Amoeba 1 reading management experience
Yesterday, I went to kazuo inamori (Beijing) Management Consulting Company to discuss the promotion of kazuo inamori Amoeba management in consulting clients with Guo Hongbo, whom I haven't seen for two or three years. When I came back, I took out the Amoeba Management which I watched twice. When I saw what was written in the book, I wanted to sort it out in my blog and let me know the business model again.
Kazuo inamori wrote in To Readers in China: The so-called amoeba management is a management method. In short, it is to divide the organization into small groups, operate through an independent accounting system, cultivate leaders with operator awareness within the company, and realize full participation.
This reminds me of the management methods we implemented in the 1980s, such as dividing accounting units, internal simulated market system and internal bank accounting system. These innovative management methods, which we haven't heard of yet, seem to be dead. There are three reasons: first, government behavior, rather than voluntary or self-created enterprises; Second, the state-owned economy was dominant at that time, and the leaders of enterprises were appointed by the government. At one time, every emperor was a courtier. When the leader who implemented this management method changed to the next leader, he had to use his own management method. Third, the increase in the amount of accounting is in a department of the finance department, and they will cater to the departments with poor implementation results and find various excuses to stop work.
Let's review kazuo inamori's definition of amoeba management. The purpose of this management method is to cultivate leaders with operator awareness and full participation in management. This will enable leaders to improve their own quality, and employees can also participate in the operation and mobilize the enthusiasm of all employees. Not to simulate the market, but to make people face the market; Not simulated accounting, but independent accounting. There is no safe haven and no excuse, which is a fertile ground for cultivating operators.
Kazuo inamori also said in the preface: Without such a sophisticated management accounting system operated by Amoeba, it is difficult for enterprises to achieve long-term development. Management accounting is the manager's accountant. There are no difficult accounting subjects, and there are no bitter accounting standards to constrain accounting. They all display timely data related to business decision-making and can support decision-making. Most enterprises have set up financial institutions in accordance with state regulations, and accountants have compiled tax statements in accordance with state regulations. These data are of little significance to future business decisions. Every unit of an enterprise should know its income and expenditure, and also have a family daily account. Regardless of the form of accounting, as long as it can reflect its own operating results, this is the starting point of management accounting.
The old man pointed out that the pursuit of correct living standards should be the basis for the implementation of amoeba management. What he wants to express is the moral standard that a 3-year-old child knows that an 80-year-old can do. There is no need to make a long speech, and there is no need to follow the rules for primary and secondary school students as we emphasize. This society will be much better.
Amoeba's experience in managing reading II
I have read several books by kazuo inamori, all of which are about his "philosophical" thinking on managing life. The difference between the book Amoeba Management is that it talks about the "practical learning" of enterprises, which is a book introducing specific practices.
In this book, in order to make it easier for readers to understand, the author introduces the philosophy behind the specific methods, but in general, most of the contents of this book are about how to do this. Therefore, if you want to get good nutrition from this book, you'd better have some business management practice or experience.
Amoeba management is a management system that can fully mobilize the enthusiasm of all members and fully form collective strength. It subdivides the organization into powerful independent constituent units. Through the independent accounting of each unit, each component of the enterprise will be built into a component with good profitability. At the same time, establish a good cooperation mechanism among all units, resolve contradictions, learn from each other's strengths and form the strong competitiveness of the company as a whole. This is a very good streamlining organization.
The book introduces in detail how to establish, coordinate and manage the organization of amoeba, focusing on the accounting system of unit time. These contents are undoubtedly valuable reference for most managers and managers to improve enterprise performance.
However, each operation mechanism is easy in form and difficult in spirit. It is very simple to use a few tools directly. We must work hard to grasp the essence of this mechanism and play its role. In my opinion, the "God" on which the management of Amoeba depends is the moral level of selflessness or altruism.
Kazuo inamori himself pointed out many times in his book that the management of amoeba requires high moral standards of leaders. Without this connotation, it is difficult for amoeba management to achieve the expected results. In today's jargon, this should be a part of "corporate culture" and should be carefully studied.
Finally, make a comprehensive evaluation of the books here: this book is moderate in length, practical in content, clear in description and worth reading.
Amoeba's experience in managing reading 3
After reading Amoeba Management, I benefited a lot from Mr. kazuo inamori's simple, intuitive and incisive language. This is a seemingly simple but profound book, similar to Jeet Kune Do, and many of the essence in the book need to be understood in practice. I won't repeat the specific content of the book here, many colleagues have already quoted it. I want to talk about my reading experience from other aspects.
For a long time, Mr. kazuo inamori has built an endless space and ways to realize and liberate employees with the concept of "respecting heaven and loving people". I think any successful organization in the world needs to bear corresponding responsibilities and missions. For example, the reason why the * * * production party has made remarkable achievements is that it regards "serving the people wholeheartedly" as its code of conduct. Unifying thoughts and actions is the most important thing to build a century-old shop. Mr. kazuo inamori took this thinking mode of "respecting heaven and loving people" to the extreme, and it was in this way that Mr. kazuo inamori's greatness was achieved, not only in numbers, but also in thoughts.
