic life.

(5) Selection mechanism. It mainly refers to the power of two-way choice between organizations and members, creating a good competition mechanism, which is conducive to the emergence and optimization of talents, thus establishing a talent group with reasonable organizational structure and excellent quality.

(6) Environmental impact mechanism. People's enthusiasm and creativity are influenced by environmental factors. Usually, environmental factors include two aspects, one is harmonious, friendly and harmonious interpersonal relationship, and the other is pleasant working conditions and environment.

Second, the problems of people-oriented management in China enterprises

1, the concept of people-oriented management has not established the important position of administrative management in enterprise management.

In enterprise management, some managers rely too much on administrative means to manage employees. In the long run, the result will inevitably be to gradually obliterate the enthusiasm and enthusiasm of employees and make them lose their sense of ownership. A fatal flaw of excessive administration is that it is not conducive to giving full play to the initiative and creativity of employees, and even basic rules and regulations will not be consciously implemented.

2. Due to the lack of research and exploration on the theoretical connotation of people-oriented management, people-oriented management is not closely integrated with the characteristics of enterprises themselves.

Although some enterprises have formulated people-oriented management methods and people-oriented management schemes, they have not given full play to the due value of people-oriented management and have not achieved the purpose of effectively improving their management level and enhancing their vitality.

3. Lack of effective incentive mechanism

Do business managers ignore it? Need is the source of enthusiasm? This key issue does not mobilize the enthusiasm of employees from the perspective of meeting their needs. Mainly based on material incentives, not enough attention is paid to the construction of corporate culture and organizational environment. Simple material incentives, by promotion, bonuses and? Models? With what? Typical? The demonstration and education of characters can only benefit a few people, and most employees can't get effective incentives.

4. Insufficient development and utilization of human resources.

There are some problems in the development and utilization of human resources in Chinese enterprises, which are mainly reflected in the following aspects: First, the comprehensive quality of human resources is low, and enterprises lack long-term planning for the education and training of employees. According to the survey, the proportion of employees participating in education and training in China enterprises is below 50%, while that in Japanese enterprises is as high as nearly 80%. two

That is, employees lack a sense of ownership and participate in enterprise management and decision-making at a low level. Practice shows that the quantity and quality of employees' reasonable suggestions about enterprise development is an important symbol of employees' participation in enterprise management. Third, the brain drain of technical talents is serious. Compared with foreign companies, the treatment of state-owned enterprises is low, and the original free medical care, pension insurance benefits and welfare housing distribution have been cancelled. From the perspective of economic income, state-owned enterprises are at a disadvantage in the talent war.

5. Lack of corporate culture.

Many enterprise managers have insufficient understanding of the important role of corporate culture construction in enterprise development, and excellent corporate culture construction is rare. When building corporate culture, the management of departmental enterprises only pays attention to the construction of institutional culture and materialized culture, ignoring the work of infiltrating correct values into corporate people-oriented management. The cultivation of values is the main level of corporate culture construction.

Three, how to effectively carry out people-oriented management, in the actual management can start from the following aspects:

1, to stimulate employees' sense of mission

Improve the talent incentive and restraint mechanism. Linking personal income with post responsibility and contribution to the enterprise, giving full play to the role of motivation, and adopting a series of means such as goal motivation, achievement motivation, material motivation, interest motivation, emotional motivation, etc., so that employees can truly feel that they are participants in management, not bystanders, thus stimulating their sense of mission, responsibility and honor, and actively completing their goals and tasks.

2. Recruitment and promotion

Establish a scientific and reasonable mechanism for selecting and employing people. Effective people-oriented management needs to reform the employment system, introduce a competitive mechanism, and implement an equal and open competitive employment system. Managers should know people and be good at their duties, highlight outstanding talents, create a good environment to attract talents, and formulate policies to enhance talent attraction and cohesion. It is an imperative strategic task to do everything possible to attract and train outstanding talents.

3. Building a learning organization

Increase investment in talents. Strengthen re-education and training, promote knowledge renewal and actively develop human resources. Through management training, employees can take the task of fulfilling corporate and social roles as their ideal and pursuit.

4. Unity and cooperation

It should be an important content of modern enterprise management to create a corporate culture with its own characteristics with equal atmosphere and team spirit as the core. The establishment of team spirit includes: first, respecting the relative independence of each department of the enterprise; The second is to cultivate employees' spirit of unity and cooperation, so that they can fully realize the necessity and importance of teamwork; The third is to establish an organization and coordination mechanism and interest distribution mechanism for departments and employees to get along well, share resources and participate together; The fourth is to create an atmosphere in which leaders and employees make progress together and share joys and sorrows.

5. Welfare

Working in a safe and orderly environment, getting rid of the threat of occupation and hoping to have a stable life in illness and old age are all just and reasonable requirements. Therefore, enterprises should pay more costs to establish and improve the labor welfare security system to meet the requirements of employees. Leaders should broaden their thinking, such as holiday condolences and flexible working system, and try their best to benefit employees in exchange for their loyalty to the enterprise and long-term investment.

6. Career planning

According to Maslow's hierarchy of needs theory, most employees, regardless of their ability, contribution and position, want to be thoughtful and valuable individuals, not just mechanical workers who complete tasks. It should be said that everyone wants to develop. As enterprises, they should be more willing to see the development of employees, strive to help employees develop and help employees plan their career prospects. You know, only employees keep on.

In a word, an enterprise is a group of people and is jointly operated by all employees. In an enterprise, if every employee has a sense of belonging, does he? This is our company? Consciousness, if business operators treat employees as in the same boat? Partner? And can proceed from the immediate interests of employees, then this is a win-win enterprise for both the collective and the individual, and it must be a successful enterprise.