Five enterprise management modes
The target mode of enterprise management in the future is based on the institutionalized management mode, absorbing and utilizing some beneficial factors of other management modes appropriately. Why do you say that? Because institutionalized management is "cruel", it is really beneficial to introduce a little affection, friendship and warmth. Even sometimes, we can properly handle the contradictions and interests in management and "dilute" the rules because institutionalization is too rigid.
Family management mode
This management model makes use of a very important function in the family blood relationship, that is, the cohesion function, that is, trying to realize the management of enterprises through the cohesion function of the family blood relationship. Historically, although an enterprise did play a very good role in the start-up period, this family-friendly enterprise management model did play a very good role. But when the enterprise develops to a certain extent, especially when the enterprise develops into a large enterprise, this family-style enterprise management model will soon have problems. Because the cohesive function of family blood relationship used in this management mode will be transformed into internal friction function, this management mode should be replaced by other management modes. China's family-friendly enterprise management model has almost 99% positive impact on enterprises in the start-up period, but when enterprises cross the start-up period, the negative impact on enterprises is almost 99%. This management mode exists only because the credit system and legal system in China are still very imperfect, which makes people afraid to give their assets to people who are not related to them, so they have to adopt this family management mode.
Friendship management mode
This management mode also has positive significance in the initial stage of enterprises. This model is very cohesive when there is little money, that is, when buddies can and are willing to do whatever they can for their friends. However, when the enterprise develops to a certain scale, especially after the profit of the enterprise increases to a certain extent, the friendship between friends will fade, so if the enterprise does not adjust this management mode as soon as possible with the development, it will inevitably lead to the rapid decline or even bankruptcy of the enterprise. There is a private enterprise in China called Wantong, which started as a friendship enterprise founded by five like-minded people. At that time, everyone can live on their laurels, and entrepreneurs can completely ignore money. However, when Vantone got the first big profit, five people began to have friction. At that time, Feng Lun, the relatively large shareholder of Vantone, wanted to continue to adhere to this management model and let the enterprise develop. He organized the founders of the enterprise to read the water margin, so that everyone could learn the lessons of dissolution and division, but the problem was not solved in the end, and several people had to dissolve the enterprise and give up this friendly management model. Later, Wantong hatched several enterprises because entrepreneurs started their own businesses.
Warm management mode
This management mode emphasizes that management should be the internal function of mobilizing human nature. Teacher Wang Junheng thinks that only in this way can enterprises develop rapidly. It is right to emphasize the human touch in enterprises, but it cannot be regarded as the most important principle of enterprise management system. The principle of good human nature and the principle of enterprise management are different categories. Therefore, overemphasizing people's kindness is not only not conducive to the development of enterprises, but also enterprises will often get out of control and even go bankrupt. Some people always like to talk about warmth and conscience in business management. They think that if a person is considerate to the managed, the managed will get a good reward, that is, work hard, so that the enterprise will develop better. It can be seen that the bidding management mode actually wants to use the principle of conscience in friendship to deal with the management relationship in enterprises. In the relationship between economic interests, the so-called conscience is difficult to explain clearly. According to the theory of economics, conscience is actually an ethical and standardized way to repay economic interests in the form of human kindness. Therefore, if we talk about conscience and humanity in general, and don't touch the interest relationship and mutual benefit, it is actually very difficult for the managed to do well, and ultimately the enterprise is not good. Management is not only warmth, but also the definition of interest relationship. Some people are naturally warm-hearted, and the definition of interest relations is often soft-hearted. However, the definition of interest relationship in enterprise management is "ruthless", and it is impossible to define interest relationship with "hands are not hot" and "hearts are not cruel" at a certain time. Only those who are "firm" in the face of various interest relations, especially those who can "pull their faces down" in defining interest relations, can become professional managers. For example, if someone cries when he is laid off, and a manager is unprincipled to be soft-hearted and sympathetic to the laid-off and let him go to work, then this person may not be a professional manager at all.
