1, the only digital indicator

The old management concept is mainly manifested as: draining employees' energy, thus creating more income and obtaining greater profits. You will hear these people talk endlessly about numerical indicators, as if that is the only purpose of enterprises.

2. Employees are only economic agents.

In traditional management, the theory that man is only a resource, the object of management, the commander and the executor. Its essence is the embodiment of thinking that worships only things but not people. Its premise is that employees should be economic people.

3. Cadres are a group of parents.

In enterprise management, the traditional "organizer" model is based on the authority of managers. This management model advocates that enterprise management is successful only if employees are transformed into assets that can be predicted and controlled like the people they manage. Paternalistic management is ubiquitous in China's enterprise management, and enterprises that follow the above management mode abound. However, practice has proved that in enterprises that choose this management mode, top managers pay attention to the consistency and obedience of employees to enterprise management, and will not advocate employees' personal innovation consciousness and initiative, nor encourage employees to take risks. Over time, enterprises will fall into a state of lifeless management. At this time, talented employees are often oppressed and excluded, and their talents and professional skills are also limited; Grass-roots managers have lost the passion and motivation to seek opportunities or create new ideas for enterprise development. They don't care what problems will happen and how to solve them, but finish what they want to do. Modern enterprises are facing a new competitive environment-continuous change and high uncertainty. Once an enterprise falls into a state of dead management, it will naturally die out in the increasingly fierce market competition.

Second, respect and care for employees.

1, the first rule

When emphasizing management, Wirseen, vice president of BMC, said, "Enterprises really need rules, but the first rule of rules is to respect individuals. When this rule is done, everything will be easy. " .

2. Employees are also social people.

In fact, employees in enterprises are all economic people, labor is the party that earns money, and social people are the party that seeks self-development and self-realization. Management also has two functions: restraint and self-discipline. It is a wise choice to actively create the environment and conditions for the all-round development of employees, and on the premise of improving the quality of employees in an all-round way, to change imperative and imperative management thinking into guiding and coordinated management thinking.

3. Care about the future and future of employees.

Weinberg, the former head of Anderson, the world's largest consulting firm, said, "I like those who are best at encouraging all employees of enterprises to carry out their goals, rather than dictators who only command and issue orders like kings, because the management is really friendly to employees, not just on the surface, but really concerned about their future and future, including their salaries and stocks, as well as their learning opportunities and development opportunities.

In the "employee self-declaration system" of Seibu Group in Japan, a self-declaration form is filled out every year, including the requirements for further study, job hopping and promotion, as well as the satisfaction and opinions on the current job. Its corporate culture is to encourage employees to pursue self-realization.

4. Care about employees' families and family members.

Respect the employee, care about his family from time to time and greet his family.

As long as you make him feel sincere, he will repay you and your enterprise with great loyalty and enthusiasm.

The nursery of Yamaha Group ... The daycare center of Ritter Company in the United States is composed of people over 60 and under 6, which is beneficial to both sides ... Bank of America Group has set up a family affairs manager, employees need a nanny, parents are sick, and birthdays are celebrated. Employment conditions are very strict. ...

Employee self-help group

5. Carry out certain cultural and sports activities.

Health care is not only welfare, but also a big problem of competitiveness ... mitsubishi electric, skipping rope for three minutes every day, competing ... More than half of the people participated in the weekend competition of Program Chemistry Company ... Microsoft headquarters is like a university campus, a playground, an outdoor dining area and a blue stadium ... nursing homes are built in famous scenic spots, and employees rest ... Mitsubishi Corporation, skiing in winter, swimming in summer, 3/kloc.

The president of American Tanding Company has created an excellent working environment for employees. In the company headquarters, there are special football fields, swimming pools, reading rooms, gardens for employees to rest and quiet walkways. He stipulates that beer is provided to employees free of charge every Friday afternoon. The company also regularly holds various cocktail parties, banquets and employee birthday celebrations, and also holds male employee bodybuilding competitions with female employees as referees to listen to employees' opinions and suggestions on the company through these activities;

6. Criticism does not hurt self-esteem.

Respect for employees is not only reflected in praise. When you have to criticize your employees, you must consider the time and occasion. Don't criticize employees in public, which will greatly hurt their self-esteem. It is generally best to criticize employees on the phone. Such "criticism" is also respect, which will not only make employees feel disgusted, but also make them realize their mistakes, strive to improve and serve the enterprise.

