How To Manage Humanized Dealers Well

about Distributor The current situation of management believes that the vast majority of dealers are still in a relatively primitive stage. Basically, they are making decisions on the brain, command management, and casual employment, and can not reach the scale dealers. enterprise The degree of standardization and corporatization management implemented. But without management, it is absolutely impossible. Small and medium-sized distributors are obviously not enough to rely on institutionalized management. Therefore, the author believes that for small and medium-sized distributors, the humanized management should be promoted as the main means of enterprise management, and institutionalized management should gradually play the leading role as a gradual and auxiliary management tool.

　　 What is humanized management?

The author thinks that humanization Administration It is a management mode of people-oriented, through the respect of human nature, to meet the needs of employees, in order to stimulate and mobilize the potential of employees, so as to achieve better goals. For dealers, it is to abandon the past result oriented extensive management mode, and change the humanized management driven by the internal driving force. Through the real people as the most fundamental element of the development of enterprises, we can achieve a healthy management mode for the common development of enterprises and employees. Humanization is not equal to humanization. Humanization is based on institutionalization of a supplement and sublimation, and humanization is based on family ties, friendship and so on, lacks the foundation of management, and can not be implemented as a way of management.

　 Why should we carry out humanized management?

1, in line with Chinese cultural tradition. China's thousands of years of family cultural tradition determines that the internal staff management in China can not be simply institutionalized management. It must be institutionalized management on the basis of family culture. As a distributor, the enterprises are small in scale, weak in strength and less attractive. Under such circumstances, the importance of humanized management is accords with China's national conditions and dealers' own conditions under the premise of institutionalized management.

2, is conducive to motivating employees' potential. A prominent problem in dealership management is that many things are standardized, but employees are rigid. Many people are "fake positive" behind the surface. Behind them are "really negative", "when a monk hits a clock", they do not work hard and fail to work, resulting in low efficiency and poor execution of staff, resulting in some systems becoming mere formality. And through humanized management, we can fully tap the needs of employees, while meeting their needs, maximize their potential and be able to go all the way to the future.

3, dealers need to be kept. When training many enterprises distributors, I heard that they reflected the most is the difficulty of selecting and retaining, and even some dealers think that sometimes there is a high salary, but still can not retain some core employees. In fact, this shows a problem. Among the many factors that leave people, salary is only one of them, but it is by no means the most decisive one. To give maximum human communication and support through humanistic care is perhaps a magic weapon for people to stay.

4, the need to be stronger and bigger. The development of any dealer enterprise, like the manufacturing industry, needs to build a strong team. The team should have the following characteristics: first, it can keep consistent with the enterprise from beginning to end; two, it has a higher loyalty; the three is to develop the spirit of the master, to regard the business as a matter of its own, and to share the honor and disgrace with the enterprise. And to achieve the above points, humanized management is essential.

　 As a distributor, how can we carry out humanized management better?

1, regard employees as the "first customers" of enterprises. There are many discordant phenomena in the process of managing employees by distributors. For example, the boss takes his employees as "private property" and drives them at will. They believe that they should pay their own money to hire them. They should take all actions to listen to the command. Therefore, some rude management methods such as a little dissatisfaction, reprimand, and scolding, have appeared, resulting in employees' gloomy mood and lack of sense of belonging to the enterprise. In fact, dealers should regard their employees as their "first customers", as well as downstream customers, and do all their material and spiritual support for their work. Only in this way can dealers' bosses recognize the core values of employees from their bones, so that they can treat their staff well and make their careers better and faster. The Rosen and Bruce travel company of the United States tried to humanized management, put forward the slogan of "employee first, customer second", and identified it as the aim of the enterprise to put it into practice. This center made the company enter the ranks of the world's three largest tourism companies in less than ten years.

2, the system should be built on the basis of humanization. The establishment of the system itself is to establish a norm and constraint so that employees know what is in line with the requirements of the enterprise and what is in violation of the provisions of the enterprise. The establishment of management rules is aimed at "unruly people", in order to prepare for the rainy day, in order to "punish before and after, save lives", but it is not punished for punishment, so that everyone can abide by the rules. Based on this starting point, dealers can adopt a more humane and more acceptable way to implement their own management when establishing "laws and regulations". For example, for employees who are slightly offended, such as being late, leaving early or not having enough discipline, they can take a ticket, but not immediately punish, and give a certain test time. For example, a week, a half month or even a month, if the violation of the company's system is not continued, the original penalty will be abolished, and if it violates the rules again, it will be punished together for the two time. It embodies the humanized side and gives employees a chance to make mistakes and correct themselves. For example, some dealers, after fining the employees who made mistakes, fined the establishment of the "progressive growth fund", rewarded those who followed the rules and regulations, or fined the funds for staff gatherings.

