After Mars Management, Mars Hit The Earth?

To better manage the new generation of employees, managers need to adjust their traditional management and leadership styles. The management system should not bring too strong leader's personal color, but also avoid heroic and authoritative leadership style, and adopt participatory and empowering leadership style.

The management of the new generation of employees is frequent.

First, after 80 employees become the main force in the workplace, and management problems emerge.

According to the China Statistical Yearbook, there were about 204 million people born between 1980 and 1989. According to the age of 22 years of university graduation, 80% of them have completed higher education and have entered the mainstream.

In the 1980s, the first group of people in 2010 officially entered the "beginning of the year". Zhaopin job survey showed that 30% of the 1980 born workers have been in charge of the above management positions and play an increasingly important role in the enterprises.

Two, after 80, because of their distinct values and personalities and senior managers, it becomes a new challenge for business management.

At present, most of the core leaders of enterprises are after 50 and 60. Their traditional management philosophy and management methods are not good enough to recruit, retain and motivate people.

The new generation of employees shows a series of loyalty deficiencies in their work, such as frequent job hopping, lack of responsibility and lack of dedication.

Three, a survey of 80 - year - born workplaces showed that nearly eight Chengdu had a job hopping experience. Two adults said they had changed their jobs, two adults said they had changed their jobs for two or three times, and another adult said they had changed more than 6 jobs.

Why is it difficult to control after 80?

First, the great difference between the new generation of "80 generation" and the "60 after" management will inevitably lead to contradictions.

First of all, the core leadership management philosophy represented by "60 after" is the mainstream of "heroic leadership".

In a survey of the top leaders of many enterprises in China, when answering the question "who has the greatest impact on the formation of your management philosophy", the most visited people are Zeng Guofan, Hu Xueyan, Kangxi and Liu Chuanzhi.

The leadership behavior of such leaders relies on highly centralized and extraordinary personal ability to manage and lead. It is a heroic leadership.

In the past 20 years, heroic leadership has become the mainstream of the business world, but how to compare with the global management leadership style is very "Chinese characteristics".

Two, "post-80s" showed a strong "individualized" tendency.

The basic characteristics of the new generation of employees are: the pursuit of personal interest goals and value realization, the maintenance of self rights, the weakening of authority and power, the abhor of rules and the restriction of self-awareness, and the more flexible and open mind on the other hand.

The reasons for this value formation are: 1) most of the generation are single children; 2) the growth of this generation is just the beginning of China's reform and opening up, and it has an early understanding of enterprises and commercial society; 3) the rapid popularization of the Internet has brought this generation to a large number of cultures and knowledge coming from different societies.

Therefore, the values and personalities of the new generation employees can be said to be influenced by the Chinese and Western cultures, which are more complex and pluralistic.

Post 60 and post 1980s Era

The new generation of employees will continue to view the relationship between themselves and their enterprises as pure employment relations. They focus on whether the work can help themselves grow and realize their self-worth.

For leaders' miserly empowerment, if they have the final say and the employees are only responsible for the execution, the new generation of trade unions think that they are bound to play their talents. This is also the reason why the turnover rate remains high.

In addition, the new generation of employees pay attention to the realization of their own goals, unwilling to do so.

HUAWEI's "mattress culture" and Foxconn's "semi militarized management" have faced many problems before facing the new generation of employees. A large reason is that these management methods emphasize the observance of organizational rules, neglect the individual needs and personality of employees, but the new generation employees care more about their gains and losses.

This phenomenon does not just appear in the new generation of employees who are educated or live in cities. The new generation of migrant workers also show similar changes.

Post-80s generation

First, establish a systematic management of procedural fairness, and ensure that the system is "for the sake of the people and for the people", so as to avoid bringing too strong leader's personal color to the management system.

Two, avoid heroic and authoritative leadership style, adopt participatory and empowering leadership style, improve employee participation, stimulate their work vitality, and strengthen staff's commitment to the organization and reduce the turnover rate.

For example, when making proposals, executives may consider allowing employees to participate more, because these employees are not required to adopt their opinions to the greatest extent, but to what extent can they participate in the decision-making process.

Therefore, through effective guidance, "post-80s" can also become a competent manager of enterprises, and the competitiveness of enterprises will also be different.