In fact, management is not that difficult, the key is thinking!
Generally speaking, the cooperative law in Washington has affected group relations and reduced organizational efficiency. To solve Washington's law of cooperation, it is first necessary to clarify the division of labor among members and implement responsibilities to reduce the bystander effect; The second is to adopt incentive mechanism, implement target management and avoid social laziness; The third is to implement management by objectives; Fourth, pay attention to quality structure; Fifth, pay attention to organizational communication and reduce misunderstandings among members; The sixth is to jointly carry out research on cooperative projects.
cooperate
When the company is in Wuhan day and night, a Wuhan person has to do a lot of work in Wuhan day and night, and he is as busy as a top all day. But once the team is huge, as managers and even decision makers, we must attach great importance to the bystander effect.
1 1=2 is math, 1 12 is team, 1 12. This is the bystander effect.
See more days and nights in Wuhan, and do less days and nights in Wuhan; Wuhan holds power day and night, instead of taking responsibility day and night. There were more people watching, and Wuhan didn't work for several days and nights. How can we expect the enterprise to develop well?
Therefore, in order to prevent "Mr. Nanguo" from appearing in the team, the first thing is to clarify the division of labor and implement the responsibilities.
Determine who should do what and who shouldn't do what, assess their performance, make it public, and let everyone know your work ability and status, so that it is easy to distinguish who is perfunctory and who is shirking each other, thus urging employees to take responsibility and perform their duties.
The phenomenon of "three monks have no water to drink" is actually very easy to solve. A monk in Jurassic World 3 and a monk in Wuhan choose one-third of the journey day and night, and each is responsible for one-third of the journey. It is obvious who is lazy. Second, a monk in Jurassic World 3 takes turns to rest, and only two people go to work every day.
group
The appearance of cooperative law in Washington is due to the lack of effective incentive mechanism. Then, everyone is obsessed, and some even want to succeed. This requires high vigilance.
Scientific incentive mechanism must follow the following four principles:
1. Just need motivation.
Some enterprises tried all kinds of tricks when they wanted to motivate their strategies, but nothing happened. Why?
Your motivation strategy is actually not what employees want. What's the use of your packaging?
The real motivation, driven by demand, is where employees just need it. Just need is often a material incentive, which can drive and promote employees to tap their work potential to a greater extent.
2. Implement rewards and punishments
If everyone in an enterprise is singing hymns and no one rewards and punishments every month, what about encouragement, teamwork and cooperation?
The so-called rewards and punishments must be fair and just, and egalitarianism is absolutely not allowed. Punishment without punishment, reward without reward, is the taboo of enterprise management.
Han Feizi said: Honest and meritorious, humble and rewarding; If you are sincere, you will be punished for being close to love.
If you can't do this, managers would rather not reward or punish.
Reward and punishment
3. Joint supervision
Enterprises should have law enforcement departments, and law enforcers should also accept the supervision of the masses. This is joint supervision. The simplest way of joint supervision is that rewards and punishments are open and transparent, requiring law enforcers to reward and punish according to evidence and not to make irresponsible remarks.
Employees who are dissatisfied with rewards and punishments are allowed to appeal.
4. Cultural influence
In addition to material incentives, there are also spiritual incentives. Material needs are the most basic needs of employees, but also the lowest needs. Their excitation effect is superficial and the excitation depth is limited.
The higher level of motivation is spiritual motivation, which is the charm of corporate culture. The so-called corporate culture is a higher-level spiritual incentive to meet the needs of social interaction, self-esteem and self-realization.
This kind of encouragement can be the charisma of leaders, the good atmosphere of enterprise cooperation, the embodiment of self-worth, etc. In short, employees should have a sense of accomplishment and value in the enterprise.
Progress is a gesture.
The fundamental reason of the cooperative law in Washington is that there is no pressure from anyone.
Through the means of target management, the strategy of "whipping, beating and losing face" enables employees to realize self-management, self-motivation and self-control, and management becomes passive to active. The role of management will change from "I want to manage" to "I want to serve", and the role of employees will also change from "passive work" to "serve me", which will greatly change the situation.
