For work, all enterprises are formed by countless people holding countless positions, so all enterprises have certain organizational structure and working methods. At the same time, people in each position, whether managers, technicians or workers, need to complete their work within a certain plan, which are the contents that enterprises need to design and plan before operation. Therefore, the primary task of management is to arrange the structure and content of these tasks. From the perspective of work alone, if the organizational structure of an enterprise is the most reasonable and scientific, and everyone's work in the enterprise is the most appropriate and accurate, then the enterprise can get the maximum return with the least investment. In reality, this is impossible, because we can never find a perfect way to work, and the actual situation is changing, and the realistic requirements are constantly changing. To be "perfect", it is necessary to constantly change, which is also extremely unrealistic for managers. Therefore, management scientists are only committed to improving work efficiency, rather than seeking a kind of "perfection". In this regard, the scientific management thought that appeared at the beginning of the 20th century has made great achievements. Taylor's scientific management thoughts include determining reasonable working standards, standardizing working methods, rationally distributing workers, implementing differential piece-rate wage system and implementing functional foreman system. These theories themselves play a great role in effective management, and at the same time make people pay more attention to the scientific design and transformation of work, thus improving efficiency. Every manager should get more essential content from scientific management thought, that is, through scientific and effective management, continuously improve people's work efficiency. Taylor just made a start for people in this respect. Later managers need to be creative, face all kinds of situations, scientifically and reasonably design organizational structure and working methods, so as to maximize efficiency. This is a part of the work, of course, not only scientific management ideas have a positive effect on it, but also the ultimate goal is to maximize efficiency by adjusting the work.
The first part is undoubtedly the most important part of management, but without the second part, the first part will undoubtedly be greatly discounted.
The second part is about people. If the design and adjustment of work is relatively fixed and rigid, then people's work is full of elastic and uncertain factors. Because people and work tools are different, various psychological and physiological factors will affect people's work efficiency. If you want to improve your work efficiency, you can't ignore your concern for people. If not, the effect will be greatly reduced simply by improving the first aspect. If we ignore the concern for people for a long time, it will have a more negative impact. For people, what managers should do is to maximize people's work efficiency, which requires people to have great enthusiasm for their work, and all work factors are conducive to people's maximum work efficiency. Working environment, interpersonal relationship and humanistic atmosphere are all important. In this respect, Mayo's interpersonal relationship management is a pioneer in this field. Through the famous Hawthorne experiment, he put forward new concepts different from scientific management, including social man hypothesis, morale and informal organization. Mayo's theory makes people pay attention to people in their work. A harmonious and pleasant working environment, a group of harmonious and competitive workers and a positive working atmosphere will greatly exceed the normal working environment. This aspect is obviously different from work, full of great flexibility and changes, and has higher requirements for managers. Different types of managers may create completely different working environments, even excellent managers. There is no specific standard for a good working environment, as long as it can better promote people's work. Managers need to have strong interpersonal and communication skills in order to do a good job of people, which is also quite difficult. Generally speaking, for people, although it is not as important as work, its role may be more significant, and it will also bring some contents that can not be brought by improvement work to an enterprise.
Entering this field, I found that this is an incomparably vast sky. It is necessary to extensively read management and important books related to management, and practice them in daily management work in combination with reality, so as to gain more.