Random management mode
There are two forms in reality: one is authoritarian management in private enterprises. The reason why authoritarian management is regarded as randomized management is because some entrepreneurs in private enterprises are dictatorial. He has the final say, he can change any rules and regulations at any time, and his words are principles and rules, so this kind of management belongs to random management. The other form is administrative intervention in state-owned enterprises, that is, government agencies can intervene in the business activities of a state-owned enterprise at will, which eventually leads to very random management of enterprises. It can be seen that this management mode is either characterized by private enterprise dictatorship or excessive administrative intervention by the government in state-owned enterprises. The closure of many private enterprises now is the inevitable result of the implementation of this randomized management model. Because the entrepreneur's words are wrong, others can't correct them. Even if the decision of the entrepreneur is wrong, no one else can change it. In the end, enterprises can only die.
Institutionalized management mode
The so-called institutionalized management mode refers to promoting enterprise management according to certain established rules. Of course, this kind of rule must be a contract rule recognized by everyone, and at the same time, this kind of rule is also symmetrical with responsibilities and rights. Therefore, the target mode of enterprise management in the future is based on the institutionalized management mode, and some beneficial factors of other management modes are appropriately absorbed and utilized. Why do you say that? Because institutionalized management is "cruel", it is really beneficial to introduce a little affection, friendship and warmth. Even sometimes, we can properly handle the contradictions and interests in management and "dilute" the rules because institutionalization is too rigid. It is not easy to "soften" it inappropriately. After all, the main object of management is people, not ordinary things. People have all kinds of thinking and initiative, and it is not good to talk about institutionalized management completely. Appropriately absorb the advantages of other management modes and synthesize a mixed enterprise management mode. It may be better to do so. I'm afraid this is the * * * cognitive conclusion drawn by China in the choice of enterprise management mode in recent ten years. In the initial stage of an enterprise, the transaction is relatively simple, and the management level and scope are not very wide, so direct management can be adopted. For example, it is very effective for some family businesses to adopt direct management in the case of small scale and field. However, when enterprises grow, management methods need innovation and optimization. Generally speaking, we can divide the "management" methods of enterprises into these categories, which can play a more effective role in different stages of enterprise development if they are used reasonably and scientifically, individually or in combination.
Edit this people-oriented enterprise management model.
Connotation of humanistic management
No matter what kind of management school, it first judges people in enterprises as a basic value orientation, and then decides the ways and means of management. In management, human factors are considered to be the primary and essential factors of facts. People-oriented management first establishes people's dominant position in the management process, and then all management activities of enterprises are carried out around mobilizing entrepreneurs' initiative, enthusiasm and creativity. Through people-oriented enterprise management activities, through the practice of obtaining as much output as possible with the least consumption, we can exercise people's will, brain power, intelligence and physical strength, and through competitive production and operation activities, we can improve people's will and character, improve people's intelligence and enhance people's physical strength, so that people can obtain more comprehensive and free development besides being bound by survival needs.
The way of humanistic management
Coordination of subjective and objective goals (organizational goals and personal needs) |||||||| Incentive ||| Contingency leadership ||| Management is training (functional training for employees in the process of management )||| Creating an environment conducive to giving full play to people's initiative, enthusiasm and creativity and their all-round development. ||||| The integration of corporate culture into employees||||| The beneficial combination of corporate interests, social interests and personal interests||||| Enterprise people complete their social roles.
Individuals and organizations in people-oriented management
Analyze and create the mental model, creative ability, behavior model and self-management of enterprise people, and play its role in the free and all-round development of individuals. In the process of people-oriented management, it is necessary to shape the environment in a targeted manner, so as to dominate the individual's thoughts, psychology and behavior. Mental model is the way of thinking, psychological and behavioral changes of individuals in order to seek survival and development, make use of existing information and experience, or take active steps to further capture external information, grasp the changing law of objective things, and meet external challenges, so as to actively transform the objective world and the subjective world and grasp their own destiny. The cultivation of creativity is essentially the development of personal potential and function. Behavior pattern is the relationship between behavior motivation and behavior performance. Self-management is the management of enterprise people's own thoughts, psychology and behavior. Through self-management, business people can actively participate in the work of enterprise-oriented management, give play to their intelligence and creativity in their work, and make themselves develop in an all-round way. The most essential requirement of humanistic management for organizational structure, organizational form and operation of organizational system is to give full play to the intelligence of all members in the organization to ensure the overall efficiency of the organization. Through decisive, sufficient and reasonable authorization, the organization tends to be flat, and the balance and moderation of centralization and decentralization are realized, which is helpful to obtain the ideal power structure of the organization. An important content of organizational cultivation is to optimize the design and operation of organizational policies, which is an important content of organizational development and management. From the content of organizational development, organizations often realize organizational development by shaping organizational culture, tempering work teams, and establishing a balanced and moderate operation mechanism of centralization and decentralization, communication and interaction.
