According to peter drucker, the father of modern management,
The essence of management is to stimulate goodwill. We hired
Not human hands, but the whole person, including his brain. And his heart.
Inspire goodwill, just to "recruit the whole person"? .
You can never really motivate a person, you can only give him a reason. Let him motivate himself.
Try your best from duty, and try your best from kindness.
Design system: divide money, spend money and make money.
System management is to build a system through design.
The best relationship between people, people and money, people and things will eventually improve management efficiency.
As a CEO, you must learn to divide money before you can learn to make money.
Money.
Let key resources and key links be in the hands of key people.
Standardize the core process.
Know people and make good use of them: put the right people in the right position.
It is not enough to just inspire goodwill and design the system. Management, to "know people and make good use of them", is to put the right people in the right position. To understand "fitness", we must first understand "difference", which varies from person to person, from time to time and from place to place.
Self-seeking: if you miss it, if you don't do well, you will find it yourself.
Self-seeking is to find out from all the problems.
My own reasons.
You can never change others, you can only change yourself. ? Change others by changing your own way.
Performance-oriented: dreams belong to dreams, and performance belongs to performance.
Management is not always a happy ending, but it often makes really difficult decisions.
The first relationship in the company is all shareholders represented by the board of directors. And the tube represented by CEO
The relationship between layers.
Another layer of relationship is the management represented by CEO. And the relationship between employees.
The person in charge of performance should know how to balance three things:
First, credit and hard work. Second, dreams and reality.
Third, theory and practice.
0 1 Stimulate goodwill: Do your best from your duty and do your best from goodwill.
In the business module, we discuss how to deal with the relationship with the outside; In the management module, we discuss how to deal with the internal relations of enterprises. The external world is wonderful, and the internal world is equally wonderful, even more complicated, because the subject we have to face is no longer just a proven business logic, but a subject that is extremely irregular and as complicated as the universe: people.
Therefore, we should cooperate with a group of people who are "irregular and as complex as the universe" to accomplish a mission that no individual can accomplish.
This sounds terrible. So, is there an effective management method? Are there any essential laws under these methods? Of course, peter drucker, the father of modern management, said that the essence of management is to stimulate goodwill.
Have you ever met a situation where your employee seems to be working hard when you see him? When you turn around a little, he will read novels online, shop on Taobao and chat on WeChat. Or, do you have any employees who don't read novels online, shop or chat, and have been working, seemingly conscientious, but just can't do anything?
The first situation is called: work does not contribute; The second is called: no pains, no gains.
How to solve this problem? Let the IT department block Taobao and WeChat? So many apps, can they all be blocked? Process management, such as calling customers 30 times a day? You can measure this number. How do you measure tone, intonation and speaking speed?
Old Mr. Drucker cleared his throat and said: Methodology is important, but before using methodology to make employees "competent", the key is to make employees "want to do it". Let them "do what they want" and "inspire goodwill".
Idea: inspire goodwill
situation
There is a company that humans can't stop. This company is called Haidilao. In the Jianghu, there are many legends about Haidilao. For example, a guest wants to pack half a plate of unfinished watermelon, and Haidilao staff packed him a whole watermelon. Really: I want to harvest a spring breeze, but you gave me the whole spring.
This service cannot be specified in any standard process. The reason why employees try their best to impress customers is because the company tries its best to impress employees.
How does Haidilao impress employees and inspire goodwill? When rural children come to cities, the company will give them training on how to use ATM machines and how to take the subway. When paying wages, the company will give part of the money directly to parents to make them feel honored. When the store manager leaves, even if he goes to Little Sheep, the company will give his employees a dowry of 80,000 yuan. If it is a community manager, give 200 thousand. Regional managers, hot pot restaurants, and so on, are said to be countless.
Can employees who are still a little grateful for treating employees like this have no "goodwill"? Everyone racked their brains to work, to give and to live. There are nearly 10,000 employees in Haidilao, and the turnover rate remains around 10%, while the average turnover rate in the catering industry in China is 28.6%.
How much you can do in the same 8 hours' work has a lot to do with a person's subjective initiative. After studying IBM for 20 years, Drucker said: We can't just hire employees' hands, but we must also hire owners with both hands.
Stimulating goodwill is "hiring the whole person." You can never really motivate a person, you can only give him a reason to motivate himself.
Application: case
Case 1: Liu case
Just like Liu. He is worth 30 billion yuan. He chooses one day every year to eat jelly with warehouse keepers and deliverymen, and then drinks white wine in a jelly cup. Even, he will find a day to deliver it himself. It is said that once he visited the staff dormitory, he was very angry: how can our employees live in such a place?