Third, give employees a sense of fairness.

1, psychological justice

Haier's corporate culture is mainly devoted to solving three problems: first, it gives people a sense of fairness, if not in fact, it is at least an inner sense of fairness. ...

2. Policy guarantee

Smith, president of the American Federal Rapid Transit, posted a new notice on the wall of every office-the policy of ensuring fair treatment. This policy specifically requires that all supervisors' office doors should always be open, and subordinates can communicate with their superiors at any time, so that conflicts and problems between them can be privately coordinated before their superiors. In addition, if employees have any dissatisfaction, they can also write it in their opinions, and the company's appeal Committee will handle it fairly on a regular basis. Sha Thun also constantly warned all senior executives that the Committee would pay close attention to them, and once they were found to have handled their subordinates in an unreasonable way, they would all be fired and never be dealt with.

Fairness is more important than justice.

As long as it is fair, some unreasonable things can be tolerated.

Fourth, use more praise and rewards.

1, the top priority of management

Therefore, as a manager, it should be the top priority in management to establish their own correct (that is, in line with the fundamental interests of enterprises and organizations) and clear (that is, unambiguous and vacillating) value standards, and show them through concrete implementation of rewards and punishments.

La beaufort said that he made two major discoveries in management practice:

[1] The more rewards, the more gains.

You won't get what you want, ask, desire or beg, what you get is what you return. In any case, you can judge that people and animals will do what is best for them.

[2] When trying to do the right thing, it is easy for people to fall into the trap of rewarding the wrong behavior and ignoring or punishing the right behavior. As a result, we hoped to get a, but inadvertently rewarded b, and we are still wondering why we got b.

2, often praise

Respect employees, praise your employees from time to time, and affirm that their recent work is the simplest and most affordable way to make employees work harder.

Phone calls and notes.

3. Establish a Love Award

In Oaks, the annual turnover rate of key management and technical personnel is very low. The reason is that Oaks pays attention to people-oriented management and gives talents full respect and good room for growth. On the other hand, it creates a "longevity lock" for high-paid employees, and finally forms economic benefits between enterprises and employees.

The treatment of employees in Oaks is generally not low. In order to make employees feel that "the drama is yet to come", the company has also taken additional incentive measures: it is stipulated that all key employees who have worked in Oaks for one year can receive the "Love Award" in the name of the group president at the same time as the year-end award, in recognition of their contributions to the enterprise. The longer the employee's service in Oaks, the greater the cumulative number of love awards. For example, in 2002, the company awarded the highest love award to employees, amounting to 300,000 yuan.

However, there is a prerequisite for receiving the Love Award: employees must be outstanding in their own work, sincere and serious, and do things seriously, and do not violate the company's clean government regulations. Of course, the most important thing is not to "give up halfway". Therefore, the Love Award is like a "longevity lock", which can not only keep employees' hearts, but also "tie" their feet when employees try to quit.

V. Use of practical tools

1, meeting minutes

The biggest "selling point" of Jasper Seven-Star Sword is that it is inlaid with seven emeralds; Meeting minutes can become the first weapon in Oakes' weapon spectrum, not only because it is a "conventional weapon" widely used like a sword, but also because it emphasizes "seven definitions" when assigning tasks, which makes it impossible for the person in charge to perfunctory.

Cheng Xiao is a young man in the marketing department of a new company. This morning, he attended the meeting held by the sales department. At the meeting, he mentioned that a set of data should be counted. In the afternoon, Leijiacha etc received a meeting minutes. To his eye-opening, this meeting minutes is different from similar documents he has seen before. First of all, briefly explain the purpose and process of this meeting. Here is a complete table, which lists in detail a long list of work assigned at the meeting and its corresponding responsible person, completion date, reviewer, review time, etc., plus sorting and forwarding people and computer monitoring appraisers, * * * constitutes seven elements. Leijiacha etc's name, also in the column of person in charge, stipulates that he must complete the statistical summary of all data within 2 days and form a written report, which will be reviewed and signed by the appraiser in charge of the department and submitted to the monitoring appraiser as the basis for completing the work.

