Pay attention to space design and relieve the psychological pressure of employees.
(A) the spatial design of the award ceremony
In order to stimulate employees' work enthusiasm and improve morale, reward is a common management method. To this end, some awards ceremonies are often held. In addition to the substance of the awards, the award ceremony itself is also a message to employees. What information is transmitted and how effective it is depends on what kind of management concept managers have and how to express it.
It is said that there is a textile factory in the United States, which originally planned to buy some expensive and comfortable chairs for female workers to rest on the workbench. Later, the boss came up with a plan: if someone exceeded the hourly quota, she would win the chair in a month. The way to reward the chair is: the boss takes the chair to the office, asks the lady who won the chair to sit in the chair, and then the boss pushes her back to the workshop with everyone's applause. The boss's office is a symbol of high social status. Inviting award-winning employees to the office is itself an appreciation and value recognition for employees; Under the conventional thinking, employees should serve the boss, but here they have changed their spatial position. Employees sit in chairs and bosses push them. Employees feel the care and respect of their superiors, and highlight their dominant position, thus improving "morale".
When Amoco Oil Company of the United States held an award ceremony at the end of the year, the senior management personally walked off the podium and handed the prizes to the team members. Here, no matter whether employees take the stage to receive awards or leaders step down to receive awards, although the space forms are different, they reflect different management concepts-one is "people-oriented", which highlights the dominant position of employees, or "official standard", which makes employees in a dominant position. Many managers of China enterprises always break some old rules at the award ceremony, afraid to cross the line, for fear of losing the "authority" of leadership, which is essentially the idea of "official standard".
(B) the use of spatial transposition, reflecting * * *
The change of spatial position can not only highlight the dominant position of employees, but also narrow the distance between managers and front-line employees, realize the participation of managers and employees in enterprise management, enhance their communication and understanding, and make the business decisions of enterprises be implemented smoothly.
The typical organization chart is a "pyramid" structure-the general manager is at the top, the managers are in the middle, and the front-line personnel are at the bottom. Philips kotler put forward the concept of "collaborative marketing" when explaining the marketing concept, pointing out that the company should carry out both external marketing and internal marketing. "Internal marketing refers to the work of successfully hiring, training and motivating employees to serve customers as well as possible. ..... internal marketing must precede external marketing ". In order to implement the idea of collaborative marketing management, it is necessary to understand the organization chart upside down and form an "inverted pyramid" structure.
The top level of the organization is the customer; Secondly, the most important thing is a front-line person who directly serves customers; Then there are middle managers, whose job is to support front-line personnel; At the bottom are senior managers, whose goal is to support middle managers and make them better serve those who serve customers. Customers are also added on both sides of the chart, indicating that middle and senior managers should also contact customers directly.
In fact, the "inverted pyramid" structure is just an idea. The organizational chart of the company has not changed in form, but it is correctly understood by the concept of "collaborative marketing". We can easily draw it on paper, but it should be reflected in the specific management process. In addition to some necessary institutional constraints, we can create this atmosphere of participation and service with the help of the change of spatial location, so that employees can have a practical experience. In Disney World, every manager should wear Mickey, Minnie, Goofy or other clothes during his management career, spend at least one day wandering around the park, and spend a week working in the front line every year, including checking tickets and selling popcorn, so as to understand customer needs and employees' feelings. Some enterprise managers go directly to the front line to serve the grassroots. They downplayed the boundary between white-collar workers and blue-collar workers, moved their desks to the workshop to work on the spot, and solved the problems facing the front line in time. Through the change of spatial position, front-line employees feel that their work has been supported and valued by their superiors, which has narrowed the distance between managers and front-line employees, thus improving their work enthusiasm.
Managers should not only go out of the ivory tower to open to employees, but also boldly authorize employees to participate in enterprise decision-making and get rid of the sense of dominance, which can also be created from the change of spatial position. A sanitary material factory in South Korea once planned and implemented the activity of "one-day factory director" in view of the workers' resistance to the leadership decision-making and the lack of work. Every Wednesday, choose an employee to take turns to be the factory director for one day and sit in the boss's office to experience the feeling of being the boss. Here, the role transformation is realized by the transformation of spatial position. If you just tell employees that you are the owner of the enterprise, it is difficult for them to have practical experience. If you are not in your place, you will not seek its politics, and you will not know why. Through empathetic experience, enhance recognition and understanding, and improve employees' sense of mission and responsibility.
(c) Pay attention to the details of "space" in informal situations.
There are also some informal occasions in organizational operation. For example, eating in the canteen, commuting, sports, games, entertainment and so on. If managers occupy an authoritative position in these occasions, it is not conducive to mobilizing the enthusiasm of employees. On the contrary, if changes are made in these subtle places, employees will have positive feelings and thus have a sense of identity with the corporate culture. For example, in Hr369.com, in the staff canteen, managers eat in private rooms, while ordinary employees eat in the lobby. This is the difference between you and me. If the manager moves out of the private room and eats with the employees in the lobby, it will bring the employee relationship closer and the psychological distance between the two sides closer. As the saying goes, some supermarkets put forward the concept of "detail management" when serving customers, but many enterprises are very rude when treating employees. In fact, employees are "internal customers" of enterprises. To win external customers, we must first win the support of internal customers. If enterprises do not pay attention to details in employee management, then "detail management" for customers will become passive water and rootless wood.
