Management Philosophy in the Shopping Mall

The Song Dynasty paid great attention to the formation of formations when fighting against the Liao and Jin Dynasties. The formation diagrams were often drawn up in advance, and some of them came directly from the center.

The commander must deploy his defense according to the formation and must not violate it. As for whether the formation map is suitable for the geographical and cultural conditions of the battlefield, I don't know.

How can we not lose the battle with such a fighting method? But Yue Fei's use of troops broke the rules of the Song Dynasty. He said: "Being in formation and then fighting

the battle, the constant art of war and the wonderful use of it all depend on one mind." The situation on the battlefield is ever-changing, and the geography and humanities vary from village to village and scene to scene. If we do not proceed from reality and adopt flexible and mobile combat methods, we will inevitably be passive and subject to the enemy at all times. Yue Feizheng

Because he broke through the convention of deploying defenses and attacking according to the formation map, he was able to achieve repeated military exploits. I think this is also applicable to competition in the shopping mall and to the company's management. Not long ago, I carefully read "It's a Mistake to Listen to the Boss" dictated by Mr. Pan Chang, the famous entrepreneur and president of ING Antai Life Insurance Company. Understanding of wise sayings

.

Mr. Pan Chang proposed his own Three C philosophy. The three Cs are to regard change as a challenge, and instead have chance to create a new situation. This is actually the principle of taking initiative. Throughout the ages

those who can calmly deal with crises

and turn disadvantages into advantages, whether on the battlefield or in the shopping mall, whether in government governance or company management, , are inseparable from the transformation of "change-challenge-opportunity", which is also what Mr. Pan said

"Crisis is opportunity." He lists many examples in the book, which is fascinating to read and is very enlightening for EMBA, MBA, university and junior college students, as well as everyone engaged in company management. As early as 1970, Eli Goldston, an American entrepreneur

After reading the new book of the famous economist J.K. Galbraith, he wrote in "The United States

An article was written in the Economic Review (May 1970) to ridicule Galbraith. He said, you economists are like

experts in ichthyology. You always stick to the coral reefs, watching the fish swimming from the water surface and criticizing them, but we

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Entrepreneurs are like fish. We see the surrounding fish swimming in the water and see how they survive. Viewed from the water

The swimming of the fish and from the surface The movement of the fish seems completely different. This taunt is very interesting. Mr. Pan is an entrepreneur. His understanding of the shopping mall and his experience of the company's management are just like a fish observing its surroundings in the water. He has his own unique insights

It is indeed much better than economists. What's more, the secrets of company management and the way to win are beyond the reach of economics professors on the forum. Mr. Poon is the first Hong Kong resident to pass the British Actuary Qualification Examination

and actuarial science is his profession. In his own words: "You have to learn to be confused" and "You have to deal with numbers all day long, as long as you can calculate accurately. But in the process of getting along with the salesmen, I learned a lot about how to be a human being." 'The truth. "As an actuary, you must calculate accurately; as an entrepreneur, you must learn to be confused. Isn't this the embodiment of "the beauty of application lies in one mind"? How many knowledgeable economists really understand this?

What interests me most is the elucidation of the management philosophies of Legalism, Confucianism, and Taoism in the book. His views coincide with mine

. In my book "Beyond the Market and Beyond the Government: On the Role of Moral Force in the Economy" (Economic Science Press, 1999 edition), I wrote this: "The starting point of the rule of law is the evil nature of human nature." '; Since the rule of law starts from "evil nature"

, the emphasis is on warnings and punishments. Otherwise, it is not enough to make society stable and orderly, so we must implement laws and regulations

< p>Yi, the principle that laws must be followed, law enforcement must be strict, and violations must be investigated; since the rule of virtue starts from "good nature", the emphasis is on Tao

The infection and enlightenment of morality means following the instructions and teaching people tirelessly. This will not only make society stable and orderly, but also make every member of society a moral person." (Page 251-252) Confucianism advocates the rule of virtue, and Legalism advocates the rule of law.

Although they have different focuses, they are not necessarily mutually exclusive. They range from social governance to corporate governance, and have implications for people at different

levels and in different positions. Treat differently. In his works, Mr. Pan gave a very thorough explanation of the application of Confucian management philosophy and

Legalist management philosophy within the company: on the one hand, there are rewards and punishments, and rules and regulations are strictly enforced

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degree; on the other hand, we adopt "humanized" management, lead by example, convince others with morality, and exert team spirit. It cannot be denied that

These illustrate the necessity of both the rule of morality and the rule of law within the company.

As for the Taoist management philosophy, Mr. Pan and I each understand and interpret it from different perspectives. In the "Management System and Management Philosophy" course I taught at the Guanghua School of Management at Peking University, I taught it this way: "The key point of Taoist management philosophy is to respect objective laws. , things that comply with objective laws. In everything, you must stand taller, see farther, and treat others with kindness. A slow stream is always wider than a rapid stream. In this way, there will always be room for dealing with big things. ." Mr. Pan wrote in the book: "The world is ever-changing, and the success of many things depends on timing. The so-called 'timing, right location, and people are indispensable for decision-making.' p>

Winners can only do their best. The key to success lies in whether the company's advantages can be combined with the general trend of the environment. Sometimes it is one step ahead of the trend, and sometimes it has to go against the market trend. However, it seems that there is white in the dark, and there is darkness in the white. It may be a loss this year but turn around next year." He also said: "I understand that you don't have to be too happy when the company is making money, and you don't have to be too sad when it is making money. Sometimes you can see it more clearly." From this, it can be clearly seen that when he applies Taoist management philosophy to the company's management, he combines it with his own. Business philosophy and unique insights. These will help readers learn more about him and the company he leads through this book.

The achievements of the company he leads are not accidental.

What needs to be introduced to readers in particular are the following two paragraphs by Mr. Pan. He said: "When it comes to the reality of management,

the spirit of Legalism, Confucianism and Taoism is stronger. But in general, the more grass-roots management is, the heavier the proportion of Legalist methods; the level< /p>

The higher you go, the heavier the proportion of Taoism; and what I yearn for the most is Taoism's 'governing by doing nothing'." These two paragraphs are very insightful.

They are undoubtedly the most important. Mr. Pan’s summary of his long-term working experience in the company. I hope everyone who reads this book will not pass these two paragraphs

at a glance. When readers read these two paragraphs, they might as well close the book and think quietly before reading further. What does Taoism's "governing by doing nothing" really mean? In Mr. Pan’s words, it is “management invisibly”.

This may be

the highest realm of management!