Staff Management of Panasonic Corporation
Case introduction
In the impression of ordinary people, Panasonic is almost synonymous with household appliances. Indeed, Panasonic, founded in 19 18, has become the world's largest manufacturer of household appliances in the 1960s after half a century's development. Its product variety, wide market scope, rapid growth and high operating efficiency have amazed the world! Moreover, since the early 1980s, Matsushita Electric has gradually established a comprehensive electronic industry image in the global market, with technology research and development as the guide and multi-faceted cooperation as the main way, and transformed from a household appliance kingdom into a large multinational company in the electronic information industry. Panasonic has made such great achievements not only because of its diversified business strategy and specific social and historical environment, but also because of its elite talent thought, which laid an important foundation for its success. As Kōnosuke Matsushita said, the success or failure of a career depends on people. Without people, there would be no enterprise. Panasonic is not only a company that manufactures electrical appliances, but also a company that trains talents.
Eclectic view of talents
As the general manager of Panasonic, Kōnosuke Matsushita has formulated the company's management policy, that is, to concentrate the wisdom of all employees. In his view, Panasonic relies not only on the general manager, cadres or supervisors, but on the business wisdom of all employees. To this end, the company strives to cultivate talents and strengthen the education and training of employees. According to the long-term talent training plan, the company provides a variety of comprehensive and systematic training and education lectures to improve the quality of employees.
In terms of obtaining talents, Panasonic believes that the means to attract talents to apply for jobs is not by high salary, but by the business image established by enterprises. Panasonic said so and did the same. Over the years, they have summed up many experiences in promoting and using talents.
If you meet someone who wants to take up a new post, as long as the new person has a good personality, you can let him learn, not necessarily using experienced people.
The employment of personnel should be adapted to the academic level of the company. If the education level is too high, it may not be useful. As long as you have a good personality and are willing to work hard, you can learn skills and experience, which is the so-called: labor results = ability? enthusiasm
To promote a young man, we should not only promote his position, but also give him something else to help him establish his prestige.
But when promoting talents, the most important thing is not to be selfish, and it must be based entirely on whether this person is suitable for that job. Panasonic believes that the establishment of this promotion atmosphere is conducive to the growth of young people and will drive the progress of the whole company in all aspects.
Mr. Matsushita asked the young staff to answer customers' questions about what Matsushita Electric Company made, saying that Matsushita Electric Company is a place for manufacturing talents and also manufactures electrical appliances. Panasonic's wish is this: the cause is artificial, and talents can be met but not sought. Cultivating talents is the top priority. Without training talents, there is no hope of success in the cause. Japanese customers commented that other companies lost to Panasonic for using talents.
As for the standards of talents, Panasonic believes that people who are open-minded, eager to learn, innovative, often have new ideas, care about the company and the whole company, are unselfish, can think for the group, have independent management ability, can be loyal to their duties and have the responsibility of the company are all talents.
Give priority to training talents.
Panasonic's employee education begins with joining the company. All newly recruited employees must go through eight months of internship training before they can be assigned to jobs.
In order to adapt to the development of the cause, Panasonic Personnel Department has also stipulated the following auxiliary measures:
First, the system of self-application: after working for a period of time, cadres can take the initiative to apply to the personnel department for transfer and promotion, and can also be promoted and used after passing the examination.
The second is the social recruitment system: when there is a vacancy, the personnel department can also recruit suitable candidates from within the company, and it is not necessary to promote cadres in the original unit according to their qualifications.
Third, the social study abroad system: technicians can apply for their own, and with the approval of the company, they can study professional knowledge in the academic or education and training centers run by the company. According to the needs of career development, the company gives priority to the study of urgently needed professionals.
Fourth, overseas study system: sending technicians and managers abroad to study regularly. Besides sending overseas students to Europe, America and China, they also send overseas students to China. Peking University and Fudan University are students sent by Panasonic.
Since the establishment of Panasonic system, a group of entrepreneurs and experts have been trained, because Panasonic puts talent training in the first place and has a set of methods to cultivate talents, unite people and use people. Most cadres at the level of career minister are highly educated and familiar with enterprise management. Many of them know one or several foreign languages, often go abroad for inspection, have a wide range of knowledge, are young and capable, ambitious, eager to occupy the world market and have the ambition to win in the fierce competition. This is the premise for Panasonic to achieve efficient management.
Pay attention to the cultivation of employees' personality
Panasonic emphasizes that real education is to cultivate a person's personality, and imparting knowledge is only the second meaning of education. He believes that although the current education is called education, it can't be regarded as real education. Real education is to improve a person's personality. Only imparting knowledge cannot be regarded as education, and imparting knowledge is only the second meaning of education. Giving knowledge to growing people is giving them weapons, not education itself. The center of education is to cultivate a person's personality as the first. As for knowledge and technology, it can be said that it is attached education.