3, treat every employee equally. Many dealers' employees are basically from relatives and friends during the start-up period. With the continuous development of enterprises, some "outsiders" have begun to join in slowly. However, many dealers' bosses are not equal to these two categories of employees. There are different remuneration for the same workers. Their own "outsiders" are treated differently in the enterprise rules and regulations: they make mistakes in their own relatives and friends, and understatement. Since ancient times, the Chinese people have been paying attention to "no matter how little they are, or how uneven they are". They can not treat employees equally. They will inevitably lead to disputes between "straight line" and "non direct line". They will inevitably make some employees who are unfair to their hearts resentment, so that they can break away from their hearts, or secretly make bad decisions. Dealers treat employees equally, including two meanings: one is equal pay for equal work and the other is treatment. The two is equality before the system. "The prince is guilty of breaking the law and committing crimes with the common people", no matter who is, should be equal before the system.

4, full respect for employees. Respect is to make subordinates live with dignity in personality. But in reality management, some dealers boss often "staff as livestock", the employees seem to be sold to the boss, everything is the boss has the final say. These are all manifestations of insufficient respect. Respect for employees includes: first, to regard people as human beings. Employees are alive, thoughtful, and have the right to do things according to their own ideas and wishes. Therefore, dealers must take their employees as resources to develop and mobilize them, so they must give them room to think and speak. The two is information sharing. Let the enterprise's policies and policies be informed of the relative personnel under the premise of relative secrecy, let them know where the enterprise comes from, where to go, what the strategy of the enterprise is, what the long, medium and short term plans are, what's the plan and strategy of the enterprise, and the operation of the enterprise, etc., this is not only a manifestation of respect, but also easy to establish the trust relationship between the boss and its subordinates, so as to "kill the bosom friend" and work harder. The three is to encourage creativity. The real wisdom is in the folk, everyone is a creative genius, the key is whether the boss can inspire them. The dealer boss can not rely on repression, but should rely on incentives and other means to encourage employees to boldly innovate and try, so as to form their own unique core competitive advantage.

5, timely recognition and motivation. Nothing is more pleasant than getting approval from others. Therefore, as a dealer boss, we should give timely recognition and encouragement to subordinates who have a little progress. At the same time, we should encourage all excellent employees to participate in politics and politics through various forms, such as staff congress and management expansion conference. This humanized means will make employees feel grateful and more motivated. Of course, as a dealer boss, we need more material and spiritual incentives for our employees. At the material level, it is necessary to give more challenging salaries, which can embody high standards and high demands, prompt employees to grow and progress faster, and do not commit the mistake of "wanting horses to run fast but not to eat horses". At the spiritual level, it is necessary to enhance staff's sense of responsibility by setting up the service wage, promotion and reuse and gradual decentralization. At the same time, if the dealer boss wants to better retain core employees, he can also create a "everyone" enterprise through the way of employee stock ownership, so as to fully mobilize the initiative of the staff. For example, the WAL-MART company that has won the first prize in the world's top 500 in recent years is through the way of full shareholding to stimulate everyone's enthusiasm for work and achieve brilliant results. I once went to Xinjiang to lecture, and I learned about such a global brand network in the exchange of trainees case: a dealer boss who owns seven stores, by dividing the net profit of 30% to the core staff every year, and placing shares for management, as a good means of humanized management and encouragement, to ensure the steady and rapid development of enterprises.

Of course, the humanized management also includes: dealers should provide various types of employees with various opportunities for growth and development, and build a win-win strategy for enterprises and employees, help employees formulate career planning in the enterprise, and give employees more charity, understanding and support.

Humanized management and institutionalized management go hand in hand. It is the two aspect of a thing. As a dealer boss, only by realizing the importance of humanized management, and as an important means to enhance the core competitiveness of enterprises, can dealers be able to "win the hearts of the people", so that they can share the same fate with their employees and fight with each other, so that they can stand out in the increasingly fierce market competition and continue to achieve greater success.