Ten classic theorems of management, management is a subject we learned in college. Management covers a wide range and involves a lot of knowledge. I've compiled the relevant materials of the ten classic theorems of management for you. Let's have a look.
Ten classic theorems of management 1 1. Literacy
Langsdon principle
1, Introduction
Be sure to keep the ladder clean when climbing up, or you may slip when coming down.
2. Presenter
American management scientist Langsdon.
Step 3 comment
Advance and retreat, so as not to be in a dilemma; If you forget all the insults, you can be humiliated.
(2) Luvis theorem
1, Introduction
Modesty is not thinking badly of yourself, but not thinking about yourself at all.
2. Presenter
American psychologist Luvis.
Step 3 comment
If you think too well of yourself, it's easy to think too badly of others.
(3) Tolley theorem
1, Introduction
The only test of a person's intelligence is whether his mind can accommodate two opposite thoughts at the same time without interfering with his behavior.
2. Presenter
French social psychologist Torid
Step 3 comment
Thinking can be opposite and must be complementary.
Second, control
(A) Hedgehog theory
1, Introduction
Hedgehogs get close to each other to keep warm in cold weather, but keep a certain distance to avoid stabbing each other.
Step 2 comment
The important way to keep close is to keep a proper distance.
(2) Small fish effect
1, Introduction
Small fish often live in groups because they are weak, and the strong are natural leaders. After cutting off the part of the brain that controls the behavior of a little stronger fish, this fish lost its self-control and moved in disorder, but other small fish followed blindly as before.
2. Presenter
German zoologist horst
(3) Leibov's law
1, when you set out to build cooperation and trust, remember our language:
(1) The eight most important words are: I admit that I was wrong.
(2) The seven most important words are: You did a good deed.
(3) The most important six words are: What do you think?
(4) The five most important words are: Let's work together.
(5) The four most important words are: Try it.
(6) The three most important words are: Thank you.
(7) The two most important words are: we.
The most important word is: you.
2. Presenter
American management scientist Lei Baofu.
Step 3 comment
(1) The four most important words are: Try it;
(2) The most important word is: you.
(4) Robb theorem
1, Introduction
For a manager, the most important thing is not what happens when you are present, but what happens when you are not present.
2. Presenter
Robert, an American management scientist.
Step 3 comment
If you just want your subordinates to listen to you, they don't know who to listen to when you are away.
Third, communication.
(A) Steiner theorem
1, Introduction
The less you talk, the more you listen.
2. Presenter
American psychologist Steiner.
Step 3 comment
Only by listening to others' words can we speak our own words better.
(2) Fesneau theorem
1, Introduction
People only have one mouth and two ears, which means people should listen more and talk less.
2. Presenter
Fisnau, President and General Manager of United Airlines.
Step 3 comment
If you talk too much, what you say will become an obstacle to doing it.
(C) Complaining effect
1, Introduction
Where there are people who complain about their work in the company, that company or boss must be much more successful than a company without such people or with such people who bury their complaints in their stomachs.
2. Presenter
School of Social Studies, University of Michigan.
Step 3 comment
(1) Complaining is the catalyst to change the unreasonable situation.
(2) Although complaining is not always right, it is always right to take it seriously.
lightning rod effect
1, Introduction
A metal rod is installed at the top of a tall building and connected with a metal plate buried in the ground through a metal wire. The tip of the metal rod is used to discharge, so that the electricity carried by the clouds and the electricity on the ground are gradually neutralized, thus protecting the building from lightning.
Step 2 comment
Good sparse leads to good communication, and good guidance leads to safety.
Fourth, coordination.
(A) amino acid combination effect
1, Introduction
As long as one of the eight amino acids that make up protein is insufficient, the other seven amino acids cannot synthesize protein.
Step 2 comment
When a person is indispensable, he is everything.
(2) MIG -25 effect
1, Introduction
Many parts of MIG -25 jet fighter developed by the former Soviet Union are backward compared with those of the United States. However, due to the designer's consideration of the overall performance, it can become world-class in terms of lift, speed and emergency response.
Step 2 comment
The so-called best whole is the best combination of individuals.
(C) Running-in effect
1, Introduction
The newly assembled machine, after a certain period of use, the machining marks on the friction surface are polished more densely.
Step 2 comment
In order to achieve a complete fit, both sides must make the necessary abandonment.
Verb (abbreviation of verb) instruction
(A) Porter's theorem
1, Introduction
When faced with a lot of criticism, subordinates often only remember the first few articles and don't listen to the rest, because they are busy thinking about the arguments to refute the first criticism.