A person with good personality has a good working environment and can motivate himself to make today better than yesterday and tomorrow better than today. Even in a bad environment or recession, he can overcome difficulties, bear pressure, tide over difficulties with a positive attitude and open up a new situation of victory.
Cultivate employees' correct value judgment ability
Without enough professional knowledge, they can't meet the needs of work, but if employees can't correctly judge the value of things, they are also a mob and can't promote the prosperity of the company and even society.
It is not easy to train employees to judge correctly. But as long as we cultivate the consciousness of judging value at any time, we will have accurate judgment. In this way, mistakes can be minimized when doing things. Therefore, we should consult other people's opinions at ordinary times, compare with our own ideas, come up with a better way and make the best decision.
Therefore, employees should be encouraged to make continuous efforts, learn from each other and study how to make correct value judgments.
Employing people is good at combination and collocation.
Gathering people with the same wisdom may not make the work go smoothly, but often only the division of labor and cooperation will have brilliant results.
When employing people, we must consider the mutual cooperation between employees, so as to give full play to individual intelligence, which is also the golden rule in personnel management. Generally speaking, adaptability is to put a person in the most suitable position and let him play his talents. But further analysis shows that everyone has strengths and weaknesses, so if we want to learn from each other's strengths and weaknesses, we must consider the strengths and weaknesses of both sides in the division of labor and cooperation, learn from each other and encourage each other to seek the development of things together.
How to achieve personnel coordination? Panasonic believes that there is no need to choose smart people for every position. This view may be difficult to understand, but it is conceivable that if ten excellent people who think they are first-class are put together to do things, and everyone has his firm opinion, then ten people will have ten opinions, so it is impossible to make a decision and the plan will not advance. However, if only one or two out of ten people are particularly excellent and the rest are ordinary, these people will wholeheartedly obey those one or two clever leaders, and things will go smoothly.
One plus one equals two, which is a well-known arithmetic. But if it is used in the combination and distribution of people, one plus one can be equal to three, four or even five if it is properly grouped. In case of improper distribution, one plus one may be equal to zero or negative. Therefore, the management of personnel should not only consider his intelligence and ability, but also pay attention to the grouping and deployment of personnel.
The appointer must trust this person.
Matsushita said: If you use him, you must trust him; Don't use him if you don't trust him, so that subordinates can go all out. Employing people is skillful, but the most important thing is to trust and boldly delegate work. Usually, a person who is trusted by the boss and can do things with ease will have a high sense of responsibility, so no matter what the boss says, he will go all out. On the contrary, if the boss doesn't trust his subordinates, he will always instruct them in this way and that way, making them feel that he is just a machine to execute orders. The success or failure of the matter has nothing to do with his ability, so he will not go all out for the task he has given.
Therefore, to treat people who want to use it, we must first trust and hold that we would rather let the other person fail me than doubt his sincerity, so that we can win more services from others.
The biggest shortcoming of modern society is the general lack of mutual trust and respect between people, which leads to many ideological oppositions and even behavioral disputes, resulting in social order chaos. If leaders can cultivate the measure of trusting others, they can not only improve work efficiency, but also add a lot of light and harmony to this indifferent and frozen world.
Appoint someone better than yourself.
Panasonic advocates appointing people who are better than themselves, and believes that only when employees are better than themselves in some ways can leaders have hope of success.
Even a person with outstanding intelligence can't do everything, so only a leader who knows people well and makes good use of people can achieve great things beyond his ability. However, the most common mistake ordinary people make is to overestimate their abilities and refuse to accept other people's suggestions. Leaders should pay more attention to this.
Timely promotion of employees
Timely promotion of employees can best boost morale and drive the efforts of other colleagues.
To promote employees' positions, employees' ability should be regarded as the main criterion for selecting positions, and qualifications and performance appraisal should be regarded as auxiliary materials. The best way for a company to develop is to make its products more and more sophisticated. Therefore, it is necessary to cultivate more outstanding talents in the work and adopt a promotion system suitable for talents to cooperate with the work. This system is not limited by age or gender, and it depends entirely on talent, morality and experience to measure whether you are qualified for another new position.
Encourage employees from both material and spiritual aspects.
Matsushita Electric uses both spiritual and material methods to motivate employees. Spiritually, the company advocates full operation, and it is the employees' own business to publicize and operate well. Employees are the owners of Panasonic.
Brainstorming and full operation are the principles that Panasonic has always followed. In Panasonic, everyone takes the company's affairs as their own. There is no difference between the whole company. Whoever comes up with a good idea will put it forward, and * * * will be in charge of Panasonic. Panasonic said: If employees freely put forward various suggestions to the section chief, it means that the section chief has completed half of the work, or more than half. On the other hand, if it creates a submissive situation, it may lead to the decline of the company. For the rationalization suggestions put forward by employees, the company takes them seriously. According to the results, they are divided into 1 ~ 9, some are praised, some are rewarded, and those who make great contributions will be rewarded.
