Management Enlightenment Of KFC And SONY

Kentucky's international has more than 60 subsidiaries in more than 9900 countries.

Once, Shanghai KFC limited received 3 appraisal papers sent by its head office to the work of the Bund fast food restaurant.

These "special customers" have no shadow, no trace, which makes the fast food restaurant.

Many enterprises, employees and bosses often fight guerrilla warfare.

When the boss was there, he put on a mold and acted as if he were a more competent employee. When the boss left his feet, the people below were making havoc in the office.

Many bosses will kill a return gun at this time. Hey, just caught it.

However, this is not a long-term solution. The boss does not have much energy to play guerrilla warfare with his employees, mainly because of the establishment of the system.

If a well-established system is established to enable employees to realize that they should always work hard at all times, the employees below will not be idle.

It is easy for a man to do a self-examination, but it is difficult to reflect on himself at all times. He always gives himself a little pressure and a reminder.

Company managers need to act as a reminder, giving them a little bit of pressure and motivation to keep their employees enterprising.

The greatest test of a manager is not the effectiveness of the manager, but the limitation of the time when the manager is away.

{page_break}

SONY's internal job hopping

One evening, Akio Morita, chairman of SONY, went into the staff dining room to have meals and chat with employees.

He has been keeping this habit for many years, so as to train his employees' sense of cooperation and good relations with them.

On that day, Akio Morita suddenly found a young worker unhappy and full of worries, who had no appetite to eat.

So Akio Morita took the initiative to sit opposite the employee and talk with him.

After a few drinks, the employee finally said, "I graduated from University of Tokyo, and I had a very well paid job.

Before entering SONY, he was crazy about Sony Corp.

At that time, I thought I was the best choice in my life to enter SONY.

But now I find that I am not working for SONY, but for the manager.

Frankly speaking, my section chief is an incompetent person. What's more sad is that all my actions and suggestions have been approved by the section chief.

My own little invention and improvement, the section chief not only does not support, does not explain, but also sarcastically, I rely on toad to eat swan meat, ambitious.

For me, this class is SONY.

I was very discouraged and frustrated.

This is SONY? This is my SONY. I have to give up that good job to come to this place! "

Akio Morita was shocked by this remark. He thought that there were many similar problems in the company's internal staff. Managers should be concerned about their distress, understand their situation, and not block their upward mobility, so they came up with the idea of reforming the personnel management system.

Since then, Sony Corp has launched an internal tabloid every week to publish "advertisement for people seeking" in various departments of the company. Employees can freely and secretly apply for jobs, and their superiors have no right to stop them.

In addition, SONY has changed its work every two years in principle, especially for those energetic, energetic people who are not willing to wait passively for their work but to give them the opportunity to give them the initiative.

After the internal recruitment system is implemented in Sony Corp, most of the competent people can find jobs that are more desirable to them, and the human resources department can find the problems of the "outflow" talents.

This kind of "internal job hopping" type of talent flow is to create a sustainable development opportunity for talents.

In a unit or department, if an ordinary employee is not satisfied with the work he is doing, he thinks that another job in his unit or department is more suitable for himself, and it is not easy to change it.

Many people can only do their best when they are doing very well, so that their superiors feel that they need to change jobs for him.

When employees are often disappointed in their aspirations, their enthusiasm for work will be significantly suppressed, which is a great loss to employers and staff themselves.

For a unit, if you really want to employ someone, don't worry that the staff will pick three or four of the job.

As long as they can do well, let them fight.

The more people we argue, the better we believe.

For those remaining employees who do not have the ability to snatch the posts that they think are suitable and do not work well, they may be allowed to be laid off or laid off.

Sony Corp's internal job hopping system is such that most capable employees can find jobs that are more satisfactory to them. Those who are unable to participate in various recruitment will become the object of concern of the personnel department, and the personnel department can also find out the problems of some subordinates with frequent "outflow" superiors, so as to take timely countermeasures to remedy them.

In this way, the enthusiasm of staff at all levels of the company has been mobilized.

When every cadre and worker is moving towards the goal of "doing what he most wants to do and making good use of the most wanted talents in this department", the benefits of personnel management in the enterprise will be brought to the extreme.