2. Presenter
British behaviorist Potter
Step 3 comment
Always staring at the mistakes of subordinates is the biggest mistake of a leader.
(2) Langsdon Law
1, Introduction
Working with friends is much more interesting than working under my father.
2. Presenter
American management scientist Langsdon
Step 3 comment
Respectable and unfriendly, it is difficult to respect; Power without power often loses power.
(3) Gilbert law
1, Introduction
The surest sign of a job crisis is that no one tells you what to do.
2. Presenter
British manpower training expert Gilbert
Step 3 comment
The real danger is that no one talks to you about danger.
(D) Authoritative suggestion effect
1, Introduction
A chemist said that he would test the propagation speed of a bottle of smell. After he opened the bottle cap 15 seconds, the students in the front row raised their hands to show that they smelled the smell, and the people in the back row raised their hands to show that they smelled it, but there was nothing in the bottle.
Step 2 comment
Superstition leads to credulity, and blindness leads to blind obedience.
Organization of intransitive verbs
(A) O 'Neill Theorem
1, Introduction
All politics is local.
2. Presenter
Former us house chairman o' neill.
Step 3 comment
Only those who feel it personally will the masses think it is true.
(B) the positioning effect
1, Introduction
Social psychologists have done an experiment: when calling a meeting, let people choose their seats freely, and then take a rest outside before entering the room. Five or six times, I found that most people chose the seats they had sat for the first time.
Step 2 comment
Most people don't want to change their beliefs.
(3) Eberhorn theorem
1, Introduction
If you meet an employee, don't know him or forget his name, then your company is a bit too big.
2. Presenter
Allen Eichborn, director of Steven Yue Se Theatre in England.
Step 3 comment
Once the stall is too big, it will be difficult for you to take care of it.
Seven. cultivate
(a) Giegler's theorem
1, Introduction
Except for life itself, there is no talent that doesn't need training the day after tomorrow.
2. Presenter
American training expert Jig Giegler
Step 3 comment
Without water, there is no vastness, and without nurturing people, there is no talent.
(B) the dog mastiff effect
1, Introduction
When the puppies Tibetan mastiff have long teeth and can bite people, their owners put them in a closed environment without food and water, and let these puppies bite each other. Finally, they have a live dog, called Mastiff. It is said that it takes ten dogs to raise a mastiff.
Step 2 comment
The dilemma is the school that makes the strong.
Eight, choose
(1) recency effect
1, Introduction
Recent or last impressions have a great influence on people's cognition.
2. Presenter
American social psychologist Rosens.
Step 3 comment
The result is usually regarded as a summary of the process.
(2) Sprinkle Well Rule
1, Introduction
Try to be a good company when recruiting, so that talents will naturally gather.
2. Presenter
Masayoshi Sakai, a Japanese business management consultant.
Step 3 comment
Can't attract talents, and existing talents can't stay.
(3) Beauty is a good effect.
1, Introduction
For a handsome and beautiful person, it is easy to make people mistakenly think that he or she is also good in other aspects.
2. Presenter
American psychologist Daniel McNeil.
Step 3 comment
Once the impression is based on emotion, it often deviates from the fact.
Nine. appointment
Olgilvy's law
1, Introduction
If each of us hires someone better than ourselves, we can become a giant company.
2. Presenter
Olgilvy, President of Mather Company in Olgilvy, USA.
Step 3 comment
If you use people who are worse than you, they can only do things worse than you.
(2) Pierre Cardin theorem
1, Introduction
Employment plus one is not equal to two, or it may be equal to zero.
2. Presenter
Pierre Cardin, a famous French entrepreneur.
Step 3 comment
Improper combination will often lose the overall advantage, and proper arrangement can make the best configuration.
Motive
Horse fly effect
1, Introduction
No matter how lazy a horse is, as long as it is bitten by a horse fly, it will run fast and full of energy.
Step 2 comment
Only the right stimulus can have the right response.
(B) the inverted U-shaped hypothesis
1, Introduction
(1) When a person is slightly excited, he can do his work best.
(2) When a person is not excited at all, there is no motivation to do a good job;
(3) Accordingly, when a person is extremely excited, the ensuing pressure may make him unable to finish the work he should have done.
(4) One of the secrets of Becker, a world-famous tennis player, being called the ever-victorious general is to prevent overexcitation from beginning to end and maintain a semi-excited state. Therefore, some people call the inverted U-shaped hypothesis Becker state.
