It is the most difficult group in the enterprise to make employees "obey" the management of marketing personnel. Looking at all enterprises now, no matter how advanced or backward, not many people can really handle the sales management well, let alone let the sales staff "obey" the management. The so-called "obedience" is true obedience, not false obedience. The so-called "false obedience" is a set of things, or a set of words.

Through research, it is found that if sales staff need to obey, it is closely related to the following management links. "Substitution" is the premise of management. Many enterprises believe that the management of sales staff can be based on a systematic management system, such as very strict management process, strong execution ability and more scientific incentive mechanism. On this basis, marketers will take the route we set. If they exceed the prescribed limit, we will punish them accordingly. Similarly, if they can complete the task according to our requirements, we will reward them.

This carrot and stick form has become the usual method of corporate governance of sales teams, and it is also the marketing management we usually understand. However, under this logic, how many marketers really obey our management? Or how many cases can we really carry out "strict" management according to the so-called management norms? Unfortunately, few companies can really make sales people "obey" management.

There used to be a company with a small sales staff of about 50 people, and the turnover rate of employees was not very high. With the increase of working hours, they found that these salespeople have become more and more "tired", and late arrival, false accounting, laziness and slowness have occurred from time to time. To this end, they have taken various powerful management measures, including strengthening the management system, strengthening rewards and punishments, and even dismissing them, but no matter which management method is not very big for them, even after sanctions and punishment, even if it is corrected on the surface, it has not changed in the bones. These salespeople are well aware that no matter how much the company manages, it is impossible to "kill" them all. If it goes too far, we will quit. Faced with such a situation, in most cases, the company will adopt a cautious management, which will enhance the recklessness of the sales staff. This is a typical substitution problem. In view of this situation, we help them recruit a large number of new employees, conduct strict training and then send them to work. At first, the old employees didn't care too much, but after a while, when they found the company's determination to introduce new employees and saw the rapid growth of new employees, it virtually formed a fatal pressure on them. The source of this pressure is "substitution".

Soon all the systems were well implemented. As can be seen from the above examples, substitutability is the premise of management and any management system.

No matter how good the system is, no matter how good the method is, no matter how good the process is, it must be based on personnel replacement. Without substitution, any kind of management is powerless. One's obedience to management must also be based on substitutability. It is difficult for an irreplaceable person to be effectively managed, let alone "obey" management.

The reason why many of our enterprises can't manage the sales staff well is closely related to the lack of substitutability of the sales staff. Because good salespeople are hard to find, they are more confident to break the company's rules and disobey the company's management. Therefore, in order to manage a team well, everyone's substitutability is a necessary prerequisite, no matter how excellent he is. In order to be able to do this, it is very important to have the ability to quickly manufacture sales staff, that is to say, "if you don't do well, someone will replace you at any time." Only in this way can he really understand what is management and what is "obedience", and on the basis of this fact, he can really be managed.

This is true for ordinary employees, especially for management cadres. We find that once a cadre thinks he is irreplaceable, all kinds of possible bureaucracy and corruption will produce companies, and the so-called legal system will be replaced by the rule of man. Moreover, we find that excellent companies have a common feature in treating managers, that is, substitutability. Of course, they paid a heavy price for irreplaceability. In practice, the standardization of enterprises begins with specialization. In addition to professionalism, the core of professional managers is substitutability. Shareholders are irreplaceable, but professional managers are replaceable, so they are easier to manage than shareholders. This kind of management has a wide range of significance.