Humanistic management environment
The implementation of people-oriented management is carried out in the realistic enterprise environment and even the social environment. The shaping of cultural atmosphere, the improvement of working environment and the revision of living environment are the purpose of our research on people-oriented management environment, and also the ways and methods to implement people-oriented management. Paying attention to the shaping of cultural atmosphere in order to achieve the expected effect of people-oriented management is because culture has unique functions, advantages and functions. The shaping of corporate culture atmosphere aims to emphasize the central position of members in all activities of enterprise organization. It is different from other management measures and methods. It influences and manages enterprises and entrepreneurs in a "soft" and intangible way. The shaping of cultural atmosphere embodies the pursuit of the ideal and realm of people-oriented management. The reason why Z culture has helped Japanese enterprises to achieve great success lies in the fact that enterprise leaders fully understand and use corporate culture as a "soft" and powerful management tool. In the process of considering and mobilizing the enthusiasm, initiative and creativity of members, we should give full play to the role of culture in encouraging, standardizing, integrating, guiding and radiating. Fidler's contingency leadership model holds that attaching importance to the leadership style of humanism and interpersonal communication can achieve good performance in a moderately favorable working environment. House, on the other hand, believes that the role of leaders is to remove obstacles on the way for subordinates to achieve their goals, so as to help subordinates achieve their goals and gain a sense of satisfaction and accomplishment.
People-oriented management principle
Infiltrate the concept and management countermeasures of people-oriented management into all the production, operation and management activities of enterprises, so that all the work of enterprises is carried out within the theoretical system and basic framework of people-oriented management, that is, people-oriented management can dominate all the work of enterprises. In order to make all the work of the enterprise achieve the expected performance, we believe that people-oriented management must follow some basic principles. First, adhere to the principle that the first management of enterprise organization is the management of people. From the perspective of management content, people-oriented management emphasizes understanding and meeting people's needs, paying attention to interpersonal communication and interaction at work, paying attention to the cultivation of collective consciousness of entrepreneurs and participating in major decisions of enterprises and teams, and encouraging and implementing contingency leadership for entrepreneurs according to their work performance and internal and external environment of enterprises. From the perspective of management relationship, business people play different roles in management, so business people are divided into management subjects and management objects. However, these different roles are based on each other's activities as the premise of their own activities. From the essence of people-oriented management, people-oriented management is a people-oriented management concept and system. Second, pay attention to people's needs, give priority to the principle of motivation, and focus on making enterprise members respected and satisfied with self-realization, that is, ensure employees to participate in the decision-making on major issues of the enterprise, negotiate with the leaders in the team to formulate team goals and personal goals, and implement management by objectives. Third, adhere to the principle of creating better conditions and means for training and education, and optimizing and perfecting the mental model of entrepreneurs. The establishment of this principle is based on the basic concept of "management is training". The training provided by enterprise organizations not only pays attention to the adaptability of employees to high positions, but also pays attention to the adaptability of employees to the external environment of enterprises. Fourthly, the design and construction of people-oriented management organization should follow the principles of unity and effectiveness, reasonable scope, corresponding authority and knowledge, combination of line supervisors and employees, moderate balance between centralization and decentralization, and flexible organization and status. Fifth, the principle of common development between people and organizations. This principle is based on the consideration that people-oriented management is not the extra work of enterprise management, but the people-oriented management should guide all the work of enterprises, so that enterprise organizations can achieve the expected development performance while promoting people's free and all-round development.
