China will share management tips with the world

"In the 21st century, China will share the secrets of management with the world." This prediction of the management guru Drucker was unexpected. However, as China's economy has miraculously entered its third decade, although the management civilization with Chinese characteristics has not yet taken shape, many people have recovered from their step-by-step following Western management methods and have begun to face China squarely. The influence of traditional culture, and seek truth from facts to explore more suitable management methods for this soil. Such attempts and efforts can be seen in the popularity of the much-maligned "Chinese-style management" and the rise of various "guoxue crazes".

Many people think that management is like the law of gravitation, without borders. But Drucker concluded that "management is culturally dependent and governed by the values, traditions and customs of its society". The management characteristics of different cultures have provided evidence for Drucker's point of view: American society advocates respect for individuals and contracts, so it has formed a performance and incentive mechanism that attaches great importance to practicality; Germans are known for their precision and rigor, which is passed on to enterprises. Management is manifested in strict technical and quality control processes; the geographical limitations and limited resources of the Japanese island country have given birth to a management model of teamwork and lean production. What about China?

Thousands of years of farming tradition have led to the establishment of an organizational form centered on the "family" in China. Both "family country" and "family world" show that in China, a larger organization is just an extension of the family, and in this increasingly larger "family", people are accustomed to using kinship and ties to maintain mutual support. Build mutual trust and loyalty. Once upon a time, a group of radical entrepreneurs in China introduced the Western contractual management method and signed cooperation and binding regulations with employees in a serious manner. However, it has been proved that the management harvest of institutional contracts is sometimes not as good as a “big bowl of drinking and big meat eating” with employees. "It worked.

Since family love is the most important relationship link in the family, and in a "family business", relationship cannot be avoided and family love is also desired, then why can't "family love" be correctly introduced into the relationship between people in the enterprise What about adhesives like this?

Actually, smart Chinese entrepreneurs have already begun to explore and practice this aspect. Liu Chuanzhi, the founder of Lenovo, was eager to create a family business without a family. He regarded family affection as "increasing (managing) moist air", and deliberately created Lenovo's "moist" management culture of "family affection": equality, trust, appreciation , affection. On the other hand, Haidilao, an emerging enterprise, has positioned itself as a "home" for young farmers and employees in the city since its establishment. The employees are respected enough in this "home". Therefore, they are honored and disgraced for the rise and fall of this "home". Even desperately.

In all kinds of enterprises, family affection is exuding strong cohesion, and it plays an irreplaceable role in contracts and regulations. Therefore, we have reason to infer that family management is very likely to be a management mystery that China will share with the world in the future.

"Home Enterprise" Reduces Management Costs

In today's China, the regional imbalance of economic development has resulted in frequent population movements. When living in a foreign country, people urgently need to find another harbor to accept their souls that have nowhere to settle. Therefore, when an enterprise is established as a "home", family management can arouse employees' sense of belonging and trust and loyalty to the enterprise because it can bridge this hidden wound.

When it comes to "feeling at home", many people think of employee benefits. Due to the abundance of material, Western companies are far superior to domestic companies in terms of employee benefits. However, the employees of Western companies with better welfare often go on strike, while domestic companies have spontaneously developed a "mattress culture". The mattress culture was first born in Huawei. Almost everyone in Huawei has a mattress. If they work overtime late at night, they sleep on this mattress for one night, and then continue to work the next day. In the early days of Huawei's establishment, through economic and cultural means, the fate of Huawei and the fate of Huawei people were tightly bound together, both prosperity and loss. Therefore, the loyalty of Huawei people to Huawei at that time was almost fanatical. , the phenomenon of selfless dedication like mattress culture abounds.

The management charm contained in this family culture has attracted the attention of many people. It is said that after Tang Jun arrived at Microsoft China that year, he also followed a similar practice and asked employees to distribute moon cakes during the Mid-Autumn Festival, which made Microsoft headquarters feel incredible. With Tang Jun's insistence, the moon cakes that entrusted the employees' homesickness were finally distributed smoothly. The company issued two cards with the official seal of Microsoft to employees, and asked employees to write the names and addresses of relatives and friends, and the company helped employees deliver the moon cakes. to the desired place. Many employees provide addresses such as parents, classmates, teachers, and even colleagues. Many parents feel very proud after receiving the card, and even keep the card in their collection.