Change the spatial position and relieve the psychological pressure of employees.
With the intensification of competition, employees are facing multiple pressures such as employment, promotion and workload. Some pressures are tangible, while others are intangible. Moderate pressure is conducive to improving the enthusiasm of employees, while excessive pressure will not only dampen the enthusiasm of employees, but also affect organizational performance. "Some aspects of the environment, that is, stressors, lead to extreme tension or overwork of individuals, that is, exhaustion, which in turn will lead to physiological, psychological and organizational negative consequences." With the popularization of "standard parts society", people pay more and more attention to workplace stress, and environmental factors are an important stressor. The environmental factors here are divided into "soft environment" and "hard environment". Formally speaking, space belongs to "hard environment", but it has a subtle influence on "soft environment".
(A) create a space atmosphere and improve the "hard environment"
Improving the "hard environment" and creating a relaxed and warm space atmosphere can directly alleviate the pressure on employees. In the workplace, encourage employees to design and decorate a personalized atmosphere, so that they have a space of their own; In the factory workshop, employees are allowed to listen to music while working and regard work as happiness; Arranging fitness and entertainment facilities near the workplace, beautifying the workplace environment, or organizing employees to go on vacation can also play a certain role in transferring workplace pressure. American Express has set up a fitness center in new york and its own basketball team, football team and softball team. Apple Computer Company encourages employees to participate in afternoon fitness walks and the company's long-distance running club, which has played a positive role in relieving employees' pressure.
Slogans and slogans are an important way to set off the corporate atmosphere and an important part of the space environment. When designing and posting slogans, we should pay attention to the influence on employees' mentality and don't overemphasize the pressure. For example, an enterprise posted such a slogan in the workshop: "If you don't work hard today, you will have to find a job tomorrow." Here, employees feel that they are in a subordinate position, and they work under the pressure and coercion of employment; If the slogan is changed to: "If I (we, we) don't work hard today, I (we, we) will have to find a job tomorrow", this pressure will be diluted, which not only has the function of self-reminding, but also highlights the main position of employees and enhances the cohesion of enterprises.
(B) create space opportunities, "improve the non-institutional environment."
In the "soft environment", there are some "institutional environment" and some "non-institutional environment", the latter is mainly influenced by space. The so-called "tiger in the mountain is easy to break, tiger in the heart is difficult to break" shows that the "institutional environment" is established, and the psychological pressure of employees is very small, while the "non-institutional environment" brings great pressure and is extremely stubborn. What we want to alleviate is mainly the pressure brought by the "non-institutional environment", and communication barriers and role conflicts are the main reasons for this pressure. By creating space opportunities and adjusting the "hard environment", the pressure brought by the "non-institutional environment" can be indirectly alleviated.
1. Provide an environment for communication to enhance recognition and understanding.
Communication is a bridge between hearts. Through communication and cognitive enhancement, people can understand each other's ideas and reduce conflicts and misunderstandings. In an organization, the pressure of many employees comes from the incomprehension and mutual suspicion of the decision-making intention of leaders. Interpersonal communication, especially face-to-face communication, helps to relieve this pressure. Therefore, managers try to provide some communication occasions to enhance communication and understanding. For communication projects involving a wide range, you can choose to hold a meeting in a larger place (such as a large conference hall) to realize an open dialogue between leaders and employees; Problems involving small areas can be communicated in a small conference room or the manager's office. In order to ease the tension, you can also choose hotels and restaurants to eat.
For the stress in employees' personal life, if managers think it is ethical and employees themselves are willing to accept it, they can set up an employee psychological counseling room to provide services in this regard through managers or employee psychological counseling experts. At&T provides this kind of employee consultation service.
2. Participate in decision-making and reduce role conflicts.
Role conflict and role ambiguity are important reasons for psychological stress. Participating in decision-making can alleviate the psychological pressure of employees to a certain extent, meet their high-level psychological needs, and make employees feel more influential and controlled. Although this kind of feeling may not be true, it may not enhance the actual influence of individuals, but practice has proved that this kind of control, whether in essence or just staying in the feeling, is helpful to alleviate the pressure brought by the workplace. Moreover, decisions made by employees are often consciously implemented, reducing the pressure of being forced. For example, in the public relations case of "one-day factory director", although the employee's leadership is short-lived or even stays in the sense, through the experience of spatial transposition, employees participate in the decision-making and understand the difficulties of being a leader, thus clarifying the role orientation, reducing the role conflict, making the relationship between managers and employees harmonious and the decision can be implemented.