On humanized management of enterprises
In the final analysis, enterprise management is the management of people. In the final analysis, the development of enterprises depends on talents. How to attract and retain talents is the most concerned thing for enterprises, and it is also the central content of modern human resource management. In the process of market economy development, China has also changed from the traditional personnel management centered on "things" to the human resource management centered on "people". Among them, humanized management is adopted and recognized by more and more enterprises, and effective management process is extremely important.
Keywords: humanization; Humanization; People-oriented; Corporate culture; connect
Humanized management is a hot topic in the current management field. Humanized management can strengthen employees' loyalty to the company, strengthen teamwork, motivate employees to work hard for the company, and so on. Humanized management has been promoted to an unprecedented height. However, what is the effect of enterprise implementation? The humanized management of some enterprises has indeed brought some achievements and strengthened communication. However, some employees did not finish their work on time and made some mistakes. Enterprises turn a blind eye, thinking that this will deepen employees' dependence on the company, make employees feel grateful to the company, and think that humanized management is more thorough. This distorts the essence of humanized management. However, how can we achieve humanized management? How to grasp the scale?
(A) humanized management is not equal to humanized management.
First of all, we should distinguish between humanized management and humanized management. Humanized management is a scientific and principled management based on strict company system. People-oriented management has no system as the management basis, only based on managers' personal likes and dislikes, no scientific basis and very subjective. As the object of management-employees, they are inert, and they must have corresponding constraints and pressures to generate motivation. Therefore, if we manage by system or subjective will, the final result will be different. At present, many managers do not really understand what humanized management is, and mistakenly regard humanized management as humanized management.
Humanization is based on the premise of perfecting the management system and the assumption of "social man" Humanized management emphasizes the embodiment of "humanistic care" in management, which makes management no longer "cold" but full of parents' care and wife's consideration. However, the humanized management of many failed companies obviously lacks a sound management system foundation. It is a misunderstanding to regard "letting nature drift" and "letting nature take its course" as "humanized management".
Humanized management is to attach importance to the most important resources inside and outside the enterprise-people, people-oriented enterprise management. Pay attention to and care for our employees in daily management, let them feel the warmth and care of their families, cultivate their sense of responsibility as masters, and turn this enthusiasm into work. For example, give birthday gifts to employees who celebrate their birthdays every month and hold parties.
However, in the process of implementing humanized management, when no one is in charge, there is no work pressure and no work goal, employees are prone to inertia. To solve these problems, first of all, department leaders should supervise effectively, employees' work tasks should be arranged reasonably, and employees' work objectives should be clear. So the specific work of human resources is: 1. Establishing and perfecting rules and regulations (legal system)-the cornerstone of maintaining employees' enthusiasm; 2. Establish and constantly improve the incentive mechanism (adjusting lever); 3. Cultivate a good corporate culture (German Department). In addition, we should do a good job in basic work such as job analysis and job description of personnel in various departments; Regularly check the performance of each department, maintain the company system and strictly implement the company reward and punishment system. If you find yourself doing something unrelated to your work during working hours, you can handle it yourself or hand it over to the head of the department, and follow up the final result.
With goals and directions, we must put them into practice, and at the same time we need to change the old mental model. O 'Brien, president of Hanover Insurance Company, said that the direction of efforts is to establish a more humane organizational model. In the industrial age, people worked six days a week to earn enough money to get food and shelter. Today, most of us achieved the same goal on Tuesday afternoon. Traditional organizational design does not provide high-level needs for employees' self-esteem and self-realization, but modern organizations must begin to take care of these needs of all employees, otherwise the phenomenon of poor management effect will continue.
(B) the use of systems to strengthen humanized management
Without system, what enterprises lose is the cornerstone of survival. Without humanized management, what a company loses is its future development. In the current competitive environment, for a small and medium-sized enterprise, the system is far more important than humanization. As the saying goes, skin does not exist, how can hair be attached?
"Humanization" and "system" are complementary. The primary task of implementing humanized management is to gradually establish a set of scientific and effective management system in enterprises, and the management system is the platform for implementing humanized management. From another point of view, emphasizing "humanization" and "human touch" in management does not mean giving up the management system. Throughout the world, famous enterprises that implement "humanized" management have a set of scientific and effective management systems. For example, in McDonald's, all foods have strict implementation standards and precise working procedures, even cooking time has specific regulations, and all employees' behaviors have strict system norms. Haier Group is a model of "humanized" management in China, and there are also strict rules and regulations such as "employees should walk on the right when leaving their seats and push their chairs into the table hole". It is hoped that the group will put forward the principle of "treating employees with motherly care and managing the factory with iron discipline", and emphasize that "iron discipline" must be adhered to when caring for employees with motherly care.
Therefore, the following aspects should be considered when using the working hours of the system administrator: 1, respecting human nature and guiding nature. 2. Conduct behavior shaping and use habits for management. 3. Create corporate culture and use culture to regulate behavior. 4. Pay attention to people's creativity and promote development with innovation.
The value of humanized management lies in that most of the company's systems are based on paying attention to employees' needs and respecting employees' ideas, so that employees' behaviors are in strong consistency with the company's systems. Strict management system is the premise of humanized management. When carrying out humanized management, we should realize: 1. Humanized management ≠ slack management. Under the premise of meeting the overall situation of the company, fully respect everyone's ideals, turn group management into individual management, and let employees play their greater potential while completing their jobs.
Secondly, humanized management ≠ employee-defined tasks. The ultimate goal of management is to serve the interests of enterprises. If we blindly pursue humanization and ignore the interests of enterprises, it will become putting the cart before the horse. There is no reasonable lower limit of the target value, so employees can do it themselves. Nine times out of ten, human inferiority will make people choose a lower workload.