Case 2: Shun Wei
For example, Wang Wei of SF. His courier accidentally scratched a car, and the driver got off and beat and cursed, causing public outrage on the Internet. Wang Wei said publicly: I, Wang Wei, declare to all my friends that if I don't pursue this matter to the end, I will no longer be the president of SF Express!
Case 3: Southwest Airlines
After the 9 1 1 incident in the United States, the aviation industry faced an unprecedented disaster. Although managers verbally shouted "employees are the biggest assets of the enterprise", they quickly laid off employees and cut off nearly 654.38+10,000 "biggest assets". However, Southwest Airlines decided to avoid layoffs, despite a daily loss of $3-4 million. Southwest Airlines' decision touched employees and inspired goodwill. They worked harder and put forward many suggestions to reduce costs. Even, some employees donate bonuses and part of their wages to the company, and some employees sign the tax refund check and directly transfer the money to the company name.
Try your best from duty, and try your best from kindness.
Summary: What is the essence of management?
This lecture is the first lesson of management module. Let's start with a basic question: What is the essence of management? Is it a more scientific process or a more United heart?
Peter drucker, the father of modern management, believes that the essence of management is to stimulate goodwill. We employ not one person's hands, but the whole person, including his brain and heart.
Many management scholars have done a lot of research on how to stimulate goodwill, such as Maslow's demand theory and Herzberg's two-factor theory. We will elaborate on it in one unit.
Do you think you have hired all the employees, or only half or one eighth? What are you doing to improve his utilization rate, by working overtime or by other means? Come and fight with me.
Design system: divide money, spend money and make money.
You have opened a ramen restaurant, and the business is good and bad, but this is not the most troublesome. The most troublesome thing is that I don't know how to deal with the relationship with Master Lamian Noodles.
In order to improve the enthusiasm of Master Lamian Noodles, you decided to give him a commission of 50 cents for each bowl sold according to the sales volume of Lamian Noodles. You are delighted to find that the business of ramen restaurant is getting better and better, but at the same time, the consumption of beef is also increasing sharply. It turns out that Master Lamian Noodles put too much beef in each bowl of noodles in order to sell more and get more commission, and the customers liked it very much, so the sales volume increased. Master Lamian Noodles also got a lot of commission, but the ramen restaurant lost money.
If you don't think so, switch to a fixed salary. If it's a big deal, I'll send it higher and inspire goodwill. You are anxious to find that business in Lamian Noodles is getting worse. Because Master Lamian Noodles put very little beef in each bowl of noodles, customers complained more and more and stopped coming. Anyway, he is more willing to be at leisure and hold a fixed high salary.
A small ramen restaurant actually has a very headache management dilemma. So what should we do? Fire this master Lamian Noodles? But what if the next Lamian Noodles master does the same? Or marry your daughter to him to inspire goodwill? Where's the purchasing master? How many daughters do you want to marry?
Concept: system management
American management scientists Fremont Custer and Rosenzwick believe that a company is a system composed of various elements, and people, like other means of production, are all elements in this system. The difference is that people are active, while other elements are passive. Of course, we should inspire goodwill, which will help to enhance the initiative of "people", but at the same time, we should also clarify the relationship between all elements including people and build an effective system to produce great overall value. This school is called system management school.
System management is to build the best relationship between people, people and money, people and things by designing systems, and finally improve management efficiency.
situation
Seven monks live together and drink a bucket of porridge every day, but they don't feel enough every day. At first, they drew lots to decide who would share the porridge. Therefore, only on the day when it is their turn to share porridge can they have enough to eat. Later, they recommended the most virtuous monk among the seven to share the porridge. As a result, everyone tried their best to please him, bribe him and engage in all kinds of corruption. Later, they formed a three-person porridge Committee and a four-person selection Committee. As a result, everyone attacked each other and wrangled with each other. The porridge is cold, and there is no result.
Finally, they came up with a way: take turns to divide the porridge, but the people who divide the porridge have to wait for others to take away the last bowl left. In order not to eat the least, people who divide porridge must try their best to average it. Since then, everyone is very kind and life is getting better and better.
The seven monks used four different "management systems" successively, and the results proved that only the fourth system was the most efficient. The wrong system will even corrupt people with high morality.
Application: How to design a well-designed system?
