Chinese Managerial Knowledge. Management in China
Chinese Managerial Knowledge: Management is mgmt + reason
A boss asked such a question: He has a business department headed by a business manager.
There are more than a dozen people in this department, and two of them are
doing the best business, but the relationship between these two people and
other colleagues is not very good. The reason for the bad relationship, in the
eyes of other colleagues, is that these two people are out of affiliation, and
they are always robbing their business, which results in their poor
performance. In the eyes of these two people, it is because others are not as
hard as they are, but jealous of them. The head of the department advised the
boss to drive these two people away in order to re-establish the harmony of the
department. The boss is in a dilemma: is it to accommodate those two capable
people, or to accommodate everyone?
Someone asked the boss: Do these two good business people have problems with their character?
The boss said: character is no problem, but personality is a
problem.
Someone said: The real problem lies with your department
manager, because he does not play the role he deserves.
Such things happen every day in every enterprise. When there
is a conflict between colleagues, the manager makes a simple response: this
person is right, that person is wrong.
We often blame a problem on someone, thinking that if we deal
with a person, we will be fine.
But the result is often that when we drive away disobedient
and disobedient people, the company lacks a different voice and the motivation
to compete, and the company's performance follows.
The correct approach is: let managers become real managers.
What is a real manager? The real managers must first "manage" and "manage" the other.
"Management" means that managers learn to look at
the big picture. What is the big picture? It is the whole enterprise and the
goal of the enterprise, not just the short-term "harmony" within the
department.
"Government" means that managers themselves become
role models for everyone, so that everyone can follow themselves.
"Government" means being in a relationship with
subordinates, including those you don't like but who have no problems with
character.
"Government" means knowing how to use people well,
and being able to use people who are difficult to manage like "Shun"
instead of simply expelling people who are not good at managing.
"Management" means to learn to authorize pressure,
but also to help subordinates solve problems.
"Management" means learning to inspire, praise and
criticize, especially the art of criticism.
"Government" means taking responsibility for one's
own department, rather than simply treating the problem as the responsibility
of a subordinate, but he is a judge at the top
"Management" means more result-oriented and solves
the problems in the department.
Applying these principles to the previous example means that
department managers should start to solve their own problems by changing their
own practices, rather than pushing the dilemma to the boss.
Generally, the principle of "management" is
relatively easy to understand. Over time, a manager will become more and more
proficient in the art of managing people. What managers are really hard to do
is "reason", because many managers simply do not know that this is
their own responsibility, but simply equate management with command and command.
What is "reason"?
"Reason" is to sort out, to sum up experience and
lessons, to find a way to fundamentally change a thing.
“Reason" is to
redefine the rules and eliminate the problem from the perspective of rules.
The focus of
"management" is to change people, change people's attitudes, and
change their abilities; the focus of "reason" is to change things,
change processes, and change unreasonable practices.
If the manager only manages and does not manage, even if you
have the ability to manage, the same problem will occur in the future.
Just like the example in this article, if managers are not
sensitively aware of and resolve the task assignment rules in the department as
soon as possible, similar contradictions will still appear in the future.
But
when the department has employees with strong personality, it will appear as an
open contradiction, and the contradiction will be hidden when there is no
strong personality. But this problem always exists, always affecting the
efficiency of the department.
With this understanding of management, we can answer this question: What is the difference between 10 people and 1000 people?
I think there is not much difference in terms of
"management", but there is a very big difference in
"reason". In other words, the larger the department the manager
manages and the more people he manages, the more he should learn to
"learn", learn to establish rules and adjust rules. The things that
need to be "reasoned" are:
- Determine what to do and goals.
- Determine the organizational structure, divide and conquer.
- Determine the specific position.
- Determine performance and incentive mechanism.
- Determine the system and use the system instead of relying on the charm of the manager.
- Identify the process, use the process instead of punishment to ensure the quality of work.
Laozi stated in the Tao Te Ching: "Using the rule of a
saint, emptying his heart, realizing his belly, weakening his ambition, and
strengthening his bones, he often makes the people ignorant and indifferent,
and the husbands dare not do it. If you do nothing, there is no cure."
This sentence tells the ruler to enable the people under governance to
self-manage according to the laws of nature is the highest state of governance.
The same is true for management
In the traditional
Chinese philosophy of Taoism, in order to manage a country and an organization
without doing anything, even if it reaches the highest level of management.
