Subversion Of Tradition: Future Enterprises Do Not Need Managers.

Subversion of management

Our today's

The generation of scientific management concepts and methods is the era of industrial revolution. During this period, a large number of labor output means the competitiveness of enterprises. If we can give consideration to the quality of products, that is the absolute competitive advantage. Therefore, how to increase production capacity and reduce defective products rate has become the main management task at that time, so there is a scientific management method based on scale production and flow shop.

This kind of management has played a great advantage in the industrial society. It can make the labor output of employees greatly improved. Under the condition of guaranteeing the quantity of production, the quality of the goods can be maintained relatively stable, and the corresponding enterprise organization also has higher stability, thus maintaining the needs of the survival and development of enterprises.

However, in this century, due to the development of network and digital technology, the world has developed rapidly from the industrial society to the era of information society driven by digital technology.

In view of today's objective environment, it is not so scientific based on the "scientific management" method put forward in the industrial age.

In today's information-based, pluralistic, complex and rapidly changing social environment, the market structure and the form of work have undergone an essential change, and ideology is more complicated. If the enterprise still uses the management method used in that social environment, it will be eliminated by the law of natural evolution.

In today's market environment, the key factor determining the rise and fall of enterprises is no longer a simple way to improve production efficiency and product quality control through scientific management of large numbers of labor force. Tomorrow's "scientific management" approach and content will be re defined.

What will tomorrow's business managers do?

In this era of material abundance and high technology, there is no shortage of high quality products, and lack of revolutionary technology and unique creativity. These two elements are unable to be effectively achieved by Taylor management. I believe that the key to effective management and the achievement of the above two elements is human management.

Because a well managed machine can allow your employees to have food to eat, and businesses will not shut down. But if you manage well, you can make your business flourish.

People here are talented people. Only talents can bring creativity, productivity and competitiveness to enterprises. Of course, they are also more difficult to manage. Future managers can not understand how to manage machines, and do not know how to manage their finances. As long as they know how to manage people, they will have the core competence of a great leader, and they will also have a team that goes all in all directions.

Peter, a master of management.

Drucker said: "making labour workers productive is the management problem to be solved in the last century. To let knowledge workers have productive forces is the management problem to be considered in this century".

In today's market environment, the role of talents is becoming more and more important: Gerstner has saved billions of dollars in lost IBM; Jack.

Welch has made the general empire; Zhang Ruimin has made a small factory that has nearly stopped production become an international enterprise: "the emperor of work" Tang Jun created the global sales myth for Microsoft, Li Kaifu was scrambled for by Microsoft, Google and other industry giants.

These are the power of outstanding talents. They have many outstanding points. Apart from their excellent professional ability, one of the most important points is to know how to discover talents, even to create talents, and to know how to manage talents.

Yesterday's enterprises needed "managers". Today's enterprises need leaders, and tomorrow's enterprises need them.

As early as the Tang Dynasty, Tang Taizong put forward: "the owner of a name is like a skilled craftsman.

Those who think straight, who think the wheel is the wheel, the elder thinks the pillar, the short one thinks the arch angle, no straight line, all kinds of measures.

A wise man takes his plan, a fool takes his strength, a brave man takes his power, a prudent man takes his discretion, a wise man, a fool, and a prudent man, and uses it, so he will never abandon it, but he will never abandon him.

Today, a lot of smart business managers will take full account of these things when they manage the enterprise - let the people who like to be "calculating" should act as warehouse attendants; let those who usually like to "criticize" and "pick fault" as supervisors of quality; let those who act very cautiously as supervisors of safety production; let those who like to listen to gossip to be market researchers; let those who like to talk loudly and have good eloquence to be product salesmen.

In this way, we should make the best use of everything and make the best use of manpower.

Some processes that make photographic sensitive materials must be completed in darkened darkroom, while normal people can not adapt to the darkroom. The efficiency is very low and the error rate is very high.

The US Kodak company boldly introduced the blind to the darkroom link, resulting in a nearly double efficiency compared with the normal people, and the error rate is very low, so the production efficiency has been greatly improved.

This fully reflects the management concept of a world top 500 company that can abandon bias, use talents and make full use of human resources.

Adjusting measures to local conditions and ingenious guidance can also generate employees' subjective enthusiasm for work, stimulate their potential and create a sense of accomplishment that will bring their own values into play, which will naturally enhance their sense of belonging.

These factors are invaluable in today's enterprises. In other words, they are competitive in the market competition.

Thus, guided enterprise leaders will be the people who need tomorrow's businesses.