2. What does knowledge include?

What is knowledge is still controversial at present. China's definition of knowledge is generally from a philosophical point of view. For example, the entry of "knowledge" in China Encyclopedia of Education states: "The so-called knowledge, as far as its content is concerned, is the attribute and connection of objective things and the reflection of the subjective image of the objective world in the human brain. As far as the form of activity is concerned, it sometimes shows subjective perception or representation of things. Sometimes it is manifested as the concept or law of things, which belongs to rational understanding. " From this definition, we can see that knowledge is the product of the unity of subject and object. It comes from the outside world, so knowledge is objective; However, knowledge itself is not an objective reality, but a reflection of the characteristics and connections of things in the human brain and a subjective representation of objective things. Knowledge is produced on the basis of the interaction between subject and object through the reflective activities of the human brain. Knowledge is the only source of love and the principle of human freedom. The above definition provides a philosophical basis for us to discuss the connotation of knowledge. The understanding of macro-philosophical reflection theory needs to be reflected from the perspective of individual cognition. Only in this way can it be effectively used to guide the specific teaching of the school. Different from philosophy, cognitive psychology studies knowledge from the perspectives of the source of knowledge, the generation process and manifestation of individual knowledge. For example, Piaget believes that experience (that is, knowledge) comes from the interaction between individuals and the environment, and this experience can be divided into two categories: one is physical experience, which comes from the external world and is the understanding of objective things and their connections obtained by individuals acting on objects; The other is logic-mathematical experience, which comes from the action of the subject and is the result of the coordination between individual understanding and action. For example, children gain experience about quantity conservation by fiddling with objects, and students gain knowledge about mathematical principles through mathematical reasoning. Piaget's definition of knowledge is expressed from the generation process of individual knowledge. Bloom thinks that knowledge is "the memory of specific things and universal principles" in the classification of educational objectives. The memory of methods and processes, or the memory of a model, structure or framework "is a description of phenomena from the perspective of the content contained in knowledge." We believe that in understanding the meaning of knowledge, it is necessary to distinguish the knowledge as the wealth of human society from the knowledge in one's mind. The knowledge of human society exists objectively, but the knowledge in the individual's mind is not the objective reality itself, but the subjective representation of the individual. That is, the knowledge structure in the human brain, which includes not only feeling, perception and representation, but also concepts, propositions and schemas, respectively indicating the different breadth and depth of individual reactions to objective things, and is formed through individual cognitive activities. Generally speaking, individual knowledge is stored in the brain in the form of a hierarchical network structure (cognitive structure) from concrete to abstract. Philosophy mainly studies the nature of the same knowledge in human society. Psychology mainly studies the essence of individual knowledge. The famous saying about knowledge Bacon: Knowledge is power Gorky: Love books, it is the source of knowledge. Northcote: A learned man is a treasure house of knowledge, not a source. If you don't absorb the light of knowledge, your mind will be shrouded in darkness. Flex: A university is an institution that is consciously committed to the pursuit of knowledge, strives to solve difficult problems, evaluates people's achievements with a critical eye, and uses real high standards. If we don't plant the tree of knowledge when we are young, there will be no place to enjoy the cool when we are old. Do what you know and be fearless. Ralph: The wisdom of a wise man is an unusual common sense. Chesterfield: Reading can gain knowledge; But more useful knowledge about the world can only be obtained by studying all kinds of people. Sai Johnson: Curiosity is the natural intention of human beings, and anyone with a sound mind will acquire knowledge by any means. Engels: Complex labor contains skills and knowledge that require more or less hard work, time and money. Custer: Managers do not undertake the task of creating knowledge. His task is to use knowledge effectively. Riggs: A manager's management ability is his function in quality, knowledge and experience. These three factors interact to form a special management model. * * *: Modernization can not be achieved by empty talk, but by knowledge and talent. How can you get along without knowledge and talent? Kolmogorov: Science is the common wealth of mankind, and the task of real scientists is to enrich this treasure house of knowledge that can benefit all mankind. Spencer: Science is systematic knowledge. Joseph Lu: Science is for those who are diligent and eager to learn. Poetry is for those who have knowledge. O Holmes: Science is a partial anatomy of "ignorance". Schopenhauer: Extensive thoughts and knowledge without profound experience are just like a textbook with only two lines of text and 40 lines of notes on each page. Lun Heng: A man with knowledge is powerful. Practice is the mother of knowledge, and knowledge is the beacon of life. Einstein: To learn knowledge, you should be good at thinking, thinking and thinking again.