"The implementation results of this work, if not passed in the review, will still be assessed according to the work not completed on time. So who dares to take it lightly in the process? " Cheng Xiao said, "After this incident, I deeply realized that there is no reason why a task can't be completed quickly and well if the seven elements are clear, the responsibility goes to people and the implementation is paid close attention to!"

In our impression, meeting minutes are an overused official document genre, full of long empty words and cliches, and the words drag on, which has little practical guiding significance.

However, in the hands of Oaks managers, it has undergone brand-new changes in purpose, form and writing style, reflecting a simple, pragmatic and standardized management style. Therefore, the first story told in this paper, the first "weapon", more accurately, should be innovation. Only innovation can turn decay into magic and turn a document into a powerful management "weapon"!

2. Work contact list

The work contact list is suitable for the work distribution between two departments or individuals with similar status in the company, and the task acceptance process is equal, friendly and non-imperative. But if you refuse to accept it or fail to do it within the time limit, it will show its tough side of combining rigidity with softness. This makes the work contact list very much like soft sword in the weapon. Once put into use, it will make hundreds of steelmaking, which is irresistible.

Just as few people dare to learn the power of soft sword, the work contact list will not be easily rejected. Because the list is printed with the name of the contacted department, the name of the department to be filled in, the contact matters, the handling opinions and other items, it is also emphasized that any contacted department shall not refuse to handle the work contact form. Refuse, must be in the "opinions" column marked "this work item does not belong to the scope of responsibilities of the department". If it is not handled or indicated, the reporting department may complain to the higher authorities.

Xiao Wei from the company's technical department received the work contact form from the development department and asked him to provide technical support within 3 days. Xiao Wei said that the reason why he agreed to take the job was not only that he was worried that he would be complained if he didn't do so, but that "there will always be work contacts between various departments of the company, that is, there will always be some work that needs the assistance of other departments to complete." Today, the technical department contacted me to find a job, and tomorrow I may have a job that needs their cooperation. This kind of cooperation is mutual, and the purpose is to do things well in the company together! "

Therefore, the second "weapon" mentioned in this article is not a work contact list, but cooperation. In an enterprise that advocates the spirit of cooperation, many complex and wide-ranging tasks can always be solved smoothly through the participation and active cooperation of relevant departments. As the saying goes, "Everyone is United, Mount Tai is the best", and the power of cooperation is so great!

3. Activities of "Three Analyses and Three Don't Pass"

How can we completely solve the product quality problems or management defects exposed in enterprises? The unique trick of the Oaks Group is to offer a "serial gun"-three analyses and three moves, and one "bomb" to the end, so as to finally get to the bottom and see results.

Recently, a batch of Oaks air conditioners produced by the company were found to have poor consistency of compressor pipelines. The company then convened relevant functional departments and responsible persons to deeply analyze the harmfulness of this quality problem, so that everyone can fully realize that once unqualified products leave the factory, they will not only have a huge negative impact on the enterprise, but also harm the interests of users. Then analyze the causes of poor consistency of piping, trace back layer by layer, clarify the quality responsibility and find out the loopholes; On this basis, the measures that should be taken are analyzed and put into practice after being approved by the technical department, and the shortcomings are improved in time. During the whole activity, "the reason was not found out, the quality responsibility was not clear, and the rectification measures were not implemented." In one fell swoop, the qualified rate of finished product spot check reached 100%.

The activity of "three analyses and three passes" is also used to cure some "stubborn diseases" in management, and its most remarkable feature is meticulous. As can be seen from the above example, the whole implementation process is step by step, interlocking, and with the thick follow-up force and strong attack power of the "serial gun", the problem will not become superficial or give up halfway.

4. A 20-page booklet

These keywords are exported to a wallet-sized booklet that Haier employees carry with them. The brochure has more than 20 pages, and the content is concise and clear, which better reflects the company's competitive strategy and management model than the lengthy report written by consultants.