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What is the leader of the enterprise

Because of the late start of marketization and the influence of the official standard thought, the leaders of the enterprises are willing or only "management" and "leadership", but they are not willing or not clear that it should be a "guide".

Let's discuss the qualities and abilities that the enterprise guide should have.

The 6 characteristics that an enterprise leader should have are: satisfying the comprehensive value demand of employees, abandoning bureaucracy, encouraging and trusting, linking employees with employees, evaluating employees comprehensively and establishing effective culture.

Next we analyze item by item.

1, to meet the comprehensive needs of employees.

Today, the loyalty of talents is not only due to high salaries and bonuses, because these other enterprises can also do it. If they are really talented people, other enterprises will also come to high salaries. This is also an important reason for the great flow of talents.

How can we retain talents in the same pay or even lower pay? The traditional way of management is to take candy in one hand, to hold sticks with one hand, and to give or take away material as rewards and punishments. However, in today's enterprises, especially the senior mental workers, their understanding and need for value have been diversified. The expression of self value, whether they are respected and happy working mood have become the important considerations of choosing jobs apart from salary and position, and the proportion of these factors is rising.

In real life, we can be very happy to have an opportunity to perform on the stage, and we will not care about the amount of remuneration. In the workplace, real talent will care more about whether or not the enterprise has given them a stage.

Shanda has done very well in this regard, with a low turnover rate.

Zhu Jisheng, chief technology officer of Shanda, said: "the core idea of Shanda's concept of employing people is only one thing: to give employees the stage to show themselves and to display their own things".

This concept is not confined to oral language. There are large numbers of less than 30 year old presidents and 20 out of the top technical talents who are not highly educated.

Let business managers believe that giving employees a stage, employees return to the enterprise is definitely a wonderful play.

2, abandon bureaucracy.

The way to treat subordinates is not just to dress up, but also to treat subordinates as brothers. It is the only way to make real talents stay alive.

The middle level is numerous, the staff's opinions and aspirations are not filtered into the ears of decision-makers after all levels of filtering, and the words and decisions of leaders at high levels have passed through the layers. When managers are arrogant, they can not tolerate different voices, consciously or unconsciously, pull small groups and displace others. Taking the standard thinking as the starting point of management enterprises, this is very dangerous in today's enterprise management. The decision makers can not objectively grasp the information, the thought is paranoid, and the employees will also have great frustration. Even if the enterprises pay a high salary, they will not be able to retain the talents. In the enterprise management activities, because of the old hierarchical management style, it is very easy to create bureaucracy.

Bureaucracy has become the first killer of talents. Now some western scholars advocate the management of servant type, which is to create a positive interaction between managers and employees. This interaction brings about the health and vitality of enterprises. Eliminating bureaucracy is a very important thing for future business leaders to do.

Managers should be clear about the fact that employees in an enterprise will have more professional abilities than you, except for your job and division of labor. You can only make employees feel a sense of frustration if you are expert in their own field, and even have an urge to bow to five meters.

Managers should forget that they should lay down their positions and cooperate with their employees from the perspective of labor division and cooperation.

Managers join the work is not supervision and restraint, but a kind of participation and assistance, so that communication and cooperation can become smooth and effective.

When leaders can have such a conceptual change and action, the problems and contradictions in management tend to be more powerful than managers.

Of course, this is not to say that leaders should not have authority. The authority of leaders in management is necessary. They can create prestige through their own management ability and professional ability, so the subordinates are naturally convinced.

But you can't manage your employees with power, especially those who manage senior talents. Managers want to stifle them with authority, leaving people alone.

Nowadays, we seldom use authoritarian management in a highly hierarchical army. Let's look at those successful enterprises, army and even the state. Their leaders are led by their own charisma and influence. Even those powerful organizations have a large number of talents. Ultimately, these talents are not leaving or protecting themselves.

There is such a benign management culture inside Google, an internationally renowned search engine company. It is not leaders who speak first in meetings, but those who have the most important emergency to speak first and those who deliver valuable content to speak first.

Google also allows engineers to put 80% of their work time on the work prescribed by the company, and decide what to do according to their own interests at other times, such as developing some interesting inventions or researching a topic.

As a result, many wonderful ideas and technologies were born in these free time. These inventions and inventions became the Qian Shu of Google, and even many projects later became the main business of Google.

Leaders are the most powerful backing of these employees and servants of the service, and, in turn, the biggest beneficiaries.

The effectiveness of this is evident from the growth of Google stock market value.

The speech system used by the writer at the meeting starts from the bottom and gradually upward. Because if you start from above, you will never hear the voices of the employees below, but these voices are often the most important ones.