Although Microsoft is a foreign company, family management is equally effective for Chinese employees who are immersed in Chinese culture.

More and more Chinese enterprises have carried out various innovative practices in family management. Debon Logistics, the largest road transportation company in China, launched the "family 1+1 model" to "pay wages" to employees' parents: the company and employees each contribute 100 yuan, which will be sent to the employees' parents or family members on a monthly basis; BYD and Shenzhen are the best Middle School - Shenzhen Middle School cooperates in running schools, providing a full range of school-style services from kindergarten to middle school for employees' children; Haidilao not only sends money to lobby managers, cadres above the store manager, and parents of outstanding employees every month, but also sets up a special fund. Allocate 1 million to treat critical illnesses in immediate family members of employees. All these make employees and their families have more trust in the enterprise after obtaining material security.

Due to the blood relationship, there is a natural trust between family members. Just like Sun Dawu, chairman of Dawu Group, said: within the family, the cost of trust is the lowest. If the circle of the family is expanded outward and each employee is encircled, the cohesion of the enterprise can be maintained by the family-like bond. The Dawu Group's means of production are piled up everywhere, but no one steals them. That's why.

Performance appraisal is not acclimatized

The popularity of performance appraisal with management by objectives as its core is Drucker's greatest influence on Chinese enterprises. But today, this management method has not played its expected effect in all enterprises.

In this regard, Kingdee Chairman Xu Shaochun believes that the Chinese people's habitual thinking is "people die for confidants". If the company stimulates the inner conscience of employees, he can work hard for the organization. form. Therefore, Kingdee advocates not relying on rewards and punishments, but on the active dedication of employees. Everyone is the owner of the company, and only if you love this cause can you be willing to devote yourself to it.

This kind of management style, which makes Westerners unbelievable, is in line with the psychological characteristics of Chinese people. Studies have shown that the mainstream thinking of Chinese people is vague, perceptual, experiential, and intuitive. "If there is trust, the world will be harmonious." If the company does not sincerely respect employees in details and cannot gain the trust of employees, only relying on cold numbers to enforce constraints will only lead to employees' disgust and resistance. If management attracts resistance or even indifference, then there will be a formalistic management situation in which the surface follows the system but the heart is extremely resistant.

Such a situation is not uncommon not only among Chinese companies, but also among Japanese companies with similar cultures.

In 2006, Sony was in trouble: the fire accident of the lithium battery in the notebook computer forced it to recall about 9.6 million notebook computers in the world using the lithium battery produced by Sony, and the cost of replacing the battery reached 51 billion yen; The PS3 game console, known as Sony's "savior", was a hot seller as soon as it was launched, but the mass production of key components could not keep up. Sony was forced to control the production volume of the whole machine. Because it could not achieve economies of scale, it lost 35,000 for each unit sold. Yen...

In response to these signs, former Sony executive director Tian Wai Shi Lang wrote a distressing article - "Performanceism Ruined Sony". In his view, performanceism attempts to quantify human abilities so as to make objective and fair evaluations, but in fact it cannot. The biggest drawback of performanceism is that it ruins the atmosphere in the company. The boss does not treat his subordinates as emotional people, but looks at all indicators and examines his subordinates with "evaluative eyes".

Enterprises can manage whether an employee completes production tasks on time, according to quality and quantity, but it cannot manage an employee's enthusiasm and attitude towards work. The real high-level management lies precisely in the insight and perception of the inner world of employees.

Western managers are starting to realize this too. Paul Collier, a professor at Oxford University in the United Kingdom, once wrote that strong incentives are not only a waste of money, but the supervision they require inevitably means a lack of trust, thereby weakening employees' self-motivation . For employees to trust the company, the company must trust the employees.