Six, advocate walking management

1. Examples of Japanese enterprises

This is an innovative management method popular in the world, which mainly refers to the fact that senior executives of enterprises take the lead, go deep, observe public opinion, know the truth, mingle with subordinates and make achievements.

This management method has shown its advantages, such as: (1) supervisors and subordinates follow suit. Shimonoseki, honorary president of Japan Federation of Economic Organizations, took the lead and became a famous Japanese entrepreneur in one fell swoop. Before he took over Toshiba Electric Company of Japan, Toshiba no longer enjoyed the reputation as the cradle of the electrical industry, and its production went from bad to worse. After taking office, Mr. Shi Guangfu went to the factory and visited Toshiba's factories and enterprises in Japan every day to have dinner and chat with employees. In the morning, he always arrives half an hour earlier than others, stands at the gate of the factory, greets the workers and takes the lead in demonstrating. Employees are infected by this atmosphere, which promotes mutual communication and boosts morale. Soon, Toshiba's production returned to normal and made great progress. ⑵ Small investment, big income. In today's world, people are trying to improve the efficiency of enterprises. Walking management does not need much capital and technology, which may improve the productivity of enterprises. (3) Visual management. In other words, the top supervisor can reach the production line, meet and talk with the workers, and expect the employees to give him advice, get to know him and even argue with him. (4) On-site management. Why does Japan have world-class productivity? Some people think it is based on site management. In fact, Japanese executives and their aides have to wash their hands three or four times a day, because these people's hands are dirty when they touch the east and the west. The supervisor goes to the scene non-stop every day, and the subordinates have to lay down their lives to accompany the gentleman! (5) "Those who win the hearts of the people will prosper". Excellent business leaders should often go to employees several floors below him to observe public opinion, understand their true feelings, and listen to "mistakes" more than "good". We should not only care about the work of employees, but also care about their food, clothing, housing and transportation. In this way, employees feel that the supervisor attaches importance to themselves and naturally works hard. With the support and efforts of employees, an enterprise will naturally flourish.

2. The example of McDonald's

Ray kroc, the founder of McDonald's fast food restaurant in America, is one of the most influential entrepreneurs in America. He doesn't like to sit in the office all day, and he spends most of his time "walking" in management, that is, walking, looking, listening and asking questions in his company and department. McDonald's Company once faced a crisis of serious losses. Crocker found that one of the important reasons is that the managers of various functional departments of the company are bureaucratic, accustomed to lying in comfortable chairs and bossing around, spending a lot of precious time smoking and chatting. So Crocker came up with a "brilliant plan", requiring all managers' chairs to be sawed off, and managers must do it. At first, many people called Crocker crazy. Soon, everyone realized his "painstaking efforts" and went out of the office to carry out "walking" management, keep abreast of the situation and solve problems on the spot. In the end, the company turned losses into profits, which effectively promoted the company's survival and development.

Seven, know the fault of employees.

Employees do stupid things because:

(1). The management didn't know a better way and asked them to do it.

They want to do this on purpose, because they don't know a better way.

They did it in a muddle because they didn't know there was a better way.

"They don't know a better way" is the crux of the problem and the key to solving it. Whoever discovers what employees (including business owners and managers) don't know will get the key to solve the same root cause of business failure.

Eight, the new standard of good cadres

1, three words "do"

Management cadres at all levels should first do a good job in building their own work style, establish a working attitude of "I will do it", work efficiency of "doing it right away" and a responsible spirit of "doing it well", and create an environment in which employees can speak freely, dare to say and do it, be responsive and take what they need.

2. Be a teacher in person

The presidents of large foreign companies, such as CE Electric and General Motors, write textbooks directly to employees and give lectures in person.

On the three-foot platform, many outstanding entrepreneurs showed the elegance of educators. For example, Zhang Ruimin, president of Haier, gave a lecture on Haier's enterprise therapy of "activating huckfish" on the Harvard platform, which was a demonstration of his educator's elegant demeanor. In these lectures, business leaders usually jump out of the narrow field of their own business and describe their business in the scope of world society, life, history and culture, and understand it from the perspectives of philosophy, aesthetics, sociology and culturology, so that employees often feel that "it is better to study for ten years than to listen to you".