We should not consider employees as subordinates. We are actually only colleagues with different division of labor. The author suggests that managers should treat employees as partners, as friends or even as teachers. This attitude is more able to retain talents than high salaries.

3, motivation and trust

It is difficult to create excellent things in places where too strict supervision is needed, because human ability can only exert the best level only when the body and mind are harmonious.

This idea is quite different from the management ideas of many of our enterprises nowadays. Many of our enterprises ignore one's emotional factors when emphasizing discipline and system, and one-sided ways to improve their work efficiency are attributed to scientific work procedures, strict management, and even overtime work.

For simple repetitive work, these methods may still be effective, but they are unthinkable for complicated, creative work.

Now some enterprises implement shareholding system is a way to fully mobilize the spirit of the staff, in addition to capital stock, but also technology, labor and other ways to participate in the shares, this is not the lack of money for enterprises to stake in the talent, but through such a way to enable key employees to play the limits of their ability and continuous progress, and the survival and development of enterprises are also mainly rely on these core shareholders.

In fact, the motivation of this kind of staff is not only the share-holding cooperation system can be achieved, nor is it just a few core employees, so all employees have such a driving force. If we can fully mobilize the strength of these employees, it will be a great boost to the competitiveness of enterprises.

For example, we can give employees greater freedom and right to work. This freedom and rights bring better sense of responsibility and trust to employees than managers.

Taking the largest organization in the world, a country, for example, coercive means can not make organizations stronger or make organizations more orderly.

The law of the United States is the most sound in the world, but the crime rate is very high.

Britain is a country without written constitution. Its decisions are based on the constitutional documents, court precedents and Congress practices promulgated in various historical periods in the United Kingdom. In other words, Britain is using more liberal culture to govern the country.

What's the effect? Britain's crime rate is much lower than that of the United States.

Gore is a company that gives employees a high degree of freedom. They do not assign or order employees to work. Employees can choose the amount of work, the time to complete their work, the way they work, and even the quality of their products.

However, employees are eager to work because the job is linked to performance. Although this is similar to the performance method we generally adopt, there is no rigid quantitative and standard requirement.

The degree of freedom of work increases and efficiency increases, because employees can decide the time and quantity of work according to their physical condition, mentality and so on, which makes productivity and product quality increase a lot.

Without rigid institutional constraints, leaders also have authority, and their authority is shaped by influence.

Such an organization has a very high centripetal force, and the relationship between employees and subordinates is very harmonious.

The management form of Gore company is rare in the world, and some are like Utopia ideal states depicted by Platon, which is a form of enterprise that can not be established in traditional management cognition.

However, Gore's business is worldwide and has 7000 employees. It ranks first in Teflon production technology, with an annual turnover exceeding US $2 billion.

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4. Become a link between employees and lubricants.

No matter how talented a company is, if there is no effective collaboration between them, the more talented people will be, the more negative impact will be.

Excellent business leaders can make the cooperation between employees play a plus plus two effect, otherwise, it may result in one plus one less than one.

Therefore, it is also very important to promote cooperation between talents, compared with the discovery of talents and the encouragement of talents.

Apple Com puter Inc has a strong reputation in the industry, and the company has brought together countless world-class technical talents, including former CEO Jobs himself as a computer genius.

It has been said that "80% of the world's computer elites are gathered in the Apple Com puter Inc", but Apple Com puter Inc, who was at the peak of technology, lost to Microsoft whose technology is not as good as its own.

In Jobs's self summary, he wrote: "one of the main reasons for the failure of Apple Com puter Inc is that everyone is a talented person. Everyone is arrogant, despises others, and does not want to cooperate with colleagues, including himself."

After defeats with Microsoft and IBM, Jobs began to pay attention to cooperation among employees, reduced internal friction and communication barriers, thereby greatly improving the efficiency of employees and centripetal force was also rapidly enhanced, and new products were launched faster and more technically specialized.

Apple's MP3 and lPhone phones today are the best examples, because these two products are not particularly prominent in terms of technology, but the overall value is very high -- leading fashion design, strong hardware support, ingenious software design, excellent product quality, and clever marketing promotion methods.

The perfect combination of these aspects and the efficient and close collaboration between departments are inseparable.

Traditional management concepts often focus on whether employees are united around leaders, whether they can cooperate with managers (obey orders), but neglect cooperation among employees.

In some of the most bureaucratic enterprises, managers use or even create conflicts or factional struggles among employees to keep employees in check and supervision.

Such managers believe that if the labour force is working together, it will be unfavourable to the management, while the labour parties will restrain each other and the management will be easy to manage.