3. What are the basic knowledge of management?

1, concept definition

Management refers to the activity process in which managers integrate the resources of an organization and realize the established goals of the organization by implementing the functions of planning, organizing, leading and controlling in a specific environment.

2. Race occurrence

Factory management-classical management stage; Organizational management-contemporary management stage; Inter-organizational management-modern management stage.

3. Development trend

The rapid development of modern science and technology has led to profound changes in management science, which has caused fundamental changes in management functions, organizations, methods and concepts, thus making management research present six development trends.

4. Basic functions

Planning is the process of setting goals and determining the necessary steps to achieve them; Organizational work is a process of division of labor, distribution of rights and coordination of work in order to effectively achieve the goals set in the plan; Leadership is a process in which managers use their authority and prestige to influence, guide and motivate all kinds of people to achieve their goals; Control work includes establishing control objectives, measuring actual performance, analyzing differences and taking corrective measures.

5. Research content

Starting from the duality of management, this paper focuses on three aspects of management:

1) from the aspect of productivity, study how to rationally allocate people, money and things in an organization, so as to give full play to each factor; This paper studies how to make rational use of various resources according to the requirements of organizational goals and the needs of society in order to obtain the best economic and social benefits.

2) From the aspect of production relations, study how to correctly handle the relationship between people in the organization; To study how to establish and improve the organizational structure and various management systems; Study how to motivate the members of the organization, so as to mobilize the enthusiasm and creativity of all parties to the maximum extent and serve the realization of organizational goals.

3) From the aspect of superstructure, study how to adapt the internal environment of the organization to its external environment; Study how to make the rules and regulations of the organization consistent with the political, economic, legal and moral superstructure of the society, so as to maintain normal production relations and promote the development of productive forces.

4. What management knowledge do you have?

Analysis on the causes of brain drain in enterprises and how to retain employees in enterprises on Sunday, September 30, 2007 at 05:02 1. Introduction As the saying goes, the market economy is a competitive economy. What is the competition for, and what do competitors rely on to compete? Although there are many factors, talent is undoubtedly a very important factor.

This is an indisputable fact. However, at present, a common problem in enterprises is that scarce talents cannot be found, important talents cannot be retained, and brain drain, especially the loss of outstanding talents and core talents, is becoming increasingly prominent.

This situation is obviously incompatible with the increasingly fierce competitive environment faced by enterprises. How to solve the problem of brain drain in enterprises and how to retain the core talents in enterprises has naturally become the key issue for the survival and development of enterprises at present.

Second, the cost and type of brain drain in enterprises What is the cost of abnormal employee turnover? Fortune magazine once found that after employees leave their jobs, the replacement cost alone is as high as 65438+ 0.5 times the salary of the employees who leave their jobs, and it is even higher if the employees leave their jobs as managers. The cost of low morale and poor performance, the cost of recruiting new employees and the cost of training before employees want to leave.

In case employees take technology and customers to find competitors, it will be a greater cost loss. Who is going to leave in the enterprise? Why did they leave? Where do they want to go? How can companies keep them from leaving? This is what enterprises want to know most when they carry out "resignation management".

According to the research of consulting enterprises, there are three types of people and employees in three periods who are "dangerous". Three types of people refer to: middle-aged, middle-income and middle-level cadres; The three periods refer to: the crisis of newcomers in probation, the crisis of promotion after two years of work, and the crisis of job boredom after five years of service.

Ran Zhi, chief consultant of Beijing Institute of Occupational Psychology, said: When people reach middle age, they will have age panic. "If you don't jump, I won't have a chance", so he was in a hurry; Middle-income people, or the middle class, "I am not afraid of money", he wants to do something by himself, or he can control himself, so when the working environment is not satisfactory, he will jump ship; And middle-level cadres, if they don't do well, will fall, and if they do well, they will go up. "Hanging in the air is the most dangerous." These three types of people are the most psychologically unstable.