After reading this book, my biggest feeling is that we need a learning process from shallow to deep. After all, each of us has different qualities, and it is impossible to make a one-size-fits-all approach. We can learn from the establishment of procedures and the number of goals, but the influence of faith is imminent, which is where I feel pressure. A good enterprise must have a charismatic leader to lead the enterprise out of a brilliant road. Similarly, as the leader of the district and even the office, how to establish his own personality charm and lead his team well? My answer is to take the company's new values as a clear belief and practice. Subordinates don't look at what you say, but what you do. Only when words and deeds are consistent can employees be convinced, their enthusiasm can be mobilized to the greatest extent, and it is possible to truly learn the essence of amoeba management and lead their team to achieve the expected goals.
Amoeba's experience in managing reading 4
Amoeba management is kazuo inamori's masterpiece, and he is called "the most sacred management, the teacher of life". As the first entrepreneur and philosopher in Japan, he has a unique and pragmatic view on business management and philosophy of life.
The so-called "amoeba management" is to take the leadership of each amoeba as the core, let them make their own plans, and rely on the wisdom and efforts of all members to achieve their goals. Through this practice, every employee in the front line can become the protagonist and take the initiative to participate in the operation, thus realizing "full participation in the operation".
When Mr. kazuo inamori first started Kyocera Company, what moved me most was that he recruited 10 new employees who just graduated from high school. After working for a year or so, when they began to get familiar with their work, they suddenly went to kazuo inamori to ask for better treatment, and even wrote a bloody book, putting forward a tough request-"If we don't guarantee our future, we will resign". However, kazuo inamori has just started to operate, and has not yet established the confidence to operate. If he promises to "guarantee future treatment" in order to keep employees, he is lying. Therefore, kazuo inamori said, "I will do my best to make the future treatment better than everyone asked." But young employees just don't listen.
Finally, Mr. kazuo inamori made a final effort and said to the employees who have been invited for years, "If you have the courage to leave the company, why don't you have the courage to trust me?" I work with my life, and I will safeguard this company for everyone. If I run the company for my own selfish distractions, you can chop me to death. "When this statement came out, the 10 employee who wanted to resign finally changed his mind and entrusted his life to Kyocera.
It is this concept that makes employees willing to entrust their lives to the company. Mr. kazuo inamori was able to establish two Fortune 500 companies in 40 years.
Amoeba management has the following three purposes:
The first purpose is to "establish a departmental accounting system linked to the market";
The second purpose is to "cultivate talents with operator consciousness";
The third purpose is to "realize full participation in management";
Because Mr. kazuo inamori didn't know anything about management in his early days, he didn't have the common sense that people often say, so Mr. kazuo inamori took the benchmark of "what is right to be a man" as the principle of company management. Fairness, justice, justice, courage, honesty, patience, hard work, goodwill, care, modesty, fraternity and so on are all universal values in the world. On the contrary, it led Mr kazuo inamori to find the most important principle in business.
It is the most important principle in this management that has brought rich returns to Kyocera and kazuo inamori.
Amoeba's experience in managing reading 5
"Amoeba" is also called amoeba, and its body can stretch out its prosthetic feet in all directions, making its shape changeable. Therefore, the biggest feature of "amoeba" is that it can change with the change of external environment and constantly adjust itself to adapt to the living environment it faces.
Amoeba business model is one of the two pillars of kazuo inamori's business philosophy (the other is Kyocera Accounting), and it is a business model that integrates three major business management problems: leadership training, on-site management and corporate culture. Its specific practice is to divide the whole company into many small organizations called "amoeba", and each small organization operates independently as an independent profit center in the form of a small enterprise and a small shop. Every amoeba is an independent profit center, integrating production, accounting and management, just like a small and medium-sized enterprise, all business matters are operated by itself.
Amoeba mode requires everyone to have management awareness and cost awareness, so that managers in all links can look at their "enterprises" from a certain height. R&D or production itself is no longer the goal, but the goal is to make the market accept and create benefits. The meaning of "market" mentioned here is complicated, which may be a customer-oriented marketing market or an amoeba organization in other work links. In short, it is to sell products, control costs and realize profits.
To implement the amoeba model, enterprises need to make a lot of preparations. The first condition is the change of top-down concept, and reasonable management consciousness permeates every detail of work: there is no pure producer or pure operator, even production becomes an integral part of management. Full participation, in order to ensure the opening of the market, we should pay attention to quality and study the market; In order to ensure profitability, input-output analysis should be carried out at any time in the planning and summary work.
Having management consciousness does not mean that management has landed, but also establishes rules. Systems, processes, records and specifications are readily available. The organizational structure is clear, the coordination and linkage mechanism is sound, and employees know well.
Reflect trust and respect. Based on the trust in employees, the amoeba model entrusts the operation of various organizations to employees, thus establishing a strong cooperative relationship working towards the same goal. Based on trust, affirmation, respect and encouragement, it is easy to mobilize the internal motivation of employees, which is also an important reason why the Amoeba business model can stimulate the enthusiasm of all employees.
Read the related articles in Chapter 5 of Amoeba Management:
★ Five Experiences of Amoeba in Managing Reading
★ Five Experiences of Amoeba Management and Reading
★ Management experience of reading amoeba
★ Five Experiences of Amoeba Management Reading
★ Model essay on amoeba management and reading experience
★ Experience of learning the management mode of amoeba
★ Five management reading experiences of Amoeba.
★ Experience of learning the management mode of amoeba
★ Management and reading experience of amoeba
★ Reading and management experience of Amoeba.