Five evolutions of enterprise management mode in this period.
operate
Management here is a narrow function of direct command, coordination and inspection. For example, in some companies, there can be management between the president and the department. Management is also the most primitive, direct and simple form.
manage
Supervision is an analysis and evaluation mechanism based on whether managers are conscientious, self-disciplined and law-abiding, as well as the results and effects of management, which is also often used in various enterprises.
class monitor
Surveillance is a bit like a searchlight, watching all the time. It is a method of managing subsidiaries, but it neither participates in the management process nor only pays attention to the results. In order not only to monitor the invested enterprises, but also to abide by the Company Law and the rules of the regulatory agencies of listed companies, many enterprises now adopt some information-based means to monitor their own business management activities, and the effect is also very good.
control
Control right is a management method based on the investment status of the parent company as a subsidiary, which embodies the control behavior characterized by the "control" of the major shareholder in some key elements. For example, some groups implement the ultimate examination and approval mechanism for major elements such as strategic planning, investment advance and retreat, senior personnel and capital guarantee of subsidiaries. In practice, its significance is twofold: that is, intention is the process of managing these core elements, but the methods adopted are controlled by the step-by-step intention creation and transmission on the professional line. The parent company itself is not involved. Management intention is the process of controlling it through a method and means.
manage
The governance here is defined as the corporate governance structure of a company with three meetings and four powers. Now every company will set up shareholders' meeting, board of directors, board of supervisors and management when it is established. This operating mechanism includes how to allocate the board of directors and the board of supervisors, how to let them play their value and perform their duties; At the shareholder level, it also includes how the board of directors can effectively bind the interests of management with the interests of the company and shareholders through scientific and reasonable incentive and restraint strategies, maximize the enthusiasm and creativity of managers, and improve the immediate performance and sustainable development ability of enterprises. This is the most important method and mechanism for large groups to realize effective management in the face of many subsidiaries and Sun companies, and it is also the subject that needs to be considered most. Of course, this analysis of enterprise management methods is only an artificial research and classification. In the actual enterprise management practice, the above five methods are often used in combination. The effect depends on our senior managers' understanding of the development trend, stage, laws, regulations and policy environment of the enterprise. How to match and integrate them is the key to effectiveness. At this point, there is a "secret code" in it.
Edit the specific influence of different cultures on the choice of enterprise management mode in this paragraph.
The essence of western management mode
It is the "system management" under the individual standard. Western culture believes that human nature is evil, forming the individual-oriented values of legal protection of individual rights. In human resource management, it is characterized by "job analysis" that conforms to personal orientation and "job evaluation" that is linked to the salary system, which clearly defines the job responsibilities and work values of each post. This is the value basis of organizational division of labor and the original intention of western scientific management. How to achieve cooperation under the individual standard? The conditions for individuals to form cooperation in groups and organizations are embodied in the "heteronomy" formed under the clear requirements of external rules and regulations. Even morally, although Kant said that "it is the starry sky above his head and the moral law in his heart that makes him awe", the significance of western morality after the religious reform refers to the obligation that transcends the individual and is only responsible to God and the law. Motivation mainly comes from personal accomplishment.
The Essence of Oriental Management Model
Oriental culture believes that human nature is good and forms group-based values, which is "cultural management" under group-based. The successful experience of enterprise management is an incentive system of collective reward, which emphasizes teamwork and is more likely to produce employees' civic behavior. The cooperation of individuals in group and organizational life is a control mode with strong corporate culture, which takes what people believe as the core and is "self-disciplined" according to their respective status and identity. The moral self-discipline in China culture is different from that in the west, and it is responsible for others in the group, not for gods (or rules and regulations); Motivation mainly comes from the sense of fairness and honor marked by the relative position of individuals in the group to which they belong. American management scientists are keenly aware that cultural differences that lead to differences in management models are the reasons behind Japan's economic miracle and the competitiveness of Japanese enterprises, and put forward the theory of "corporate culture" in management. According to the above analysis, Wang Junheng, an enterprise training lecturer, believes that the enterprise management mode under the oriental culture is obviously different from that of western enterprises in terms of main constraints and incentives.