2. Presenter
British psychologists Robert yerkes and Dodrin.
Step 3 comment
(1) If the passion is overheated, it will burn out the reason.
(2) Calmness in enthusiasm makes people awake, and enthusiasm in calmness makes people persistent.
Ten classic theorems of management 2 1, Peter principle
Every organization is composed of different positions, levels or strata, and everyone belongs to a certain level. Peter's principle is the conclusion drawn by Lawrence Peter, an American scholar, after studying the related phenomena of personnel promotion in organizations.
In various organizations, employees always tend to be promoted to positions they are not qualified for. The Peter principle is sometimes called the upward principle. This phenomenon can be found everywhere in real life: a famous professor is incompetent after being promoted to the presidency of a university; An excellent athlete was promoted to be an official in charge of sports without doing anything. For an organization, once a considerable number of personnel are pushed to the point of incompetence, it will lead to overstaffing and inefficiency, leading to mediocrity and development stagnation. Therefore, it is necessary to change the promotion mechanism of enterprise employees who only decide the promotion according to the contribution. Just because someone has done a good job in a certain position, it cannot be inferred that this person will be qualified for a higher position. Promoting an employee to a position where he can't give full play to his talents is not only a reward for himself, but also a loss to the enterprise.
2, the law of wine and sewage
The law of wine sewage refers to pouring a spoonful of wine into a bucket of sewage to get a bucket of sewage; If you pour a spoonful of sewage into a barrel of wine, you will still get a barrel of sewage. In any organization, there are almost a few difficult people whose purpose seems to be to make things worse. Worst of all, they are like rotten apples in a fruit box. If not handled in time, they will spread rapidly and damage other apples in the fruit box. The terrible thing about rotten apples is their amazing destructive power. An honest and capable person may be swallowed up when he enters a chaotic department, while a person without virtue and talent can quickly make a mess of an efficient department. Organizational systems are often fragile, based on mutual understanding, compromise and tolerance, and are vulnerable to infringement and poisoning. Another important reason for the extraordinary ability of saboteurs is that destruction is always easier than construction. A skilled craftsman needs time to elaborate ceramics, and a donkey can destroy them in one second. If there are such donkeys in an organization, even if there are more skilled craftsmen, there will not be many decent work results. If there is such a donkey in your organization, you should get rid of it at once. If you can't do this, you should tie it up.
3. Barrel law
The bucket law states that how much water a bucket can hold depends entirely on the shortest board. In other words, any organization may face the same problem, that is, all parts of the organization are often uneven, and inferior parts often determine the level of the whole organization. The bucket law is different from the law of wine and sewage. The latter discusses the destructive power in the organization, but the short board is a useful part of the organization, but it is worse than other parts. You can't throw them away as rotten apples. Strength is relative and cannot be eliminated. The question is how much you can tolerate this weakness. If it is serious enough to become a bottleneck that hinders your work, you will make a difference.
4. Matthew effect
There is a story in the gospel of Matthew in the New Testament: Before a king went away, he gave each of his three servants a piece of silver and told them, "Go into business and come and see me when I come back." . When the king came back, the first servant said, Master, I have earned the 10 silver you gave me. So the king gave him 10 city. The second servant reported, master, I earned the five dollars you gave me. So the king rewarded him with five cities. The third servant reported: Master, the 1 silver you gave me was always wrapped in a handkerchief, and I never took it out for fear of losing it. So, the king ordered that the third servant's 1 yuan be given to the first servant, saying, even what is less should be taken away. Give him more and tell him the more the better. This is the Matthew effect, which reflects a common phenomenon in today's society, that is, the winner takes all. For the development of enterprises, Matthew effect tells us that if we want to maintain an advantage in a certain field, we must expand rapidly in this field. When you become a leader in a certain field, even if the return on investment is the same, you can get more benefits more easily than the disadvantaged peers. And if you don't have the strength to grow rapidly in a certain field, you must keep looking for new development fields to ensure better returns.
5. Zero-sum game principle
Zero-sum game refers to a game in which players lose and win, and one side wins just as the other side loses, and the total score of the game is always zero. The principle of zero-sum game is widely concerned, mainly because people can find similar situations to zero-sum game in all aspects of society, and the bitterness and bitterness of losers are often hidden behind the glory of winners. In the 20th century, mankind experienced two world wars, with rapid economic growth, scientific and technological progress, global integration and increasingly serious environmental pollution. The concept of zero-sum game was gradually replaced by the concept of win-win. People are beginning to realize that profit is not necessarily based on hurting others. Through effective cooperation, a happy ending is possible. However, from a zero-sum game to a win-win situation, all parties need to have the spirit and courage of sincere cooperation. Don't be clever in cooperation, don't always think about taking advantage of others, and abide by the rules of the game, otherwise there will be no win-win situation, and the partners themselves will eventually suffer.