The “inaction” in the inaction of Taoism’s cultural core idea
is not to do nothing, but the manager must follow the laws of the world and
nature, respect the personality of the person, and manage and restrict the
behavior of the person. Retractable, do something and do nothing.
At the same time, Laozi vividly likened the governance of the
country to cooking fresh, which means that the governance of a big country
should be like cooking fish, and it should not be disturbed at will, otherwise
the small fish will be broken.
In the same way, the management of an enterprise
is just like cooking a fresh food.
The highest level of management is to make
employees feel that there is no manager.
Employees can have clear goals,
achieve self-management and self-motivation, and organically combine personal
value and corporate value.
It not only gives employees a certain degree of
freedom, but managers also have relative control over employees.
They can correct some wrong behaviors of employees at any
time and achieve control. This is actually the true meaning of inaction.
This is like flying a kite, the manager is the manipulator of
the kite, and the employee is the kite.
The manager should give the employee a
broad space to play the subjective initiative like a kite.
To dare to fly the
kite to the blue sky is also a kind of mind embodying managers.
But the kite
can also be taken back at any time, which reflects the management art of the
manager's management.
The management is as free as the kite, and the management
has reached a state of inaction like Laozi said.
There is a term in management called authorization, but how
to grasp the scale of authorization is an art of management.
The degree of
authorization is important, and the pace of authorization is also critical.
For
each member of the subordinates, it is released like a kite, but the thickness
and length of the thread and the length and shortness of the hand, the wind and
weather, and the good and bad of the kite are all managers need to consider.
If
the kite is flying too high, the center line of the hand must be tight. If the
kite is flying too low, the line must be loosened.
According to the size and
direction of the wind, the kite should be first flying, and then it should be
made to fly gradually. Higher and farther, so authorization should also pay attention
to rhythm.
Flying a kite may seem simple, but it's difficult to put it
in a realm. Similarly, without a deep cultural background and management
practices, it is actually very difficult to set up the kite for employees. It
will be even more difficult to achieve the state of inaction and freedom.
The quality of the kite flying depends on three aspects
i. The size of the air and wind.
ii. Good kites and threads.
iii. Free technology.
This corresponds one-to-one with the
three elements that successful companies possess.
The air and wind of kite
flying is like the environment in which the company is located, including the
social and human environment.
It is generally difficult for companies to change
it. They can only adapt to it. How to adapt can only be solved by applying
Chinese traditional philosophy management thinking.
Because we are in an environment with distinctive Chinese
characteristics and national characteristics, we must use Chinese thinking to
deal with various social and human relations.
The kite itself undoubtedly
refers to all employees of the enterprise, and the kite line refers to the
company's strategic positioning, organizational structure, performance system,
management process and other systems.
These are the so-called material layers
of enterprise management.
The technique of flying kites is the corporate
culture of an enterprise and the spiritual level of enterprise management.
Like flying a kite, only building a good corporate
environment and atmosphere, building an excellent workforce, establishing a
scientific and modern corporate management system, and cultivating an excellent
corporate culture can not manage a company without a good corporate culture.
Among them, shaping a good corporate culture is particularly important. Ge is a
rare company with a very successful culture in the world.
Welch said in summing
up ge’s successful experience that although Ge’s business is diversified, its
culture is very unified, and a unified culture has replaced the unified business.
So a large group like Ge, like flying a kite, is highly authorized to
employees, and the rights of each business department are very large, but its
strategy and corporate culture are unified, so it seems that management can do
nothing but do The highest level of kite flying freely. So Welch is a master of
kite flying.
Leading and managing an enterprise is an art. It is like
flying a kite. If a manager fully grasps the philosophy of flying a kite and
applies it in practice, then he is a master of management.
Specifically, the road surface uses a technology called a
load-bearing photovoltaic road surface, which is about to comply with the
vehicle
CCTV said that the road has been connected to the grid to
generate electricity, and the electricity generated by this photovoltaic road
has been connected to a charging pile.
Seeing this news, what did you think of?
At that time, the
author's first reaction was that the Chinese gas station industry was in
danger. Why do you say that? Because the future expressway is a "mobile
charging treasure". Vehicles flying on the expressway can be automatically
charged without refueling.