The cultural essence of Japanese enterprise management experience
Both cultures are influenced by Confucianism. Although there are differences in core cultural values between China and Japan, Japanese culture is benevolence-oriented, while Japanese culture is harmony-oriented, both of which belong to the group-oriented cultural model. In the process of developing market economy, Japan has formed many practices that are different from the requirements of western enterprise management principles, and these practices deserve our careful analysis, thinking and reference. In Japanese enterprise management, there are quality circle activities, working groups, total quality management and collective reward system. There are alliances between large enterprises and small enterprises in the market, as well as alliances between enterprises and banks. The above phenomena are all management activities and organizational forms that conform to Japanese collectivism cultural values, and form the main body of competition in the form of groups. In the most well-known Japanese Toyota production mode, whether it is the top-down strong implementation of the leadership or the bottom-up training of employees' conscious initiative to pursue lean production, it is difficult to achieve the goal of continuously reducing costs and improving efficiency without the support of group-based values condensed in a strong corporate culture, which is also the reason why the Toyota production mode is not effective in the process of learning from China enterprises-only the learning process, without cultural support. This market competition subject based on group and cluster and its corresponding enterprise production management mode are much more competitive than a single enterprise. The essence of supply chain management theory that appeared later is to solve the external constraints of Toyota production mode in enterprises. It takes pull production, make-to-order production and flexible production as the core, extends the ideas of just-in-time production and make-to-order production to the whole supply chain, and participates in market competition in the form of vertical enterprise alliance, which embodies a strong oriental cultural color. The successful experience of China is an industrial cluster formed by private enterprises in Wenzhou, Zhejiang Province, which is closely related to the emphasis and belief in geographical cooperation in Wenzhou's business culture, and also promotes the overall competitiveness of Wenzhou enterprises.
The way out for the innovation of China's enterprise management mode lies in adhering to the group standard.
China's enterprise management mode belongs to the cultural management under the collectivism culture. The successful example of a single enterprise is Haier's management model, which has supported Haier's rapid growth for more than 20 years. The concrete analysis of Haier's successful management experience is summarized in the article "Structure, Function Analysis and Enlightenment of Haier's Corporate Culture". The industrial cluster formed spontaneously by Wenzhou enterprises is a successful example of supply chain enterprise alliance; These successful examples are all formed under the cultural support of collectivism values. Japanese enterprises combined industrial engineering theory with Japanese culture and created Toyota production mode. China enterprises also need to learn from foreign successful enterprise management experience and combine their own cultural characteristics to innovate management systems and management models. In the process of learning the management experience of European, American and Japanese enterprises, we should pay attention to promoting the absorption of Japanese management experience through the construction of corporate culture; Attach importance to the importance of promoting scientific management of enterprises with cultural management ideas, and combine group-based values with the existing human resource management system in the West. (The influence of group-based values on learning the western human resource management system has been briefly analyzed in the article "The Crux of Enterprise Performance Management in China from the Perspective of Macroculture"). During the 11th Five-Year Plan period, the state promoted the internationalization of enterprises in China by implementing innovative strategies. In the process of enterprise management model innovation in China, whether it is to learn from foreign management experience to innovate the internal management system of enterprises or to realize technological innovation through horizontal or vertical joint R&D investment among enterprises in the fierce market competition, the collectivization system design idea is the inevitable choice and innovation direction for Chinese enterprises to achieve great achievements. C management mode theory. The so-called C management mode is people-centered, with both form and spirit, following the universal laws of the universe and natural organizations, constantly revising, self-adjusting and improvising, and integrating China's humanities and Chinese studies (the way to treat others) with western modern management (the way to do things with high efficiency and high quality) to carry out humanized management of enterprises. This people-oriented, more active and more adaptable enterprise organization is called "intelligent organization" for short. Because it is the third organization mode after pyramid mechanistic organization (A management mode) and learning flat organization (B management mode), and it is an organization type that combines the great wisdom of CHINA's traditional knowledge on the basis of modern advanced management in the West, so it takes the initials "China". "People-oriented" is the basis of building an intelligent organization and the key to C management mode. "People-oriented" intelligent organization operation is the principle of C management mode. "Taoism is natural" and follows the universal laws and basic rules of natural organizations, which is the characteristic of C management mode.