Amoeba management comments 1 This should be my second time to read amoeba management, almost two years since I first read amoeba. The first time I saw it was six months after graduation. As a novice in the workplace and because of the nature of the company, I didn't have deep feelings for amoeba at that time. Re-read the amoeba business and entered a private enterprise. When talking with the leader about salary, the leader mentioned amoeba, and my first reaction was to refuse, although I finally promised the leader to cooperate with her to make a plan, just in time for the Spring Festival holiday. I turned out the amoeba business again.
The second reading is intensive reading. Although some of the knowledge in it is still obscure to me, I found some treasures in the book. At least for me, this book is worth reading again.
The amoeba business model is actually to divide an enterprise into independent small organizations, and each small organization has an independent profit center, accounting by unit time, maximizing the potential and motivation of employees, allowing enterprises to quickly discover and maximize profits.
First of all, there must be clear responsibilities and perfect systems. I am deeply touched by this. A very simple thing. Because of unclear rights and responsibilities, sometimes four or five people can't find the person in charge. Finally, the leader will say, if nobody cares, you can do it for a while, and those who have the ability will try again and find you inexplicably, which will make you exhausted, otherwise it will be a waste of manpower and material resources.
Secondly, we should pay attention to the cultivation of talents. I think this is particularly important. Training is not training. Cultivating talents is a long-term process, especially for sales companies. The company spends time and energy to train employees well, and finally makes wedding dresses for others, while recruiting people, while losing them and falling into an infinite loop.
Furthermore, there must be an "altruistic spirit". The company is divided into several departments, which form a small team as a small collective. However, many people often compete viciously for the benefit of their own teams, leading to the loss of customers.
Then, we should fully trust and authorize the operators of amoeba. I won't explain this point. Too centralized and decentralized rights have great disadvantages.
Finally, sound asset management, sound asset management, also means the accuracy of financial data, accurate data as the basis, with data to speak, in order to truly achieve unit time accounting.
After studying the book Amoeba Management by kazuo inamori, I learned that kazuo inamori, the saint of Japanese management, founded Kyocera Company and the Second Power Company, two fortune 500 companies in the world, with fabulous legend in 40 years. Amoeba management has solved many problems of enterprises.
The essence of amoeba management is "maximizing sales and minimizing expenses", which is the basis of unit time accounting system. The essence of management is to prevent waste and cut expenses when providing products and services to customers. This view has something in common with the "three-oriented" work carried out by China North Ordnance Group Gansu Yin Guang Chemical Group Co., Ltd., that is, through full participation, attention to details and saving resources, the operating cost is minimized and the income is maximized.
The core method of amoeba management is to divide the enterprise into cost and profit accounting units with independent accounting and independent operation, and apply the management accounting mode of unit time accounting, so as to facilitate the realization of the company's business objectives, point out the development direction, make all amoeba know the market changes in time, adjust the business strategy, cultivate employees' awareness of business competition, stimulate the enthusiasm of all employees, maximize operating income, reduce expenses and waste, and thus realize the rapid development of the enterprise and create a better business environment. As a company employee, what I learned from this mode of operation is that the individual employee is the collective "amoeba" of the enterprise, and the value created by the individual employee is closely related to the maximum income of the enterprise. This requires us to constantly improve our personal technical level and literacy through learning, and then enhance the value creation ability of individual amoeba.
The accounting idea of amoeba management is similar to household income and expenditure, which is easier for employees to understand. The payment method adopted is to deduct the expenses from the total income to get the profit, and then divide it by the total labor time as an indicator to measure the accounting, so that employees can more intuitively understand the added value they create every hour, thus reflecting the business situation and accurately judging the contribution of employees to the enterprise. Enterprises present operating profit and loss to employees in an intuitive way, so that employees can measure the efficiency and advantages and disadvantages of their work more conveniently and better, know whether their work has really realized the corresponding value, find problems and constantly improve. At work, some people create high profits, some people are mediocre, and some people spend time and material, but they make the enterprise miserable. Enterprise development needs visible benefits. As employees, through intuitive evaluation and self-positioning, the best can be better, and the gaps can be improved in time. The promotion of each employee is beneficial to the development of the enterprise. Facing the situation that opportunities and challenges coexist in 20xx, we must make unremitting efforts, establish the concept of crisis awareness, cost awareness and market first, and work together to create a good development prospect for enterprises.
The book "Amoeba Management" makes me realize more deeply that the difference between excellent employees and ordinary employees lies in establishing a sense of ownership, not satisfying the status quo, seeking more effective and practical working methods that can create value for the company, and giving full play to their positions and making contributions to the company's spiritual realm and actions.
I saw the amoeba management, and I have been watching the amoeba management recently. Although I haven't finished reading it, I think back to the first half and find that what is said in it can bring great help to our usual work.