And the realization of this scenario now has some basic
conditions:
First of all, electric cars that do not burn oil are no
longer a concept on PPT. In recent years, Tesla's strong rise has allowed
electric vehicles to enter the public life. A while ago, Tesla released
electric trucks.
His heart, his stomach, his weak mind, and his strong bones
often make the people ignorant and unwilling, so that the husband does not dare
to do it. For inaction, there is no cure. "This sentence tells the ruler
that the people under governance can self-manage according to the laws of
nature.
The same is true for management. In the traditional Chinese
philosophy of Taoism, in order to manage a country and an organization without
doing anything, even if it reaches the highest level of management. The
"inaction" in the inaction of Taoism's cultural core idea is not to
do nothing, but the manager must
Laozi stated in the Tao Te Ching: "Using the rule of a
saint, emptying his heart, realizing his belly, weakening his ambition, and
strengthening his bones, he often makes the people ignorant and indifferent,
and the husbands dare not do it.
If you do nothing, there is no cure.
"This sentence tells the ruler to enable the people under governance to
self-manage according to the laws of nature is the highest state of governance.
The same is true for management. In the traditional Chinese
philosophy of Taoism, in order to manage a country and an organization without
doing anything, even if it reaches the highest level of management.
The
"inaction" in the inaction of Taoism's cultural core idea is not to
do nothing, but the manager must
Laozi stated in the Tao Te Ching: "Using the rule of a
saint, emptying his heart, realizing his belly, weakening his ambition, and
strengthening his bones, he often makes the people ignorant and indifferent,
and the husbands dare not do it.
If you do nothing, there is no cure. "This
sentence tells the ruler to enable the people under governance to self-manage
according to the laws of nature is the highest state of governance.
The same is true for management. In the traditional Chinese
philosophy of Taoism, in order to manage a country and an organization without
doing anything, even if it reaches the highest level of management.
The
"inaction" in the inaction of Taoism's cultural core idea is not to
do nothing, but the manager must
Laozi stated in the Tao Te Ching
"Using the rule of a saint, emptying his heart, realizing his belly, weakening his ambition, and strengthening his bones. He often makes the people ignorant and indifferent, and the husbands dare not do it. If you do nothing, there is no cure."This sentence tells the ruler to enable the people under governance to
self-manage according to the laws of nature is the highest state of governance.
The same is true for management. In the traditional Chinese
philosophy of Taoism, in order to manage a country and an organization without
doing anything, even if it reaches the highest level of management.
The "inaction" in the inaction of Taoism's cultural core idea is not to do nothing, but the manager must perform.
The "inaction" in the inaction of Taoism's cultural core idea is not to do nothing, but the manager must perform.
Laozi stated in the Daode Jing: The rule of the saint
If you want to describe the work of corporate managers, using
the symphony orchestra conductor as an analogy, it is no longer suitable.
A band
conductor, his performance level may not be the highest in the entire team, but
his role is very important. Just like a leader who does not understand
business, it is also irreplaceable compared to technical tycoons. Their common
first priority is overall control.
1. What is command?
There is a classic question: "The musicians of the
symphony orchestra never look at the conductor. Is the conductor performing to
the audience?"
There is also a classic question: "Do you not manage
business leaders, can you manage those tech giants?"
These two problems seem to be unrelated, but in fact there is
a certain connection.
To answer the first question, you must first know another
question:
Why is the command drop?
The most intuitive answer is that the conductor is
responsible for the beat. This answer is correct-for elementary school
students, it used to be a chorus in the school. It doesn’t matter if the
conductor doesn’t understand music. The key is long arms and energy.
But the real symphony orchestra conductor is not an
"actor".
For example, in a concert, the musicians have a score, but
everyone's score is different, only the score of their own instruments, in
other words, they only need to remember their work.
Only the conductor has a score, and the whole music is as
large as the structure and harmony, and as small as the strength of every
detail. It is firmly imprinted in his mind.
The same is true for the managers of a department or company,
each person is responsible for his own performance, and only the manager is
responsible for the whole.
Therefore, whether it is a conductor or a manager, their
first priority is overall control.
Of course, the incident is far from simple.
2. Command to control the details of key nodes
In a symphony performance, what happens if each player just
plays according to his own score?
First of all, this is impossible. Every musical instrument
has the order of appearance, and the score will not tell you that it is your
turn to work in minutes and seconds.