In the pharmaceutical company Jiuzhoutong Group, performance appraisal still exists, but it is combined with the "family culture" of the company. Rewards are the mainstay, and punishments are supplemented; never eliminate a person easily, even if the results of the performance appraisal have repeatedly proved that the person is not competent for the job, he will take the method of transfer to tap the strengths and potential of the employee in other aspects; and performance For example, for a salesperson with unsatisfactory performance, department leaders or senior colleagues will regularly help him analyze the customer situation in the area he is responsible for, how to develop this market, how to improve, and encounter problems during work. What is the biggest difficulty encountered, what resources need to be coordinated, etc., so as to truly let employees feel that they are not fighting alone, but are loved and cared for, so as to transform the rigid and cold performance appraisal into performance management and performance improvement. process.

In addition, the company has established a performance appeal channel. During the performance interview, if the employee thinks that the assessment is unfair, they may not sign after the performance interview and may file an appeal, and the relevant personnel will investigate and verify. The company received about 10 complaints in 2009, among which there were cases of revising the results of employees' performance appraisals and adjusting their performance pay for the month after verification.

Family management does not exclude the principle

Since ancient times in China, there has been a saying that "the son hides for the father, and the father hides for the son", that is, the son hides for the father, and the father hides for the son. This kind of "father and son hiding from each other" reflects deep family affection, but challenges social rules. Obviously, this kind of unprincipled "and" cannot be extended to the enterprise, otherwise it will lead to a confused management account.

Professor Cheng Zhongying, an internationally renowned Chinese philosopher, has discussed this in his book "Theory C: Chinese Management Philosophy". He believes that although Chinese-style management emphasizes humanistic management, it does not have enough grasp of the development of human resources, and often only brings into play the inferior nature of human nature, such as good face, exclusion, small circleism, and family standard. Good qualities are not put to good use.

He further pointed out: Chinese-style management based on emotion culture is facing two major crises: one is that it pays attention to emotion blindly, which goes beyond reason and law, making emotion a burden; the other is the management foundation formed by emotion. , once it can not expand to accommodate all people and things, there will be rejection and tend to be selfish and conservative and self-enclosed. This is a huge crisis for companies. Only by strengthening the cognition of "reason" under the combination of "feeling", expanding "feeling" on the basis of "reason", and making the organizational structure legal and objective on the basis of "law", can it be possible to avoid Chinese-style management. crisis.

In order to avoid the crisis, Dawu Group has implemented a private enterprise constitutional system: the group establishes "three councils", namely the Supervisory Board, the Board of Directors and the Council. The board of supervisors is mainly composed of family members and supervises the board of directors and the board of directors, but has no decision-making power, nor the power to appoint or remove the chairman and general manager; the board of directors is elected from within the enterprise and exercises decision-making power on matters such as enterprise investment, but has no power to make decisions. Interfere in specific operations; the council is composed of the top leaders of each branch in the group, implements the resolutions of the board of directors, and exercises specific management rights. This separation of powers allows people who are truly responsible and capable of the enterprise to manage the enterprise, rather than just protecting the property rights and interests of the Sun family.

Liu Baolin, founder of Jiuzhoutong, also believes that without the constraints of the system, too much human affection will overflow and get out of control. Therefore, Jiuzhou Tong implements a culture of family rules and establishes a number of supervisory agencies such as the Board of Supervisors, the Disciplinary Inspection Committee, the Legal Audit and Supervision Department, etc., supplemented by a system of rewards and punishments for employees, a system of avoiding relatives of middle and senior managers, and a ten-proof system for integrity construction. This drawback is avoided to a minimum.

Family management does not exclude the principle. On the premise of respecting employees and thinking of employees everywhere, appropriate system and process specifications will promote the operation of enterprises more effectively. Here, the premise is very important. If there is no premise of family management, then even the best system and process specification will not necessarily be effectively implemented, because this implementation depends on people. If it is said that the formulation of systems and process norms relies on a mature scientific system, then the management of people's family affection is an art that requires attention to scale. The management secrets of Chinese enterprises will exist in the organic combination of this art and science system.