To implement management by objectives, we must pay attention to these five principles:
1. The upper and lower levels jointly set practical, easy-to-assess and appropriate-difficulty work objectives.
2. Negotiate and complete specific goals such as overall goals, goal decomposition and phased goals.
3. Authorization management: Since we have given the responsibility to achieve the goal, we should also give the corresponding authorization.
4. Track the progress of the target and strengthen supervision, inspection and guidance.
5. Evaluation and examination, as the basis of rewards and punishments and promotion.
Birds of a feather flock together, day and night
Ong class="highlight-text "> The so-called team, members must be highly complementary, willing to communicate, and good at filling positions, in order to avoid excessive internal friction.
Team quality structure mainly includes six aspects: intelligence structure, specialty structure, knowledge structure, age structure, personality structure and gender structure.
Only by fully considering various factors can we integrate human resources and play a greater role.
Management buyout
Lack of communication will lead to many unnecessary misunderstandings and lead to internal friction in the team, which is really not cost-effective.
There is a story called "Prisoner's Dilemma":
After the two accomplices were arrested, they kept silent at first and never confessed, because they had an agreement before that if they were arrested, they would never plead guilty.
So, the police imprisoned them separately and said to them: "If you confess and your partner doesn't confess, then you will only be sentenced to 1 year; If you both confess, each will be sentenced to five years; If you don't confess and your partner confesses, you will be sentenced to 10 years. "
Due to the lack of communication between criminals, both criminals hope that the other side will keep its promise, not plead guilty and confess.
In a team, if there is a lack of communication, there will also be misunderstandings.
In short, through effective communication, we can reduce internal friction and social inertia and avoid the Washington Cooperation Act.
Many of our enterprises are calculating profits, performance and so on all day. , often ignoring the team's top priority is cooperation.
The world's top 500 enterprises, enterprises with more than 1/3, have made it clear that the core value of the team is cooperation. Was it just an accident?
2 1 century will be an era of cooperation, cooperation is a problem, and how to cooperate is also a problem.
Suppose your team takes some time every afternoon to talk about today's cooperation, what it has done and what it has not done, and always tighten the string of cooperation, and the team's sense of cooperation will achieve unexpected results.
Do not believe, you try!
cooperate
Have you learned the above six magic weapons to solve Washington's law of cooperation?
536 Law | Washington Cooperation Law: There are thousands of reasons for management failure, and this is the core.
Law 535 | Matthew Effect: From the story of three pieces of silver, it is said that maintaining the advantage is the winner's capital.
Related questions and answers: the cracking strategy of Washington cooperation law; Washington Cooperation Act affects group relations and reduces organizational efficiency. To solve Washington's cooperation law, it is necessary to clarify the division of labor among members and implement their responsibilities in order to reduce the bystander effect; Adopt incentive mechanism, implement target management and avoid social laziness; Pay attention to quality structure and organizational communication, and reduce organizational internal friction. In order to avoid the bystander effect, it is necessary to carry out detailed work design, clarify the division of labor among members, and implement the responsibilities of members, so as to determine what everyone should do and what responsibilities to bear. Then, each member's efforts and work performance are assessed separately, and the assessment results are made public, so that everyone can know the efforts of all members and who is perfunctory and who is shirking each other, so as to urge employees to perform their duties and responsibilities, and prevent bystanders like Mr. Nanguo from appearing in the group. In the story of three monks carrying water, if the abbot clearly divides the work among the three monks, the phenomenon that "three monks have no water to drink" can be avoided. Specifically, in order to avoid the cooperation law in Washington, the abbot can adopt at least two division of labor schemes: one is to invite three monks to carry water in a "relay race". The first monk walked a third of the way from the river and stopped to have a rest. The second monk continued to pick a third of the way, and then transferred it to the third monk to put it in the jar. Then, the empty bucket came back to pick it up again. In this way, the three monks did their jobs, and the water was quickly filled. The second is to carry water for three monks in shifts. The abbot can arrange for two monks to carry water every day, one to carry a section of the road, and the third monk to rest, so that each monk can have a day off after two days; Or arrange one monk to carry water every day, and the other two monks have a rest, so that each monk works one day and has two days off. Scientific incentive mechanism can effectively prevent Washington's cooperative law. It is generally believed that a scientific incentive mechanism should follow the following principles. The first is on-demand motivation. The starting point of motivation is to meet