The hero in the book had no experience when he started running a company, so he took on all the work, such as initial development, production, sales and management. Go to the scene immediately if there is any problem, so I am very tired and in a poor mental state. Seeing him like this reminds me of the manager of our shop. At first, he was exactly like him. He was very tired. He has to do everything by himself.
What did the hero do later?
After a period of time, he thought many times that he could not do this for a long time, and it was impossible to do it on his own. So he thought of handing over the different tasks he was responsible for to some managers who could manage several people independently, and systematically dividing the whole organization into several small units so that they could operate independently. In this way, managers immediately have a sense of responsibility, can consider problems from the perspective of the company, and try their best to improve their performance.
By interacting with the store manager, you can fully understand the content of amoeba management. When you are in the shop, you can divide all the work into several projects, and then divide them into several groups, and choose the team leader to let them do it alone. Managers can also focus on training team leaders, so that not only do you have your own time, but your work efficiency will also be improved and employees will make rapid progress.
Although I haven't finished reading Amoeba Management, the content is worth learning. If you are a manager, I suggest learning this book, which will contain more what you want.
After reading the amoeba management, I have long known the excellent quality of Japanese products, the strength of competitive sales and the extensive market share, but I have not thought about it in detail before, nor have I studied it in detail. After reading kazuo inamori's "Amoeba Management", I realized that Japan, an island country, has reached its present economic height because the Japanese have a strong sense of teamwork, clear goals and plans, sincere cooperation, always controlled the cost within a certain range, guaranteed perfect products, and all employees felt the meaning and sense of accomplishment of life because of hard work.
The essence of amoeba management is to realize the above six systems of business segmentation. Business segmentation means that every department and employee of an enterprise should do what they are doing now, think about what will happen tomorrow and plan what will happen next year from the perspective of enterprise management, competition and development. Management generates pressure, pressure generates power, and power realizes development.
To put it simply, as kazuo inamori said, one of the basic conditions for amoeba management is "philosophy * * *". Kazuo inamori's philosophy: "Heart-based management" means that among all amoebas, it is difficult for every member of each amoeba to manage amoeba if he lacks altruism to others, other amoebas and the whole enterprise when considering his own and his amoeba's performance. Therefore, only by integrating philosophy into enterprise management and understanding the purpose of doing so can kazuo inamori trace back to the source and finally achieve positive results.
Kazuo inamori realized the essence of enterprise management from the process of starting a business, operating to becoming a bigger and stronger enterprise. In the book, it is summarized into five chapters: every employee is the protagonist; Management cannot be without philosophy; "Amoeba" organizational structure; The scene is the protagonist of accounting; Create a passionate group. The chapters are practical, clear and easy to understand, and employees at different levels will be inspired and touched after reading this book. As long as you have the responsibility, you will understand the starting point and fundamental point of amoeba management, and you will combine yourself, reflect on yourself, take the initiative to exert pressure, be willing to correct and work together.
After reading Amoeba Management, I didn't know the book Amoeba Management before. Now reading this book makes me understand that everyone is an inseparable part of the team. As long as we give each employee a sense of responsibility, we can inspire their passion and enthusiasm. "Amoeba" refers to the smallest grass-roots organization formed in factories and workshops, that is, the smallest work unit, a department, a production line, a team and even every employee. Everyone belongs to their own amoeba group and forms an independent profit center according to the different distribution of work content. "Amoeba management" is a management system with full participation. Every employee should fully grasp the goal of the amoeba organization to which he belongs, make unremitting efforts to achieve the goal in their respective posts, and realize themselves in it. Through cost management, try to make the actual cost lower than the standard, create the maximum value with the least cost, and maximize the added value. This not only improves the staff's cost consciousness and management mind, but also improves the staff's professional theory and personal quality, and shapes Amoeba into a creative team that constantly challenges.
Traditional cost management focuses on products, that is, things; Amoeba management proposal consists of a group of "people" who have racked their brains to exchange the maximum sales at the lowest cost, which is the infinite added value that can be created. Putting the development of employees first, that is, putting the whole person who is free and always pursuing the ultimate, is the greatest secret of kazuo inamori and the greatest achievement of "Amoeba Management". The business philosophy of Kyocera Co., Ltd. founded by Mr. kazuo inamori is "to contribute to the progress and development of mankind and society while pursuing the material and spiritual happiness of all employees".
Thus, Kyocera made clear the significance of its existence. Employees also regard Kyocera as their own company and work hard as operators. Therefore, the relationship between kazuo inamori and employees is not the relationship between operators and workers, but a comrade who spares no effort for the same purpose, and has developed a real sense of partnership among all employees. Therefore, it is not difficult to see that a company's business philosophy and business philosophy often have a great impact on the enthusiasm of employees. Amoeba management is a management system in which all employees participate in management and unite their strength. It is also necessary to have a set of management ideas and concepts that can make all employees work hard without doubt.