First, drawer management, modern management is also called "job analysis".

At present, large and medium-sized enterprises in some developed countries attach great importance to "drawer" management and job classification, and have established job classification systems to varying degrees on the basis of "drawer" management. Drawer management means that every manager's desk drawer has clear working standards. In management, there can be neither duties nor rights, let alone rights without duties, but a combination of duties, responsibilities, rights and interests. There are five steps for enterprises to implement "drawer-type" management. The first step is to establish a work analysis team composed of various departments of the enterprise. The second step is to correctly handle the relationship between centralization and decentralization within enterprises. The third step, around the overall goal of the enterprise, layer by layer decomposition, layer by layer to implement the responsibility and authority. Step 4: Prepare Job Description and Job Description, and formulate the requirements for each position. The fifth step is to consider the combination of assessment system and reward and punishment system.

Second, crisis management.

With the increasingly fierce global economic competition, a considerable number of famous large enterprises in the world have entered the stage of maintenance and recession. In order to change this situation, American enterprises pay more attention to the implementation of "crisis" production management and set off a wave of "doomsday management". American companies believe that if the operator can't communicate well with employees and show them that the crisis is real, then he will soon lose credibility and thus lose efficiency and benefit. William weis, president of a technology company in the United States, believes that the world has become a competitive battlefield and the global telecommunications industry is playing an important role in the transformation. Therefore, he chose two bold executives as vice-chairmen and replaced five executives who were more inclined to gradual change. He talked about the crisis that some companies only do propaganda and ignore the quality of products, which leads to the loss of users. He wants all employees to know that a technology company is doomed to fail if it doesn't always put product quality, production cost and number of customers first.

Third, one-minute management

At present, many western companies have adopted the management principle of "one minute" and achieved remarkable results. The content is: one minute goal, one minute praise, one minute punishment. The one-minute goal is that everyone in the organization clearly writes down their main goals and responsibilities on a piece of paper. Each goal and its standards should be expressed in 250 words and read in one minute. This makes everyone know clearly what they are doing and how to do it, and check their work regularly. One-minute praise is human resource motivation. The idea is that managers usually spend little time praising employees for doing the right thing. This encourages every employee to know what he is doing, work harder and be perfect. One-minute punishment is to criticize a person for doing something wrong in time, point out the mistake, and then remind him "how much you value him, what you are not satisfied with is his work here and now." Only those who have done something wrong can be willing to accept criticism and pay attention to avoid making the same mistake again in the future. The beauty of the one-minute rule is that it greatly shortens the management process and has an immediate effect. One-minute goal, so that every employee is clear about their job responsibilities and strive to achieve their work goals; One minute of praise makes every employee work harder. A one-minute punishment can make people willing to accept criticism and encourage them to work harder in the future.

Fourth, format breakthrough management.

In the management of many enterprises, the purpose of reform and innovation is finally achieved through personnel management. Therefore, according to the changes in the internal competition situation, developed enterprises in the world actively carry out the reform of personnel management system to stimulate the creativity of employees. Japanese and Korean companies used to use working years as the basis for promotion and salary increase. This system adapts to the requirements of enterprises in the period of rapid expansion and provides opportunities for the employment and development of labor force. Since the 1980s, these developed enterprises have entered a stage of low growth and relative stability, and the "annual performance system" has been unable to satisfy employees' desire for promotion, resulting in the decline of the vitality of enterprise organizations and personnel. In the early 1990s, developed enterprises in Japan and South Korea began to reform the personnel system, vigorously promoted the new "special case" personnel system, and decided the promotion of employees according to their work ability and work results, and achieved remarkable results. The reform of personnel system in large enterprises in the world pays attention to fully tapping human potential, invigorating personnel system, invigorating enterprise organizational structure, cultivating and forming "strongman" mechanism within enterprises, and forming a new atmosphere of competition, hard work and forge ahead.