At this time, the musician has two methods. For example, a
large player wants to know when to play the first note, he must listen to the
signal of the string group. And this kind of cooperation, if you want to
achieve the accuracy of time, tone and strength, you must rely on the control
of the command during rehearsal.
However, in addition to the accuracy of the music, it mainly
depends on the subtle changes on the spot. To achieve the desired effect of the
conductor, the large hand needs to use the second method:
At about the same
time, the eyes of the eyes stare at the conductor, and when they see the
gesture signal given by the conductor Then take another breath and work.
This gesture of conductor is not easy to give, because it
takes into account the preparation time of each instrument, and the mood of the
musician at this time, such as the large hand needs quite full breathing, so
that he can take a breath and emit the first Resolute notes.
The cooperation between musicians and conductors is very
short-lived, so we have the illusion that musicians never look at conductors.
The principle of management is the same, in addition to the
overall control, it is also necessary to control the details of key nodes.
3. How to control the details of how to use others to achieve your goals
There is still one thing in common between management and
command-to rely on others to achieve your goals, even if you are not satisfied,
you can't be replaced.
There are dozens or hundreds of people in a symphony
orchestra, almost the size of a medium-sized company. Except that the first
small harpsichord is barely a middle-level cadre, the status of everyone else
is almost the same, which is regarded as the classic "flat
management".
Conducting a "management" orchestra depends first
on understanding the work. Unified understanding is important-even the most
well-known Mozart Beethoven, everyone has their own understanding, but here,
only the command's understanding is the only authority.
Performance techniques
It is said that conductor Bernstein’s understanding of
performance techniques is not first-rate, but he has a unique understanding of
music, so the top performers of the New York Philharmonic Orchestra still obey
him, and strive to achieve this great conductor’s "re-creation" "Classic.
Interpret the work and help the musicians to improve their
understanding of the music, but also improve the overall level of the
orchestra-this is the most important weapon for conductors to manage the
orchestra. Understanding comes first in management.
There are five instrumental groups in an orchestra, dozens of
instruments, and of course conductors do n’t understand anything. When you
encounter a piercing musician, you do n’t come as you wish. This is when you
think about conductor management.
To deal with this kind of situation, if you have a tough body
and a lot of proficient instruments, it is definitely a direct demonstration.
Hans Richter, the most rumored in the rivers and lakes,
during the rehearsal, the trumpeter said that there is a phrase that cannot be
blown out, because the French horn is the most difficult instrument to control,
and it may be just another command. Not to mention, rushed forward and copied
the French Horn, perfectly interpreting this "impossible" voice.
Of course, in most cases, the conductor can’t demonstrate
everything in person, and the weapon they really “rule” the orchestra is his
hearing.
The master conductor can accurately find the trumpeter with
less than half a note and the violinist who is 0.1 second slower in the roar of
more than a dozen instruments.
Only when these hands are revealed, he can ask the musicians
to try again and again to find the tone pitch and strength effect he wants.
Just like the manager sometimes tells the subordinate "what I want", but the subordinate looks indifferent:
"This is impossible". If the manager doesn’t understand the results of his work, he can only be forced to face-is he fooling me, or is it really not?
Of course, conductors are not always "devil
coaches". Some conductors do not engage in "one-word lectures".
They often hold meetings to discuss and vote on the treatment of controversial
phrases to fully arouse the enthusiasm of team members.
Some conductors also grasped the "star effect" in
their hands and became a cash cow for the orchestra. "Can lead the
client's leadership" can also convince subordinates.
All methods are only for one goal-let subordinates do what
they want.
Of course, there are limits to directing others to do things.
The conductor can pursue the music endlessly, but the management of the
orchestra must have a limit and clear standards.
Rehearsal is very expensive, and musicians don't give time
for free. The conductor Cheri was too picky and the rehearsal cost soared, and
was finally abandoned by Berlin Philharmonic.
Is Management an Art?
We often say "management art", but management is not art, but business practices that emphasize cost and efficiency.
When the water is clear, there is no fish, freedom is human
nature, and employees have an instinctive confrontation for any management.
Only the right management is the best management.
His heart, his stomach, his weak mind, and his strong bones
often make the people ignorant and unwilling, so that the husband does not dare
to do it. For inaction, there is no cure. This sentence tells the ruler
that the people under governance can self-manage according to the laws of
nature.
Share on Social Media >>
