No Command At All Times.

The day before yesterday, the director of human resources of a company asked me for the structure design of their enterprises. After carefully analyzing the organizational structure of the enterprise, I made nine concrete suggestions, and finally stressed:

A good structure arrangement should be simple, concise and clear.

Flatness can not be done without tightening up, but responsibilities must be made clear. Otherwise, employees will be asked to work as labyrinth, and efficiency will be greatly reduced.

Remember that a subordinate can only be a reasonable management. Violating this basic principle is bound to create contradictions and confusion.

It happens that there is a large supermarket open in the community today. Madam said, you have served several retail businesses, you should go to experience and see, although there is nothing to buy, the right to leisure and sightseeing can be done.

I never liked to join in the fun. When I heard this, I immediately agreed to go.

Maybe the supermarket propaganda work is done well, plus today is Saturday, there is a long queue outside the supermarket.

We went up to the two floor and turned around, and found that everything with special items was crowded with customers.

Madam only squeezed in and bought a Durian, she decided to go downstairs and pay the bill.

First, many people, and secondly, the possibility of new business. We didn't find the downstairs at the first time, and then we asked the salesmen to find out the direction.

A lot of people arrived earlier than us, and there was a long queue at the elevator.

When we finally got on the elevator, the elevator stopped suddenly.

At this time, only the security guard in the middle of the elevator said, "the elevator is out of order. Do not move."

Because it is a ramp elevator with skid protection, the cart is really inconvenient to carry out, but there is no inconvenience for empty handed people to go down.

A customer said, "why can't we go?

Empty handed people can go. "

Slowly people began to walk.

Similar to empty handed, I started to go down.

At this time, I heard the following people shouting, "don't come down, wait until the elevator is repaired and come down again."

Maybe he said that the people on the top of the building should not come down for the time being.

As someone continued to walk down, someone stopped and stood in the middle of the elevator.

I quickened my pace and walked down.

The elevator door is already standing with an employee with a kit. It should be to repair the elevator, but he can not start. He can only anxiously look at the people on the elevator.

I visited people standing on both sides of the elevator. I found a man in a supermarket suit looking anxiously. I suggested to him, "you should stop the crowd above and clear the crowd on the elevator so that you can repair it."

He heard repeatedly nodding his head and said that he would get in touch with the walkie talkie later.

They quickly evacuated the crowd in the elevator according to my way, and after ten minutes, the elevator resumed its operation.

Because it was the first day of operation, the security guards were normal in the face of the sudden stoppage of the elevator, but as a manager, it was very abnormal at this time.

When crowds are crowded, improper handling is always possible.

A few years ago, a supermarket opened in Guangzhou on the first day because of customer crowding.

Supermarkets should have a preventive plan for sudden power failure or sudden failure of the elevator.

The more we are in an emergency, the more we must abide by one principle.

Long command is bound to cause confusion. Some people hear an instruction, while others hear another instruction. Two different orders can only aggravate people's panic and blindness. This is how many groups stampede.

In such emergencies, it is easy to see the drawbacks of multi command. Then, in our usual management, is long command not such a hazard?

Although the form of expression is not very prominent, in fact, the harm is the same.

Long command can not be subordinated to subordinates, can only weaken the executive power, affect employee morale, and management will also be mutual suspicion, contradictions intensified.

Over time, the financial and material resources of enterprises will be destroyed by internal friction. It is difficult to say that development is not sustainable.

This is not alarmist, and many companies that fail because of competition for power and profit are not the result of long command.

It is not only the iron rule of management but also the basic principle of organization design at any time.