3. Accept criticism regularly.

In order to promote the leading culture needed by high-tech enterprises, Andy, chief executive officer of Intel Corporation? Grove said to the managers, "If you haven't found the boss's shortcomings in the past two weeks, then you haven't done your job well."

Nine, the high standards of excellent employees

1, Tam employee

As long as he points out what the task is, he can do whatever it takes.

2. "Five dollars a barrel"

Starting from small things, loving the enterprise ... became the chairman. ...

335 phone calls

The spirit of being responsible to the end ...

4. Big problems solved by employees

Instrument cracks ... multifunctional pencil case ... dog sticking out its tongue ... actively participate in employee suggestion activities.

X. Building corresponding culture

1, with * * * knowledge and cohesive personnel environment.

As Francis, an American management scientist, said: "You can buy a person's time with money, you can buy labor with money, but you can't buy enthusiasm with money, you can't buy initiative with money, and you can't buy a person's dedication to the cause with money. And all this is what our entrepreneurs can do through the setting of corporate culture. " In fact, when people enter the enterprise, they don't just earn a salary and find an income, but dedicate their most precious time and life to the enterprise. Therefore, people are actually looking for an atmosphere, a personnel environment, a value concept, and an environment where they can give full play to their strengths. Therefore, if we can't build a human resources environment with * * * knowledge and cohesion, it can't be a successful management model.

2. From the narrow sense of cultural construction.

Corporate culture is one of the most important manifestations of corporate image and one of the most attractive contents in corporate image planning. The recognized corporate culture has the following elements:

(1) and enterprise * * * values are consistent. It effectively restricts the management decision, leadership style and employee style of an enterprise.

(2) Corporate customs and habits. It is a common etiquette and ceremony recognized by enterprises, which can clarify responsibilities and behavior norms and create an excellent internal environment of enterprises.

(3) Corporate heroes. He is different from the hero recognized by the outside world. He is mainly a representative figure who embodies corporate values and corporate customs, and is also a spiritual pillar with clear lines in employees' hearts.

(4), corporate culture communication network. Refers to the enterprise through its own radio, television, newspapers and periodicals, as well as "small broadcasts" and "well-informed people", the enterprise culture and all the news dynamics caused by it are conveyed to every employee in time, and disseminated to the outside world when necessary.

XI. Whole brain development

1, low cost

"There must be a brave man under the reward": If the bonus of several thousand yuan and tens of thousands of yuan can stimulate the atmosphere and culture of brainstorming of the whole company, and the effect evaluation of the proposal and the use of the database are done well, these costs can be ignored. Only when employees actively put forward ideas can the company achieve breakthrough growth. Never think that this is the work of employees, without pay or greatly reducing the bonus they deserve.

2. Speak your mind out loud.

Viking Group, a well-known British company, is a large-scale enterprise with an annual operating income of up to 3 billion pounds. Richard, founder and chairman of the company? Branson established the creative mechanism of "speak your mind out loud". This mechanism includes: all employees in the company know Branson's phone number, and as long as employees have good ideas, they can let him know through various channels. The annual "family dinner" provides opportunities for employees who want to contribute their entrepreneurial ideas and are unlikely to meet Branson. The "family banquet" lasted for a week, with as many as 3500 participants. Every enterprise under the group has a set of "channels" that allow employees to get in touch with their own ideas. For example, in a financial service institution, the general manager reserves eight empty seats in a local restaurant all the year round. Any employee who thinks his new idea is good enough can apply to have lunch with the general manager * * * to discuss the business plan during the meal. Establish a career development department and a special review Committee to ensure that good ideas are put into practice. The career development department also forced managers at all levels to collect employees' good ideas urgently. In addition, Viking Group also has an organization close to the headquarters office-"Viking Management Team" to assist in the actual development of new business. Inspired by this "creative mechanism", the creativity and enthusiasm of Viking employees have been greatly mobilized, and various ideas have emerged one after another, such as Viking Bride Company and Viking's growing Internet business, all of which were suggestions made by employees to Branson.