How to divide the money means that you make money and I will take as much as you want. For example, in that ramen restaurant, you can first set a target sales volume, within which you can get a salary, and above the sales volume, you can get a 50% profit as a bonus. The premise of bonus payment is that the monthly beef consumption fluctuates within 20% of the normal value. This way of dividing the money can tie the interests of Master Lamian Noodles and the ramen restaurant together. As a CEO, you must learn to divide money before you can learn to make money.
How much money is spent, how to spend it, and who decides whether to spend it or not. For example, in that ramen restaurant, putting beef is the key to spending money. Who decides how to spend it or not? The simplest way is to let the proprietress release the last handful of beef, so that key resources and key links are in the hands of key people.
How to make money What kind of goals, strategies, processes and tasks are proved to be profitable? Can you refine it? Can it be standardized? For example, in that ramen noodle restaurant, the boss knows his business like the back of his hand. After determining the best practices, he can formulate SOP (Process Specification), including the quantity of noodles, the quantity of water, the quantity of meat and the time when water comes out of the pot. The core ability of making money in this way, the quality of Lamian Noodles, has changed from relying on master Lamian Noodles to relying on craftsmanship.
Understand the system management.
System management is to build the best relationship between people, people and money, people and things by designing systems, and finally improve management efficiency. People's initiative is very important, so is a good management system, because a good management system can make bad people better, and a bad management system can make good people worse.
As a manager, do you think it is more important to stimulate goodwill or a good management system? As an employee? Is there any effective management system of "dividing money, spending money and making money" to share with you? Come and fight with me.
Know people and make good use of them: put the right people in the right position.
Your own sister has been helping you manage the company's finances since you started your business. In the early days of starting a business, it can't be called finance, just some income and expenditure. Looking at the small money in the company's account, no one is allowed to spend it indiscriminately. Then, the company became bigger, with more and more employees, and began to open branches in various places. There are also business departments at headquarters. The company needs not only accountants and cashiers, but also professionals who understand the company's financial planning. Your sister is obviously struggling. Later, your company was ready to go public, the firm moved in, and began to do auditing, accounting standards for various occupations, the company's financial budget, the principle of bad debt provision, and the standard of confirming income. Your sister can't cope at this time.
What should you do at this time? Inspire goodwill? She is your sister, so she really manages every penny wholeheartedly for the company, 120% kindness; And design a system? Design a mechanism to share money, spend money and make money, and then give it to her? But neither will she. Or, simply give her a doctor studying financial management as a deputy and let her continue to be CFO?
Sometimes, even if we try to stimulate goodwill, improve people's initiative, or design a system to sort out the relationship between people and property, it may not necessarily improve management efficiency. Because this "person" is not suitable for this. As managers, we should have an important ability, that is, to know people and employ people.
Idea: Know people and make good use of them.
situation
A, the head of the marketing department of a company, has hundreds of employees. You know, the sales team has different ages and personalities, but they are all prodigies. Until one time, he interviewed a subordinate B.
This Comrade B, judging from his resume, is really mediocre, his experience is not good enough, and he doesn't look very smooth. Many interviewers are bursting with confidence and gushing, but he always gives people a feeling of unconfidence. I was going to forget about it, but suddenly I saw something very special in his resume: after four years in high school, I was finally admitted to the university.
A decided to hire B and said to him, "You will succeed!" " B surprised. A said, "You studied for four years and finally got into the university, which shows that you are persistent and persistent. With this spirit, you can do anything. " As a result, A handed over the most difficult and difficult big customers to B. Later, he almost got all these customers and developed several valuable new customers. B's working method is very simple, that is, to communicate with customers persistently. Some customers even said that the first call he received every day was from B. He was moved by B's sincerity and persistence and began to trust the company. Now this B is the deputy general manager of a branch company.
What a does is called: knowing people and making good use of them.
Knowing people and making good use of them means clearly recognizing that everyone is different and putting the right people in the right position.
Application: insight into differences
First, people are different.
All men are born equal, but they are born different. Understand the differences, don't pat your head, try to use some predecessors' thinking and ready-made tools. Like MBTI. When I first started to manage the team at Microsoft, I was asked to do more than 200 questions about judgment and orientation on the Internet. I was very surprised to get this report. I always thought I was an extrovert, but I'm not. My extroversion is an effective behavior carved by my profession, but my energy actually comes from quiet thinking.
Second, it varies from time to time.
Not only are people different, but the same person will become different with the development of time. When I first entered the company, I was generally enthusiastic, but my ability was not good. At this time, don't jump to conclusions about this person. As time goes on, his ability may become stronger and stronger, but his enthusiasm will weaken. Don't rush to judge this person at this time. As a manager, you should adjust yourself and learn to manage the same person in different ways at different times. We call it situational management.