the needs of employees. Different employees have different needs, even the same employee will have different needs at different times or in different environments. Therefore, managers must conduct in-depth investigation and study, constantly understand the changing trend of employees' demand levels and demand structures, and take targeted incentive measures to meet the different needs of employees as much as possible. Second, rewards and punishments are moderate. Improper rewards and punishments will not only increase the incentive cost, but also reduce the incentive effect. Specifically, excessive rewards will make employees feel proud and satisfied and lose their desire to further improve themselves; If the reward is too light, it will neither motivate employees nor make them feel neglected. Excessive punishment will make employees feel unfair, or lose their recognition of the organization, and even have the feeling of sabotage or destruction; If the punishment is too light, employees will underestimate the seriousness of the mistake and may make the same mistake again. The third is fair rewards and punishments. If the incentive is unfair, the reward is improper and the punishment is improper, it will not only fail to achieve the expected effect, but will cause many negative consequences. Therefore, employees who achieve the same results must receive the same rewards; Employees who make the same mistakes should also be punished to the same extent. As Han Feizi said: "Honesty is meritorious, and humility is rewarding; If there is, being close to love will be punished. "If you can't do this, managers would rather not reward or punish. The fourth is to encourage openness. When using incentive lever, the transparency of employee rewards and punishments should be improved. When rewarding employees, information such as reward reasons, reward and punishment methods, winners' names and their work achievements should be made public in a reasonable way, which can not only motivate employees to learn from advanced figures, but also make the reward situation subject to public supervision. When punishing employees, it is necessary to explain the basis of punishment. If employees are not satisfied, they should be allowed to appeal. Fifth, the combination of material incentives and spiritual incentives. Material demand is the most basic demand of employees, and it is also the lowest demand. Its incentive function is superficial and its incentive depth is limited. Therefore, with the improvement of productivity and personnel quality, the focus should be shifted to spiritual encouragement to meet higher-level needs, that is, social, self-esteem and self-realization needs. Adhere to the combination of material incentives and spiritual incentives, not only against excessive dependence on material incentives, so as not to lead to money worship; At the same time, we should oppose excessive superstition of spiritual encouragement, so as not to move towards voluntarism or spiritual omnipotence. Sixth, the combination of internal motivation and external motivation. According to the "two-factor theory" of American scholar Herzberg, all factors that meet employees' survival, safety and social needs belong to health care factors, which are also called external incentive factors, including wages, bonuses, welfare and interpersonal relationships, and their role is only to eliminate dissatisfaction, but not to produce satisfaction. All factors that satisfy employees' self-esteem and self-realization need belong to incentive factors. Motivation factors, also called internal motivation factors, are the most motivating factors, which can make employees have a sense of accomplishment or self-realization far greater than external motivation. Therefore, when managers use the incentive lever, they should give priority to internal incentives and combine external incentives with internal incentives to achieve the best incentive effect. When the work of organization members is considered meaningless or they don't know what they want to achieve, they may be lazy, which leads to the phenomenon of Washington's cooperative law. In this case, the implementation of management by objectives is the best choice to break Washington's cooperation law. The so-called management by objectives is a management system or method that allows managers and employees of an organization to jointly set work goals, implement "self-control" in their work, and strive to achieve the goals. Management by objectives can not only guide the direction and provide motivation for the members of the organization, but also gather strength and improve morale. Moreover, it can promote the unity and cooperation of group members, avoid internal friction and social slack, and thus break the Washington cooperation law. To implement management by objectives, we should do the following work well: First, the upper and lower levels should jointly formulate practical, easy-to-assess and appropriate-difficulty work objectives. Second, on the basis of discussion and consultation, the overall goal is decomposed into specific goals of various departments and levels. Third, the superior should authorize the corresponding power of the subordinate to achieve the goal. Fourth, we should check the progress of each employee to achieve the goal in time and feedback the inspection results in time. The fifth is to evaluate the completion of the target and the performance of the assessment personnel, and use this as the basis for employee rewards and punishments and job promotion and demotion. In any organization, people's behavior is mutual influence, mutual restriction, mutual supplement and mutual