3. Creative proposal library

The best application mode of enterprise creativity is to establish a "creative proposal library". By creating a corporate culture and environment put forward by all employees, all employees of the company are encouraged to brainstorm and cultivate the habit of thinking all the time and actively seeking better solutions, so as to gather the creativity of each employee and establish a rich creative library from point to line or even surface.

Creative library is a kind of communication and accumulation of creativity. With the continuous stimulation and accumulation of creativity, the content of the information base will become more and more colorful. Ideas and ideas full of all-round innovation, whether imaginative or practical cost-saving schemes, are the company's creative treasure house and valuable intangible wisdom resources.

4. Timely feedback and reply

After training employees to actively put forward ideas and suggestions, it is more important to arrange and use the effort, preferably filing and sorting. The project manager should reply immediately (preferably within three days) after the employee puts forward the suggestion. If the proposal has been put forward repeatedly, the information of the original sponsor should be informed. Although the idea is repeated, it is impossible to give rewards, but I still want to thank the employees for their suggestions and support for the creative proposal system.

5. Open query architecture

The implementation of the whole system still needs attention. First of all, the "open query framework" is the essence of brainstorming. Every employee should be able to freely consult the information in the company's creative library, so as to seek the source of creative inspiration from previous ideas. Although it may increase the risk of resource leakage, it is better to use an open system for work breakthrough and innovation.

6. Defend the original work.

In order to keep a steady stream of ideas, you must not take them for yourself and say that you already have this idea. As long as the content of the plan comes from the creative proposal, even if it is only partially used, the creator should be rewarded in proportion, otherwise, if the creator's efforts are stifled, the system will be useless.

7. Rewards and incentives

3M Company has a set of incentive mechanism (good idea). If someone's good idea is adopted by the company, he can take a year off immediately and travel anywhere he wants in the world, and the profits generated by the product in the future will also be his share.

A more creative way of reward is that employees in the company will form an action team to develop new products after they put forward a plan, and their salary will be linked to promotion and the progress of this product.

8. Basic understanding

The instinct of enterprises is to make their products (including some services) obsolete. If we don't do it ourselves, our competitors will force it out of date.

Twelve. Develop special weapons

1, visiting competitors

In order to train and educate middle-level cadres to become experts in retail business and competitive analysis, Stu Company of the United States has adopted a very unique method, that is, visiting competitors. Stu company often chooses a competitor who is similar to its own store operation as the interview object. When visiting, no matter far or near, middle-level cadres will also bring 15 subordinates with them. To this end, the company also specially designed a van with a passenger capacity of 15. When these subordinates set out with middle-level cadres, it means that they have joined an "ideological club". Their challenge is: who can be the first to be inspired by the management of competitors and put forward new ideas that are useful to our company? Everyone must talk about their ideas immediately after returning from the visit. New ideas from competitors ...

2. Humor and interest

An American company set up a thank-you week. Employees threw the ball at the target of the number. When they hit the number, a corresponding executive fell into the pool, which made the onlookers laugh.

At the beginning of a three-day vacation in an American company, the president first solemnly read out the company's strategy and statement. Halfway through, the president shouted, "It's all nonsense!" Then throw away all those things and announce the start of the holiday. The following staff and cadres are very happy.

In Colorado, USA, 100 excellent managers of an American company were carried to the top of the mountain by people sitting on chair racks, and at the same time, awards were presented and videos were made on the top of the mountain, which made them unforgettable for a long time.

3. Intelligent management

In today's enterprise informatization, the group president can search on the computer and find all the information he wants to see. When the enterprise management decision is intelligent, the group president can turn on the computer and enter the MAS system, and at the same time, there is a prompt window for classification of important information, telling the group president what important matters to consider today and what important information to browse. These important information tips must be the result of automatic analysis, identification and selection of "excellent" in all information by MAS system according to certain rules.

4. Don't compete internally.

Abolish measures that take away people's happiness at work, such as year-end ranking or evaluation, and internal competition can only bring waste and internal friction; Establish a win-win cooperation mechanism within enterprises. People in research, design, sales and production departments must work as a team to predict production quality problems and service quality problems;

5. Cadres recommend a good article every month.