Management is to combine some scattered parts to play the function of the system. But how to combine the scattered parts, many people think it is just an art, relying on the wisdom and inspiration of managers, which is what we often call "leadership art" In fact, management mainly depends on scientific system, and the imperfect system needs management art to make up for it.
1. The scientific research results of management science and enterprise management system prove that the efficiency of the system is greater than the sum of the efficiency of its components. To organize the scattered parts, we need management. Management is to combine some scattered individuals through control, planning, decision-making, organization, coordination and leadership to play a greater function than the sum of individual functions.
According to different management departments, management can be divided into public sector management and private sector management. Private sector management can be further divided into personal affairs management, family management, private non-profit organization management and private enterprise management. Because enterprise is the cell of national economy, enterprise management has been widely concerned by people, and the theory of enterprise management has a long history and is relatively mature. Taking enterprise management as an example, this paper talks about the scientificity and artistry of management.
Enterprise management includes two aspects, one is the management of things, such as material management, warehouse management, marketing management, process management, financial management, asset restructuring, debt restructuring and so on. The other is human management. People are the most active and vivid factor in economic activities. Even the management of things is inseparable from the management of people. So when people are well managed, the whole management is basically done.
The management of people is to deal with the relationship between operators and employees, and the relationship between people is the content of the system, so the management of people depends on the system. Management system includes a wide range of contents, including analysis system, prediction system, planning system, decision-making system, control system, organization system, leadership system, coordination system, evaluation system, incentive and restraint system and so on. However, there are two key aspects, one is the evaluation system (also called the information evaluation system), and the other is the incentive system (also called the incentive and restraint system). Other systems themselves must reflect the contents of the incentive and restraint system. Evaluation is to collect some information and judge the quality of people's work process and results. Incentive is to reward and punish people according to the work process or results, and to restrain and supervise people in the transaction process. It can be seen that evaluation is the basis of motivation. Without evaluation, motivation has no basis, no goal and no effect. For example, the average distribution of funds has no incentive effect, and whipping fast cattle is even more negative; Motivation is the purpose of evaluation. If we just stay at the level of evaluation without incentives, it is the consumption of resources, because evaluation requires information costs. Evaluation is to motivate, and motivation is to promote people to work hard, innovate and create profits for enterprises. As long as the evaluation system and incentive system are scientific, the management of an enterprise is basically scientific.
Second, the scientific nature of management and the artistic connotation of management. The scientific nature of management means that management has a theory to follow, and management knowledge may be mastered through learning. There are two main ways to learn, one is through books, teachers, computers, internet, television and other knowledge carriers, and the other is through practical activities, which is what we often call "learning by doing". Both learning methods are very important. It is as important to learn from the successful experience of others and summarize the management theory as to summarize your own management theory in practice.
In scientific management, people often make the following mistakes: blindly copying foreign management theories; Take the management principles in books as dogma; Think that management depends only on practice, and never trust management experts. Especially the third view is very common among managers.
The artistry of management means that management relies on personality charm, inspiration and innovation, but management itself has no rules to follow, and there is no way to master management skills through learning (especially book learning).
In terms of the artistry of management, people often make the following mistakes: overemphasizing the artistry of management, thus denying the scientific nature of management; It is believed that the art of management is born to a few people, so that most people can only be born in the position of being managed and led; There is a lack of scientific management system in management practice, and decisions are often based on managers' moods and likes and dislikes.
Third, the scientific nature of management is the premise and foundation of management artistry. We believe that to do a good job in management, we must first admit that management is a science, and management mainly depends on a set of systems, especially the evaluation system and the incentive system. In reality, people can also find that an enterprise is well managed because it has a scientific evaluation system and incentive system. The principles for judging the quality of the evaluation system and the incentive system are as follows: (1) Whether it brings convenience to the enterprise stakeholders (owners, operators, employees, suppliers, consumers, creditors, debtors, tax collectors, etc.). ); (2) Whether to save the operating cost of enterprise system; (3) Whether the evaluation cost and the cost of encouragement, restraint and supervision are lower; (4) Whether the evaluation results are clear and fair, and have strong incentive and restraint functions.