adaptation. Therefore, managers should not only pay attention to the quality level of individual members, but also pay attention to the quality structure of groups. In fact, an all-rounder in an organization group is extremely rare, and most people are "partial talents". However, if the "partial talents" are well combined to form a reasonable group quality structure, not only can each member give full play to his potential and form a real all-rounder, but also can reduce the internal friction of the organization and avoid the phenomenon of Washington's cooperation law. Generally speaking, a reasonable group quality structure mainly includes six aspects: intelligent structure, professional structure, knowledge structure, age structure, personality structure and gender structure. One is the intelligent structure. Organizational groups should have thinkers with strong creative ability, organizers with outstanding organizational ability, and doers who strive to give full play to the best functional effects. The second is the professional structure. Organizations and groups must reasonably match talents with different specialties, learn from each other's strengths and promote each other. The third is the knowledge structure. Modern organizational groups pay attention to individual's different knowledge literacy and knowledge combination, with different emphasis. As far as individuals in an organization group are concerned, each person may have different educational background and knowledge level, but as far as the whole organization group is concerned, it should have extensive and profound knowledge. The fourth is the age structure. According to the actual needs, the organization should determine the appropriate average age limit, realize the reasonable collocation of the old, middle-aged and young, and prevent excessive aging and too young. The fifth is the personality structure. A reasonable organizational group structure should adhere to the diversity and complementarity of personality and temperament, which is conducive to psychological coordination and tacit cooperation among members and improves the cohesion and influence of the whole group. The sixth is the gender structure. In general, organizations should consider the proportion of men and women according to the needs of work and gender characteristics. Perhaps everyone knows the story about the "prisoner's dilemma": after two accomplices were arrested, both of them kept silent at first and never confessed, because they had an agreement before that they would not plead guilty if they were arrested. So, the police imprisoned them separately and said to them: "If you confess and your partner doesn't confess, then you will only be sentenced to 1 year; "If you both confess, you will each be sentenced to five years; If you don't confess, your partner will confess, and you will be sentenced to 10 years. " Due to the lack of communication, the two criminals hoped that the other party would keep his promise and not plead guilty, so they both pleaded guilty and were sentenced to five years in prison. The story about "prisoner's dilemma" shows that it is very important to organize communication. In fact, conflict is inevitable in group cooperation. If the conflict cannot be resolved in time, it will lead the employees involved in the conflict to accumulate resentment, create interpersonal communication barriers, kill their work passion, cause social inertia, and appear the phenomenon of Washington Cooperation Law. To solve the conflict in group cooperation, we must maintain an effective and concise communication mechanism in the process of cooperation. Through communication, members of the organization can gradually get familiar with and understand, eliminate misunderstandings and resolve contradictions; Through communication, members of the organization can understand each other, trust each other and seek common ground while reserving differences; Through communication, group members can improve their sense of identity with the organization and enhance their sense of responsibility for their work; Through communication, group members cooperate more tacitly and cooperate more closely; Through communication, members of the organization carry out their respective duties, and Qi Xin works together. In short, through communication, we can reduce internal friction and social idleness and avoid the Washington Cooperation Act.
Related questions and answers: What is the law of cooperative management in Washington? Washington's law of cooperation says that one person is perfunctory, two people pass the buck, and three people will never accomplish anything. It's a bit like the story of three monks. The cooperation between people is not a simple sum of manpower, but much more complicated and subtle. In this kind of cooperation, assuming that everyone's ability is 1, the cooperation result of 10 is sometimes much greater than 10, and sometimes even less than 1. Because people are not static objects, but more like energy in different directions. Push each other, and naturally get twice the result with half the effort. When they contradict each other, they will accomplish nothing. In our traditional management theory, there is not much research on cooperation. The most intuitive reflection is that most of the current management systems and behaviors are devoted to reducing unnecessary consumption of manpower, rather than using organizations to improve people's efficiency. In other words, it may be said that the main purpose of management is not to make everyone do better, but to avoid excessive internal friction. Similar to the principle of hoop barrel, this also emphasizes the importance of cooperation.