Third, it varies from place to place.
This land refers to the environment. Whether he gets along well with his immediate boss is almost a decisive factor in a person's working state; Whether he and his colleagues around him can complement each other, and whether the vision, goals, corresponding processes and management methods of this matter can release his ability. This man-land match can be continuously understood and run-in through the effective communication of 1: 1.
Let's go back to the original case. Maybe you can give your sister enough stock incentives and founder status, and at the same time put her in the position of cashier and let a professional CFO manage her finances. My sister and founder are both cashiers, which shows that nepotism, at the same time, has a deterrent and supervisory role.
Summary: Know people and make good use of them.
It is not enough to just inspire goodwill and design the system. Management, to "know people and make good use of them", is to put the right people in the right position. To understand "fitness", we must first understand "difference", which varies from person to person, from time to time and from place to place.
As a manager, have you ever shared with you the experience of putting the right people in the right position? As an employee, do you think the boss's approach is very good? Can you tell me something about it? Come and fight with me.
Self-seeking: if you miss it, if you don't do well, you will find it yourself.
Entrepreneur A combined his offline resources, such as a leather shoes brand, and thought of opening a B2C website dedicated to selling shoes online. So he cooperated with that brand, hired someone to develop an independent B2C website and started selling shoes online. At this time, A felt that it was time to recruit a sales director to fulfill everyone's expectations for sales. However, after recruiting a few people, the performance improvement is not obvious. So a began to feel: 2 1 century, the most lacking is talent.
The question of A, is it really a shortage of talents? Maybe not. Maybe A's real problem is himself.
Concept: Self-seeking
Self-seeking is to find your own reasons from all the problems. Management has never been "what should you do", let alone "what should he do", only "what should I do". There has never been anything called "this year's employees can't do it", only oneself can't. If it's really employees who can't do it, you can't do it yourself unless you replace the employees who can't.
situation
Mencius said, "If you love someone, you will be kind-hearted." : there is no cure for treating diseases and saving people, which is contrary to wisdom; Polite people don't answer, respect people-those who do wrong are asking for it. "This means that if others can't do well, they should ask themselves if there is a problem with management.
The ability to simplify is the ability of an organization, the ability of a manager, not the ability of an engineer. What is good management? Let's look at building a house. You call 20 workers and say, here are the drawings and here is the money. You must be able to simplify complicated things and build the house in 20 days. This is unrealistic. As managers, we know how to simplify complicated things. First of all, we should divide the types of work into carpentry, plumber, bricklayer and so on. Then divide the process into one, two, three, four and five. Then the important part comes. You should give each worker a "simple" instruction, such as laying bricks straight, 3 meters high and 2 meters wide. That's it.
Engineers should only accept simple instructions. We "expect" everyone to be smart enough, but if we "rely" on everyone's intelligence, it will expose the company to great risks.
Too high expectations for talents and dissatisfaction with existing abilities and initiatives may be due to poor management. We should understand "self-denial".
I organized an "apprentice workshop" in the largest private board meeting in China, leading a group of more than a dozen entrepreneurs. These entrepreneurs may always be great, glorious and correct in the enterprise. But when a dozen people who are always "great, glorious and correct" sat together and began to look in the mirror, they saw that many companies' problems were actually their own problems, and they were all in a cold sweat and even cried.
Just as the slogan of the workshop is "benevolence is like shooting". The gunman is behind him; If you miss it, you won't complain about yourself, but you will ask yourself. "It means, posing and shooting. If you don't hit the target, don't blame someone who is a better marksman than yourself, but study whether there is something wrong with your shooting positions.
Application: two hearsay stories
Story 1:
Do 372 1 early in the week and sell Chinese domain names. This thing is not easy to sell, it is invisible and intangible. Developing this thing, recruiting a sales director and setting goals for him is the simplest thing, which seems to be called management. But, is it useful? If you don't know who sold this thing and how, why did you develop it in the first place?
Zhou formulated the strategy of "encircling the city from the countryside". He found a group of salespeople and gave them some simple instructions: 1) Go to second-tier cities, 2) Lead: Chinese domain name is the online house number, 3) Lead: If you don't buy it, others may buy it. It is said that relying on such a simple sales strategy, the sales record of 372 1 Chinese domain name is quite rich.
Does such a sales strategy require every salesperson to be a sales expert? No need.