In a word, every suggestion will get a satisfactory answer.
In terms of materials, the system of two days' rest per week will be implemented, the old wage system of paying wages according to qualifications and academic qualifications will be changed, and the new wage system of determining remuneration according to work ability will be adopted to continuously improve the wage income of employees. Establish a new housing system for workers who can own their own houses at the age of 35; Kōnosuke Matsushita donated 200 million yen of private property as the foundation to establish Panasonic Chairman Song Defu Association, and implemented the British survivor education system of paying annuities to the families of deceased employees.
The above measures taken by the company have produced unimaginable power, guiding employees to regard the company's career as their own, thus igniting their enthusiasm and applying their initiative to their work.
It is precisely because Panasonic attaches importance to the cultivation and appointment of talents, and organically combines the cultivation and appointment of talents with the promotion of enterprise development, which greatly improves work efficiency, improves the quality of products and work, and creates better benefits for enterprises. The realization of Panasonic's big goals is based on the realization of countless personal goals.
Case Analysis of Panasonic Corporation
People's heart is like a mountain, and the collective strength is enormous. Matsushita of Japan is an expert in this field. They put the cultivation of talents in the first place, claiming that Panasonic is a place to manufacture talents and also manufactures electrical appliances. Panasonic not only cultivates professional knowledge and business skills, but also cultivates employees' personality and correct value judgment ability. Panasonic emphasizes that real education is to cultivate a person's personality.
The education of knowledge is only the second meaning of education. Because of this, Panasonic has formed a United, powerful and invincible team. In any case, it can work together to create brilliant achievements one after another.
Panasonic has made unique achievements in the use of talents: paying attention to individuality; Regarding the standards of talents, pay attention to the promotion and encouragement of employees, and be good at combining and matching people; Trust anyone you appoint; Advocate the appointment of people who are better than themselves and so on. This has enabled Panasonic to establish a reliable trust relationship with its employees, so that employees can consciously regard themselves as the owners of the company, have a sense of responsibility for contributing to the company, glow the enthusiasm and creativity of employees, and form great affinity, cohesion and combat effectiveness, making Panasonic not only develop from a small workshop into the world's largest household appliance enterprise, but also become a large multinational company in the electronic information industry. Its variety of products, wide market scope, rapid growth and high operating efficiency are impressive. No wonder the world commented that other companies lost to Panasonic because of the use of talents.
Panasonic is in China.
Panasonic has exported various products and parts to China since 1978 began to export products to China. On the other hand, it also provides production equipment and technology for AV appliances such as color TV sets and household appliances such as refrigerators, which promotes the localization process of these products. 1In September, 1987, Panasonic first established a joint venture company in China. Since then, wholly-owned joint ventures have been established in a wide range of fields, from household appliances such as household air conditioners and washing machines to production equipment such as communication equipment, images, stereos and semiconductors (up to now, 59 production-oriented joint ventures have been established). The products produced are very popular. Panasonic can achieve today's development, mainly due to the following six aspects as the guiding ideology for the establishment of a joint venture company.
1. Start a popular enterprise in China. 2. Entrepreneurship should conform to the policies of China. 3. Produce internationally competitive products. 4. Promote technology transfer. 5. Independent operation. 6. Cultivate local enterprise management and technical talents in China.
Under the above management policy, Panasonic will continue to contribute to industrial development in the future.
1On September 2, 1994, Matsushita Electric Industrial Co., Ltd. and Beijing Huayingsheng Electric Development Company jointly established Matsushita Electric (China) Co., Ltd. (formerly referred to as CMC) with a total investment of 30 million US dollars. CMC is a comprehensive supporting company integrating science, industry and trade. The science department includes talent training center, service technology center, Tangshan welding machine school, FA center and R&D center. D center, etc. Industry includes promoting new business, investing in manufacturing enterprises and providing support to existing enterprises. Trade includes the establishment of sales network, comprehensive service system and export promotion. In terms of comprehensive business support activities, CMC provides information systems, intellectual property rights, logistics, public relations, environmental protection, technical regulations and legal affairs for Panasonic enterprises in China. From 1994 to the end of 2002, the number of CMC employees increased from 100 to more than 600.
In June 5438+February 65438+July 2002, Panasonic (China) Co., Ltd. was officially transformed into a wholly-owned company, and its English abbreviation was changed from CMC to MC. The company has changed from a business support company to a regional integration company. The registered capital of the company increased to136.92 million USD, and the number of employees reached about 800 in early 2004.