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What Are Employees? Subordinate OR Partners

2008/8/2 16:05:00 41716

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Employees are the lifeline of an enterprise. Employees who value their employees can get huge rewards from their employees.

At the beginning of scientific management, people are merely raw materials or machines for making profits.

At that time, the fact that "people are at work" is generally ignored.

In 20s and 30s twentieth Century, the idea of "humanistic care" began to germinate.

Its proponent is Mary Folett (Mary Follett), who is called a management prophet.

The reason why she is called a prophet is because the American woman's thought is ahead of her.

At the beginning of this century, the voice of "people-oriented" came one after another. The author of Jack Lannom, the author of the best seller People Fisrt, pushed people first forward. He said: employees are not subordinates, but partners.

Lannom said that the core philosophy of enterprises has evolved into a complete pursuit of profit.

"The consequences of this philosophy of business are Enron and WorldCom.

Profits are their only ones. Morality has been left behind.

Once an enterprise loses its soul, it will gain a short-term profit with a long-term trust relationship.

In Lannom's view, employees are not machines, not cost, but the lifeline of enterprises.

Employees who take the employees first and take the first place can get huge rewards from their employees.

He put forward a new concept: purpose partners, Chinese can be expressed as "comrade", that is, like-minded partners.

Lannom's view coincides with Folett, who was more than half a century ago, and also coincides with many successful entrepreneurs.

These outstanding entrepreneurs apply the concept of purpose partners to practice and treat all employees with an attitude: attaching importance to them.

Melinka Eisch, the founder of MaryKay, has a golden rule: if you want others to treat you, you should treat others as well.

She said, "I believe everyone has the ability to accomplish some important things, so I think everyone is important.

Managers should have this view of employees. "

David Ogilvie, founder of Ogilvy, also has three secrets to success, of which second are to make you surrounded by outstanding partners, and the third is to let them do the same.

Recently, more and more enterprises regard "respect for employees" as a credo of human resource management.

They did a good job, but not enough.

Because respect is not equal to importance, as politeness is not equal to respect.

Attaching more importance to respect for employees' demands for work than respect.

Regardless of the level of work, regardless of the nature of the work, in today's employees, it is more important to realize the value of life through work than to exchange basic life support.

The realization of self worth is the higher meaning of work giving to people.

It is not so difficult to think highly of employees and regard their employees as partners.

There are three main things that leaders should do:

First of all, passion describes the vision of an enterprise and makes it a goal that all employees aspire to and are willing to work for.

This is why Welch always repeating, repeatedly and repeatedly propagating the reasons and objectives of GE concept to employees.

Second, it recognizes the work of employees and the efforts they have made.

Lannom concluded that successful leaders often say five sentences to employees: "you have done right", "thank you", "I need you", "I believe you", "I am proud of you."

These five sentences constitute the source of the strength of employees in Pyramid, and their power is increasing progressively.

Finally, let everyone participate in decisions that will have an impact on them.

Folett predicted that the resultant force and management across the entire enterprise will surely bring benefits to all.

Power is concentrated in the hands of a few, but thought is not.

Good advice and good teamwork are always good ways to inspire morale and power to break gold.

Folett has another prophecy.

She said that if leaders share power with employees, rather than above employees, they will be conducive to the development and unification of group thinking.

The rude use of authority based on obedience is harmful to employees, and can not be the basis of effective motivation management.

She believes that coordination and collaboration will bring more benefits to employees and enterprises than grade control.

Folett's prophecy is so exciting and frustrating.

For almost a century later, her prediction was only prophecy.