Mr. Zhou Mao, the former vice president of Sina.com, also found: "Among all the enterprises I have visited, the middle level is the most difficult to face, and the most difficult problem to solve is also the middle level. The middle-level people are relatively on the edge. Would it be better if I jumped? Is there any chance for me to develop if I stay? Both sides are sensitive areas. "

Generally speaking, there are three peaks in employee turnover. Hannigan Enterprise Management Consultant explained: During the probation period, employees and the company are still in the running-in period and have no sense of belonging to the company. Once a newcomer finds that the nature of his work does not meet his expectations, or the workload is beyond his ability, or he disagrees with his boss, he will immediately have the intention to leave.

After two years of promotion crisis, employees are familiar with the work of enterprises and rivals after working for a period of time, eager for more opportunities and greater challenges, so they hope to be promoted. Especially if colleagues and classmates who have entered the enterprise at the same time are promoted, and he has no chance, he will eagerly look for opportunities outside; After working for five years, they are tired of the crisis. When the foreseeable promotion is slower and slower, the opportunities are less and less, which is "not fresh" for existing enterprises. So these people who have been in charge began to look for opportunities outside.

Third, the domino effect in brain drain Why do some people "come to work happily" when they join the enterprise, but finally "go one after another"? When the abnormal turnover of enterprises develops from "individual behavior" to "a phenomenon" and "a trend", managers should reflect: Is the enterprise heartless or the employees unfair? Is there a problem with the recruitment strategy or the employment mechanism? Is there a deviation in business thinking or a change in corporate culture? A major problem that plagues current enterprises is brain drain, especially high-tech enterprises are increasingly dependent on talents, and the competition of modern enterprises mainly depends on the competition of talents, which brings difficulties to the human resource management of current enterprises. Some enterprises have played the slogan of "only recruiting useful talents, not senior talents" when recruiting employees, but this can't stop the brain drain, often because the technical personnel of the unit, driven by others, leave their jobs collectively or partially. If the employee turnover rate is too high, it will not only affect the daily operation of the enterprise, but also cause the "habitual flow" of employees, that is, employees pay too much attention to the "comings and goings" of colleagues. Once they are a little dissatisfied with the enterprise, their first thought is to leave, and they will not consider strengthening communication and other aspects to solve the problem.

Therefore, it should be one of the important goals of human resource management to control the turnover rate in a benign range and maintain the vitality of enterprises while leaving outstanding talents. The turnover rate is about 5%, and enterprises that "keep good ones and eliminate bad ones" are benign turnover enterprises.

It is of great significance to study the brain drain of these senior talents for the long-term strategic development of enterprises. If an enterprise doesn't have enough talent pool, it can't guarantee the continuity of human resources, let alone improve its core competitiveness. Therefore, it is necessary to adopt active human resource strategies in enterprise human resource management to prevent the domino effect of brain drain. Four. Analysis of the causes of brain drain in enterprises (I) Analysis of the general causes of staff drain GregorySmith, an American business management consultant, once wrote in CEORefresher magazine that according to his years of consulting experience, the top ten reasons for staff turnover are: 1. The workload of employees is so heavy that they have to work overtime at night or on weekends.

2. Enterprises don't want to hire people to take charge of office chores, and let professional workers do photocopying and other work themselves. 3. When employees can find jobs with salaries higher than 20% to 30% in other enterprises, the enterprises have announced that they will not help employees get a raise or promotion for the time being.

4. Enterprises do not have the power to make decisions for employees. 5、。

5. Basic knowledge of management

Management is a human-centered coordination activity in social organizations to achieve the expected goals.

Including four layers: 1. Management is an activity to achieve the future goals of the organization; 2. The essence of management is coordination; 3. Management exists in the organization; 4. The focus of management work is the manager. Management is the formulation, implementation, inspection and improvement.

Making is to make plans (or regulations, norms, standards, laws and regulations, etc.). ); Execution is to do it according to the plan, that is, to execute it; Inspection is to compare the implementation process or results with the plan, sum up experience and find out the gap; The first improvement is to popularize the experience summed up through inspection and turn the experience into a long-term mechanism or new regulations; Third, correct the problems found in the inspection and formulate corrective and preventive measures.