Business Management With Famous Entrepreneurs

enterprise

Why should we advocate "walk around management"?

Because walking around can detect problems! But walking around will find problems? No! Walking around can't find all the problems! Or, walking around can only find surface problems. Only by actively communicating with subordinates can we discover deep-seated problems and key problems. So, the topic of corporate training lecturer Tan Xiaofang today is "walking around management".

"Walking management" is not something new to us in China.

It is advocated that the intellectuals "become masters of the workers", and the staff members of the departments are stained with oil pollution in the workshop, which is similar to the western "walking management".

In the socialist market economy, the backs of chairs can be motionless, but the inertia of a cup of tea, a cigarette, and a newspaper for a long time can not be moved.

Dulake, a management guru, said in a 1990 article "Manageby Walking Around-Outside!": "about 40 years ago, I first suggested that high level" walk around ", that is, walking out of the office to talk with others in the company.

At that time, this is the right proposal. It is wrong to do so now. It is a waste of the most scarce resources of managers.

Because now we know how to upload information in the organization.

Relying on walking management can make managers feel false sense of security: it makes them believe that they have information, but in fact they only know what subordinates want them to hear.

Now the correct advice is that managers should walk outside.

The so-called "go out" is to go to the company's customers, to the suppliers, to the investors, to the government, even to the competitors, and to have the will and courage to go abroad.

In Dulake's view, American Sloan (AlfredP.Sloan) could build GM into the world's first automobile manufacturing company in the 20s and 30s of last century.

When Toko Toshio, a famous Japanese entrepreneur, took over Toshiba electric appliances, he changed his predecessor's management methods and insisted on greeting his employees at work every day. He communicated face-to-face with the employees in the production line and listened to their opinions and suggestions. After work, he often had meals with his employees, gossiping about his family and caring for the staff's necessities of life.

For a long time, Toko Toshio could name all the employees.

The staff were very moved and the morale was strong. Toshiba electric quickly went out of the predicament and entered a new stage of development.

Zhuge evergreen: walking management, the image of president is deeply rooted in the hearts of the people, so that grass-roots staff feel cordial.

Toko Toshio's secret to success is "walk around management", that is, leaders go to the front line of sales, go to suppliers, go to investors, and even go to competitors.

Wahaha's Zong Qinghou walked around the market more than 200 days a year and visited dealers. This year, Lenovo Yang Yuanqing, who had just been restricted by growth bottlenecks, also visited Yang Yuanqing frequently. Liang Qingde's "de uncle Wan Li Xing" was also passed on as a good example.

Zhang Ruimin should also be a typical representative of Chinese business leaders in the management of walking around.

Zhuge Changqing: the biggest advantage of the president's "walking management" is that.

Knowing first-hand information, President Mao Zedong once said that without investigation, there would be no right to speak.

In short, walking management is the only way for domestic enterprises to improve their business management system and make them bigger and stronger.