In short, the atmosphere and non-institutional constraints of each company will enable employees to learn what to do and what not to do. Once employees leave other companies and lose this constraint, their behavior will also change. This change has nothing to do with the quality and origin of employees. Basically, large enterprises have similar management methods. Employees with high quality and similar work experience can easily accept standardized management psychologically and physically, but whether a set of humanized management can be implemented depends on an effective and perfect system in the enterprise. Humanized management: it is to let employees feel certain freedom under the condition of non-freedom.
(C) pay attention to the construction of corporate culture
Some entrepreneurs admire the western management model very much and hope to eliminate all management loopholes by introducing a perfect management system, so the enterprise system is extremely perfect. One company claims that its system has reached more than 10,000, and as a result, it often falls into the quagmire of "system first". Some entrepreneurs, on the other hand, put too much emphasis on humanized management and take "goodness" as the sole standard of human nature assumption, so they emphasize "tolerance" for all employees, expecting to change employees through probation and repeatedly tolerate employees who make mistakes, which also falls into the trap of "spiritual supremacy".
Entrepreneurs who are in favor of "system first" will certainly find that even if your system is perfect, there is still a gap, or the embarrassing situation that the system is introduced but cannot be implemented. Why? Because the system is dead and people are alive, if the people who implement the system and the people who are executed disapprove or oppose these systems, then even the perfect system will become stale when it is implemented. For entrepreneurs who are in favor of "spiritual supremacy", it is definitely not feasible to emphasize "tolerance" only. Why? Because there is evil in human nature, even a saint can't guarantee that he will live a clean and honest life without supervision at all, not to mention that an enterprise has many employees at different levels. It is a costly management behavior to manage grass-roots employees with an overly humanized management model, and the effect is not as good as strict management.
Therefore, the author thinks that we should not overemphasize "humanization", but pay attention to the establishment of corporate culture, and the enterprise system is also a part of it. If the enterprise management system is to make people who want to make mistakes have no chance to make mistakes, then the enterprise culture is to make people who have the opportunity to make mistakes unwilling to make mistakes.
The key is the enterprise training after the enterprise recruits people. Many cleaners and salespeople in Japan Disney have received professional training even after working for three months, so their annual customer is170,000, compared with a Shanghai city. In Coca-Cola (China) Co., Ltd., "Humanized management is something flowing in the blood of managers". Coca-Cola Company has developed for 1 17 years. After years of summary, it has established a very perfect management system. Every action has rules to follow, and it is easy to think of the word "harsh system management". However, Coca-Cola (China) Co., Ltd. put forward the management principle of "iron discipline, love education". This humanized system management makes employees have a high degree of loyalty to the enterprise and full of brotherhood to colleagues. Under this management system, everyone is sincere, reasonable and happy. "Treating employees with sincere attitude from the heart should be the core concept of humanized management."
Only by understanding the true connotation of human nature management can we really determine how to do human nature management. There is nothing wrong with humanized management itself, the key is how we implement it. Through the promotion of the ideological realm of employees at all levels, we strive to create a harmonious interpersonal atmosphere and create a perfect working environment, so that the superiors and subordinates can be closely combined with the peers.
(D) establish a good communication system
Communication is information exchange and dialogue. Internal communication is a very important activity for enterprises, because productivity comes from within enterprises, especially people within enterprises. Through good internal communication, enterprises can let employees speak freely and make employees actively undertake obligations instead of obeying orders. Only good communication can make all levels of the enterprise understand each other, and the enterprise will have high-quality products, high-quality services and rich profits. The function of communication is divided into: 1 controlling employee behavior, 2 motivating employee behavior, and 3 expressing employee emotions. Therefore, good communication runs through the whole process of humanized management, and good communication is concentrated in an atmosphere of the company. If you find the concept of communication difficult to understand, you might as well directly understand it as a company atmosphere. For example, some companies' meetings are always "focused", and employees are never given the opportunity to express their opinions, or there is no desire to speak at all. The meeting was dull, depressing and lifeless; However, some company meetings are full of speeches and active atmosphere, and employees can freely express their different views and opinions, whether right or wrong.
Another example is the team. Some companies have obvious team spirit. Every employee in each department has a sense of cooperation and is willing to cooperate and assist other departments and employees to complete a certain job. However, employees in some companies go their own way, focusing on the interests of small groups and individuals, not buying each other, or even tearing each other apart.
Communication is closely related to corporate culture, and communication is an indispensable part of corporate culture. Corporate culture in a broad sense covers a wide range, including concept culture, system culture, behavior culture and image culture. So there are various ways of communication. Meeting atmosphere and team atmosphere are just two simple examples of corporate atmosphere. Under the influence of different corporate cultures, the corporate spirit, corporate style, corporate ethics, service awareness, learning atmosphere and behavioral norms displayed by different companies are actually a broad corporate atmosphere.
Therefore, corporate culture is the basis of humanized management, and it is fundamental for enterprises to really let employees play their initiative by opening their minds and strengthening communication.
In addition, we should effectively enhance communication and cohesion through cultural activities. An excellent enterprise often gathers people by holding various cultural activities. Although these cultural activities are rarely written like company policies, their functions are similar. They show employees how they interact formally or informally. Due to different business fields, the activities to be carried out are also different. Managers who attach importance to corporate culture not only pay attention to the company's planning or budget activities, but also spend a lot of time on symbolic activities in the organization. They always look for and seize every possible opportunity to celebrate, reward and praise employees' behavior in line with corporate culture. At the same time, we should also pay attention to the use of employees' entertainment time in the company to organize employees' fitness, entertainment, parties and other activities to enhance the friendship between employees, eliminate contradictions and strengthen unity, thus enhancing the cohesion and appeal of the team.
Really close to employees, this is the successful humanized management.