Two Or Three Tips For Employees To Be Interested In Enterprises

In reality, most enterprise The main reason why leaders are keen on corporate culture is to think that corporate culture can be used to "educate employees" and increase staff cohesion, centripetal force and loyalty. Its basic theoretical basis is that the system can not manage enterprises. Operation and management In every aspect, only culture can enable employees to work consciously.

The theory "looks beautiful." But at the same time, we also know that many enterprises "have done" such cultural construction, but failed to achieve the desired goals. The reason may be in the "process" and the method -- that is, how to let employees feel the heart of the enterprise work problems.

In the classroom, I talked about a case study of an enterprise, and talked about the employees' dissatisfaction and change expectations about many problems of enterprise management, which is a good breakthrough point for corporate culture construction. After the class, chatting with the students, while most of them agreed, two students put forward different points of view. A person thinks that the employees at the grass-roots level are the ones who work. management system It is difficult to have a correct evaluation, and for most people, you will complain about how you adjust the policy. Another person also believes that the quality and ability of the grass roots employees determine their status in the enterprise and should not "ignore their heads".

It should be admitted that the views of the two business leaders have a large market in reality. At the same time, we can also confirm that in such a basically disregard of employees' feelings, how to build culture and educate employees is useless. So how should we treat employees in business management so that they can be "interested in enterprises"? Let's see how the company did 100 years ago.

Terence Deal and Alan Kennedy in his famous "corporate culture: etiquette and ritual in corporate life" mentioned the construction of P & G's values system, one of which is to make employees interested in our company.

At the end of the 1880s, when Procter & Gamble business was booming, William Procter raised the question of how to make the employees of Procter & Gamble not only work efficiently but also be loyal to their company. How can they reflect the responsibility of the company to their members? In order to find out the daily work of the employees and the true feelings of the enterprises, William Procter made an ordinary worker in the grass-roots workshop in 1883, loading and unloading the mixed soap with the workers. He did this job not to pretend to show others, but to work like a real worker, sitting on the floor and talking with workers for lunch. Through this experience, William Procter had the most direct understanding of Procter and gamble workers' real thoughts and concerns, and laid the foundation for their unremitting efforts to improve their labour relations. Now let's see what William Procter has done to make employees interested in our company:

First, reduce working hours. In 1884, William Procter proposed a more radical plan for employees to take paid leave on Saturday afternoon, but failed because of the relatively tense labor relations at that time. Until more than 20 years later, in 1918, he finally reduced his working hours from 10 hours per day to 8 hours.

Second, share profits. William Procter believes that sharing profits with employees may make P & G workers more loyal and respectful to the company. However, the profit sharing plan he implemented since then did not achieve productivity growth and employee loyalty to the enterprise, because the workers only regarded their money as an extra income. Until 1903, he put forward a plan to share profits and buy shares of the company. Workers invest $1 each, and the company gives a share of 1 dollars until the amount reaches the annual salary of the worker. This scheme has been more successful and the staff's sense of "master" has doubled. William Procter also strengthened the confidence to continue to develop two-way communication channels between managers and workers.

Third, employees participate in management decisions. In 1918, Procter & Gamble carried out the staff Council plan and provided a factory representative seat to each factory in the Procter & Gamble board of the Procter & Gamble Company.

Fourth, the long-term employment system. At the beginning of twentieth Century, William Prock arranged for a long term employment system to eliminate workers' job instability. During the subsequent economic depression, P & G did not cut off any of its employees.

P & G's case of value creation tells us that singing and dancing and carrying out "big flickering" education and training only in the process of enterprise culture construction, instead of going deep into the specific management process to solve real problems, can not make employees interested in enterprises.

Perhaps you would say that P & G is a foreign enterprise and our culture is different from them. This case does not count. Well, we can see how the Chinese do it. I have always believed that the process of developing and expanding the Chinese revolutionary organization is a good example of organizational culture construction. During the agrarian revolution, Mao Zedong put forward the method of "using land revolution to mobilize farmers":

One is to see the visible material benefits for the peasants. Mao Zedong said, "all empty words are useless. We must give the people visible welfare benefits." To win the revolution, we must lead the peasants' land struggle, divide the land into the peasants, and the masses will support us. We should regard the revolution as their life and regard the revolution as a banner without their glory.

The two is to place an important position in caring for the peasants' lives. Mao said, "the Soviet Union is the organizer of the masses' life. Only the Soviet Union exhausted all its efforts to solve the problems of the masses, and improved the lives of the masses, and achieved the masses' belief in the Soviet Union, so that the masses could join the Red Army and help the war." In the course of action, including the confiscation of the wealth of the local tyrants and evil gentry and the abolition of all kinds of exorbitant taxes and levies, they have gained the trust of the vast number of peasants.

Three, let farmers self management, farmers' demand for economic interests, will inevitably lead to the desire for political rights, equality of political status is not only a prerequisite for farmers' equal economic status, and the acquisition of political power is a powerful guarantee for farmers to realize their economic interests.

The four is to educate the peasants with a good image of the army. In the revolutionary practice, the Red Army broke the Kuomintang's negative propaganda with the good image of "three disciplines and six points of attention", and the peasants applaud: the Red Army is the people's army who sincerely fight for the masses and sincerely.

Comparing William Procter and Mao Zedong, it seems a little "nonsense". However, the actions of these two outstanding managers prove that Drucker, the father of management, said: "too many management experts regard efficiency as the lifeline of an enterprise and fall into the mire of rationalism, and superstition centralism and control from top to bottom. But human diversity and pursuit of freedom are natural. The purpose of enterprises and organizations is to provide an institutional framework for every ordinary employee to do extraordinary things. "

Besides, aside from the efficiency of the organization, as a conscientious entrepreneur, it is also a key point for employees to be interested in the business. In his masterpiece, "93 years", Hugo, the great writer, said, "above all the problems of the throne and above the revolution, there are also boundless benevolence of the people, as well as the protection responsibilities of the strong to the weak, the responsibility of the safe people to the victims, and the old people's love for all the children."

In the transitional period of China, Hugo's "warning signs" are precious to business leaders who are addicted to short-term efficiency and profits.