According to these principles, we can also draw some operable management system design methods: (1) Different enterprises have different management models, and enterprises that focus on senior intellectuals and emphasize innovation should adopt more democratic management; In enterprises with few senior intellectuals, strict hierarchy is more effective; (2) The superior managers should be good at authorizing the subordinate managers, and should not bow to each other, let alone surpass management. The essence of management lies in the institutionalized rights and responsibilities among managers at all levels. The more scientific the management, the more detailed the division of powers and responsibilities. (3) Establish a strict assessment and incentive system, implement the assessment and incentive standards to individuals, and truly motivate and restrain employees; (4) controllability should be considered in the selection of evaluation criteria, that is, whether the appraisee can control the evaluation criteria and link the evaluation criteria with the appraisee's personal efforts; (5) The fineness of evaluation criteria is the most important sign of management level. For example, in a hotel, this evaluation standard should be refined to the extent that the waiter bows, the posture and quantity of pouring wine, the smoothness of wiping the table and so on. The higher the hardness of the evaluation standard, the better the effect will be. Soft standards are not only easy to cause wrangling, but also difficult to convince the public, and employees are sometimes at a loss; (6) persistently train employees (not because of the high mobility of employees) to let employees know how to meet the standards; (7) rewards and punishments should be strict, and never be soft. Too many exceptions will affect the reasonable expectations of employees, thus increasing transaction costs; (8) Incentive should be based on evaluation, otherwise it will be impossible to be fair and reasonable, and the goal of incentive will not be achieved; (9) The strongest incentive is to make employees full of hope forever, which will always motivate employees to work with peace of mind; (10) It is necessary to have a clear promotion system, try to make higher-level managers have specific experience in the following levels of work, avoid leapfrog promotion, and avoid replacing system management with "wise leadership" management (rule by man); (1 1) The overall guiding ideology of evaluation and incentive system design is that it can narrow the distance between employee objective function and enterprise objective function, which is inseparable from "benefit sharing". So be careful, but the money you spend must not be saved; (12) A good system cannot be put in place in one step, but it must be improved step by step. The change of system requires patience and a lot of preparation.
Only with a scientific management system can we give employees stable expectations and reduce the cost of information search and the losses caused by uncertainty. On this basis, the personality charm, intelligence and innovative spirit of entrepreneurs can be brought into play. If we only admit that management is an art and not a science, it will inevitably lead to arbitrariness, centralized management, and even dictatorship and corruption.
Fourthly, the artistry of management is the supplement and improvement of scientific management. On the premise of acknowledging the scientific nature of management, it is also necessary to talk about the artistry of management. Because the management system is some contracts between operators and employees, including formal contracts and informal contracts, written contracts and oral contracts, mandatory contracts and induced contracts. And these contracts can't be complete. For example, it is stipulated that wages are directly proportional to the products produced. This seemingly clear contract actually contains many imperfections: does the salary include funds and the real salary? How do employees who produce different products compare their own products? How to define the quality of products? How to deduct wages if the products produced are reduced due to leave, work injury, official duties, force majeure and other reasons? When it comes to measurement (such as product quality measurement), it is even more impossible to be absolutely accurate. As simple as how long a table is, it is impossible for us to measure it accurately (there will always be errors). When it comes to concepts, it is impossible to be absolutely clear. Because of inaccurate measurement and vague concept, no system is complete. Where the system is not perfect, the art of managers is needed. It can be said that management art is a supplement to the management system, and it is not allowed to violate the management system in the name of management art in the specified place. If the management system itself is unreasonable, then it needs to be revised, instead of replacing the unreasonable management system with management art.
The scientific and artistic nature of management is somewhat similar to the relationship between market and government in market economy. Only where the market (scientific management) fails, can the government (art management) play its role, while art management should be confined to the field where the management system fails, which has special reference significance for China in today's economic system transition. At present, a few managers always think they have great wisdom and are familiar with the art of management, while others are not smart enough. Therefore, over-reliance on one's own management art leads to power greater than law. If this idea is not corrected, China still has a long way to go from a society ruled by men to a society ruled by law. In fact, the basic principles of economics have long told us that people are rational and know how to avoid harm. Under the given system and technology (constraints), they know what they should do to live the best, and others had better not act as saviors or policemen. People's behavior patterns of seeking advantages and avoiding disadvantages are similar, and the key is the constraint conditions (mainly the system in the short and medium term, but only the law in the long term). When the constraint conditions (system) change, people's behavior will naturally change. Therefore, to guide people's behavior, encourage employees to work hard and work safely, and ensure product quality, it mainly depends on the system. Only where the system does not stipulate, the innovation and inspiration (art) of managers are needed.