6. Washington Cooperation Act
Washington's law of cooperation says that one person is perfunctory, two people pass the buck, and three people will never accomplish anything. It's a bit like the story of three monks. The cooperation between people is not a simple sum of manpower, but much more complicated and subtle. In this kind of cooperation, assuming that everyone's ability is 1, the cooperation result of 10 is sometimes much greater than 10, and sometimes even less than 1. Because people are not static objects, but more like energy in different directions. Push each other, and naturally get twice the result with half the effort. When they contradict each other, they will accomplish nothing. In our traditional management theory, there is not much research on cooperation. The most intuitive reflection is that most of the current management systems and behaviors are devoted to reducing unnecessary consumption of manpower, rather than using organizations to improve people's efficiency. In other words, it may be said that the main purpose of management is not to make everyone do better, but to avoid excessive internal friction.
7. Watch Theorem
The watch theorem means that a person can know what time it is when he has one watch, but he cannot be sure when he has two watches at the same time. Two watches can't tell a person a more accurate time, but it will make people who look at the watch lose confidence in the accurate time. The watch theorem gives us a very intuitive enlightenment in enterprise management, that is, the management of the same person or organization can't adopt two different methods at the same time, can't set two different goals at the same time, and even everyone can't be commanded by two people at the same time, otherwise the enterprise or individual will be at a loss. Another meaning of the watch theorem is that everyone can't choose two different values at the same time, otherwise, your behavior will be in chaos.
8. Unworth
Unworth's most intuitive statement is that what is not worth doing is not worth doing well. This law is simple enough, but its importance is always ignored and forgotten. Unworth reflects people's psychology. If a person is engaged in something that he thinks is not worth doing, he often keeps a cynical and perfunctory attitude, which not only leads to a low success rate, but also has little sense of accomplishment even if he succeeds. Therefore, for individuals, we should choose one of a variety of alternative goals and values, and then fight for it. Only by choosing what you love and loving what you choose can we inspire our fighting spirit and feel at ease. For an enterprise or organization, it is necessary to analyze the personality characteristics of employees and allocate work reasonably. For example, employees who have a strong desire for achievement should be allowed to complete the work with certain risks and difficulties alone or in the lead, and be affirmed and praised in time when it is completed; Let employees with strong attachment participate more in the work of a certain group; Let employees with strong desire for power serve as supervisors commensurate with their abilities. At the same time, it is necessary to strengthen employees' sense of identity with enterprise goals and make employees feel that their work is worthwhile, so as to stimulate their enthusiasm.
9. Mushroom management
Mushroom management is a management method for many organizations to treat beginners. Novices are placed in dark corners (departments that nobody cares about, or running errands), thrown with dung (unwarranted criticism, accusations, and being punished by others), and left to fend for themselves (without necessary guidance and support). I believe many people have had this mushroom experience, which is not necessarily a bad thing, especially when everything is just beginning. Using mushrooms for a few days can eliminate many unrealistic fantasies, make us closer to reality and see things more practically. An organization generally treats new employees equally, and there is not much difference from starting salary to work. No matter how good you are, at the beginning, you can only start with the simplest things. For the growing young people, the experience of mushrooms, like cocoons, is a necessary step before emergence. Therefore, how to go through this period of life efficiently, learn from it as much as possible, mature and establish a good and trustworthy personal image is a subject that every young person who has just entered the society must face.
10, Occam's razor law
/kloc-In the 20th century, William of Occam, England, advocated nominalism, only acknowledging what really existed, and thought that those empty concepts of universality were useless and should be ruthlessly shaved off. He advocates not adding entities unless necessary. This is often called Occam's razor. This razor once threatened many people and was regarded as heresy, so William himself was persecuted. However, it did not damage the sharpness of this knife. On the contrary, after hundreds of years, Occam's razor has been sharpened faster and faster by history, which has overloaded the original narrow field and has extensive, rich and profound significance. Occam's razor law can further evolve into the law of simplicity and complexity in enterprise management: simplifying complexity and simplifying complexity. This law requires that when dealing with things, we should grasp the main essence of things, grasp the mainstream, solve the most fundamental problems, especially conform to nature and don't artificially complicate things, so as to handle things well.