But in fact, the result of this must be the staff's intrigue and conflict, and the efficiency will be greatly reduced without the thought of the work. The invisible internal friction loss is very huge.

Today's managers should improve their work efficiency, innovate their thinking and improve their product quality through the highly cooperation among employees. At the same time, they will bring a sense of happiness and security to employees.

The theory of team cooperation with "one plus one is greater than two" has been in the enterprise for more than 10 years, but there are not many enterprises that really implement this idea. Especially when the enterprise reaches a certain scale, it will produce a lighter or heavier bureaucracy and factional struggle. This is the superficial system that can not be managed. It requires managers to personally grasp, manage and advocate, and use the cultural factors outside the system to achieve the ideal goal of "the enterprise is like a big family", which is absolutely worth the enterprise managers to devote a lot of energy to do.

The US Fortune magazine has interviewed CEO of 100 well-known enterprises: it is believed that the cooperation among employees is not only concentrated around managers, but can effectively improve the efficiency and competitiveness of enterprises. The Japanese Toyota Corporation believes that TOYOTA's competitiveness comes from the employees. Among them, the collaboration among employees is one of the important factors for success. The CEO is the most important factor for the success of 100%..

5. Comprehensive assessment of staff

In today's social environment, it is more complex to assess the performance of an employee, especially in assessing creativity and technology.

Traditional performance appraisal is likely to make these employees feel wronged and leave the company.

Do not think that every day on time to work, follow the rules, listen to the arrangement is good staff, managers should be clear: time to pay employees are not good employees, with the results of the remuneration of employees is the key to rely on the development of talents.

Tomorrow's enterprise management should abandon the process and form, respect the results, and believe that subjective initiative can create performance miracles which can not be achieved by the system and norms.

In sixteenth Century, many oil paintings produced by French businessmen produced "workshop". The painter hired some artists to paint oil paintings in factories, and then sold them to churches, restaurants, wealthy merchants and art lovers.

Each painting dealer will make daily production tasks for his painters in order to ensure the output speed.

A painting shop has a very large production volume, almost twice the number of its peers, and is of high quality.

The reason is that there is no difference between the number of people, the conditions of painting and the working hours. There is only one difference: the production task formulated by this painting shop is not based on the calculation cycle of days, but in the calculation cycle of months.

What is the difference? Because painting is a highly creative work requiring inspiration and passion. When the painter has no inspiration, the painting speed will become very slow, so it is very difficult to finish the production task of the day. Under the supervision and urge of the painter or supervisor, only the overtime work is done. The quality of the painting can not be guaranteed. Staying up late working overtime also leads to the low efficiency of the second day work, let alone inspiration, and enter a vicious circle.

And the high yield painting shop is based on the monthly production quantity, so there is no supervision and urge at any time. When the painter is not working, he can lay down his brush and go out for a day or even a few days. When he is full of energy and thoughts, he can easily make up for the falling work and even overfulfill the task, and the quality is very high.

In the future, enterprise management should be oriented by results and give employees more freedom in the process.

After the change of this concept, you will find that the outstanding employees in the enterprise are not necessarily excellent workers, but the poor employees they thought were not bad or even better.

After changing the way of employee examination and assessment, the productivity of enterprises will not only improve, but also improve their quality.

6, establish effective culture.

The positive and flexible management culture in enterprises can achieve the depth and breadth that the system can not touch.

Comparatively, bad management will also form culture, which will bring lasting negative effects to enterprises.

If a good management mode can not be changed from surface regulation and formalization to a habit of thinking and behavior, it can only bring temporary benefits to enterprises, and can not be sustained.

Several points mentioned above must form a habit of normalcy and eventually pform to the cultural level. Otherwise, it can only be busy for a while, because even if there is a rigid system, if it fails to fall into culture, employees will become tired and do not understand, and then there will be resistance and slow down to challenge the system.

By then, managers will also think that these methods have no effect at all.

In fact, they strangle this management idea in the form stage.

Throughout history, it is almost impossible for an organization to be managed simply by strict laws and regulations, but it can flourish for the spirit of culture as a rule.

To be an enterprise guide for tomorrow, when business managers complain about their employees' daily difficulties and when their boss is difficult, let's first reflect on whether the problem has happened to us.

Because a bad child is bound to have an irresponsible parent behind. A poor student is also a teacher who lacks ability. If you think your employees are incompetent, you need to see if they are not competent.

Employees may disappoint you, but at the same time, you may also disappoint your employees. If so, the future of such an enterprise is worrying.

A famous saying in the educational world is that there are no bad employees, but bad bosses.

I hope you can find and understand the quality and management methods of some excellent leaders from this article, and be a guide for tomorrow's business needs.