Story 2:
Another story is about the trip to Shi Yuzhu. This is a new game. how much is it? At that time, online games were a grand and legendary world. The standard "management" way is to find a batch of sales, set targets for sales, and link them with bonuses, and then let the sales show their abilities. Is it useful?
It is rumored that Shi Yuzhu has formulated a "counterattack" sales strategy. He found a group of people and went to play legends every day. Their task is simple: 1) find other players, 2) chat, 3) say: the trip is fun, go and play.
Does such a sales strategy require every salesperson to be a sales expert? No need.
Neither of these stories has been confirmed. But after listening to this, I deeply feel that these two "strategies" are simple and ingenious.
Summary: Know yourself and seek for yourself.
You can never change others, you can only change yourself. You change others by changing your own way. We will spend three weeks teaching you how to: from employee to manager, from manager to director, from director to CEO, constantly improve and seek for yourself.
As a manager, when you encounter problems, do you often look for reasons from employees or yourself? How does your boss behave as an employee? Come and fight with me.
Performance-oriented: dreams belong to dreams, and performance belongs to performance.
200 1, 9 1 1, the aviation industry suffered from the black swan crisis and laid off employees one after another. However, Southwest Airlines insisted on not laying off employees, which aroused everyone's goodwill and tried every means to help the company save money and even donate money. In the end, Qi Xin worked together to tide over the difficulties.
But you might think, what if? In case everyone scrimps and saves, and the final cash flow is about to break, will Southwest Airlines still insist on not laying off employees? Cut 10000 people, and the remaining 9000 people can still live. If you don't cut,10000 people will die. What choice would you make?
Management is not always a happy ending, but it often makes really difficult decisions.
Idea: performance-oriented.
situation
Southwest Airlines insists on not laying off employees or even the "home" of this IT company, which is the correct management decision?
For the sake of performance, this IT company thinks that it must stop bleeding immediately, otherwise it won't see what it looks like for a long time.
Later, the chairman of that IT company came forward to apologize: the layoffs were because the company made a major strategic decision mistake. But at the same time, the company also began to add "performance culture" to "family culture". This company developed very well later. On the 30th anniversary, the employee who wrote "The company is not at home" wrote to the chairman, saying that he had bought a house and a car and thanked the company.
Performance is to achieve the company's business objectives.
Management may never be sexy. To understand this matter, we must understand the two-tier relationship in the company.
The first relationship in a company is the relationship between all shareholders represented by the board of directors and the management represented by the CEO. This relationship is the so-called "principal-agent" relationship. The CEO, the chief executive officer, is only the highest representative of the management and is responsible for implementing the performance requirements of the board of directors. This level of relationship is called governance.
Another layer of relationship is the relationship between management and employees represented by CEO. The relationship between management and employees is complex, reporting at different levels, containing each other and difficult to distinguish. If it is necessary to draw a clear line, the layer that can attend the monthly CEO meeting is called management or core management. The relationship between management and employees is called management.
The board of directors is responsible for transforming the company's vision and dream of changing the world into business performance goals, and the management is responsible for achieving this goal. Dreams belong to dreams and performances belong to performances. Management, or rather, the essence is the executive level, and the most important task is to complete the mission and be responsible for the performance.
Application: Be responsible for performance and know how to balance three things.
First, credit and hard work. We often hear, "I have no credit, but I also have hard work." Most people may only pay attention to their own efforts and don't care about the effect of their efforts. But as managers, we should be clear that we should applaud hard work, but pay for the credit.
Second, dreams and reality. Is living an end or a means? When living is not a problem, living is a means and meaning is an end. However, when living is a problem, living is an end in itself. The same is true for enterprises. Is making money an end or a means? When making money is not a problem, making money is the means and dreams are the purpose. However, when making money is a problem, making money is an end in itself.
Third, theory and practice. Every once in a while, some new and interesting management theories will be popular in the management field. Many people chase these theories like idols, and even go into a dead end like studying "how many angels can stand on the tip of a needle". Drucker said that management is first and foremost practice. What is useful is good. The new and beautiful are not necessarily good.
Summary: Why face performance?
Entrepreneurs can face their dreams and managers must face their achievements. Inspire goodwill, design system, use good people and win over others, which are ultimately reflected in performance, so that enterprises can survive first and then develop. For performance, we should balance credit and hard work, dream and reality, theory and practice.
It's easy to say, but it's too difficult to balance credit and hard work, dream and reality, theory and practice. As a manager, what do you do? As employees, how do you think your bosses are doing? ?
Come and fight with me.