Business School: How Important Is Morality To Business Management?

　　 Enterprise morality This is a game, excellent for business operation. enterprise It can be well balanced. However, as a soft element, morality must be integrated into the management of enterprises so as to truly reflect its role. staff The values need two reshaping.

From a psychological point of view, a person basically has formed his own values in adolescence and is hard to change after that. But one of the difficulties that enterprises must face is that they have to find ways to rebuild their employees' values according to their moral requirements.

China is a very diverse society. The traditional and Western ideas are mixed together. Chinese people are influenced by the values of "benevolence, righteousness, courtesy, wisdom and trust" from Chinese traditional culture. At the same time, they are deeply influenced by the western thought of "freedom, equality and openness". The most typical phenomenon is that Chinese people have celebrated traditional festivals such as "Spring Festival, Dragon Boat Festival" and so on. At the same time, they also enjoy the holidays such as "Christmas and Valentine's Day". The Chinese seem to be welcome. Current

It is precisely because of the "confusion" in Chinese society and the disadvantages of China's exam oriented education that our education system has nurtured too many students with high scores and low abilities. They are impetuous, lack of responsibility and independence. They do not have the experience of hard work of the previous generation, nor have they formed the correct values and practical abilities in the social culture. Therefore, their values are not mature enough, and they are also very unstable, which requires enterprises to rebuild them for the two time.

Enterprises must tell their employees the bottom line of their morals. These are the bottom line, and also the red line, which is insurmountable.

Lenovo Group initially used "family culture" as the core of corporate culture, including "equality, innovation, learning" and many other cultural elements. But with the internationalization of Lenovo, "home culture" can no longer meet the needs of enterprise development, so this moral standard is also changing quietly.

Lenovo's big layoffs in March 2004, a dismissed employee sighed helplessly: "the company is not home." The lament was somewhat sad and the media was sensational. Liu Chuanzhi couldn't sit still and openly said, "the company's rectification can't be cold." So, in order to continue to create a family image, the dismissed employee was summoned back.

But let's think carefully about why the company is "home". The company is not a home, nor should a company be a home. In the market economy, enterprises and individuals are two relatively independent economic interests, and there is only permanent interest relationship between them, without lifelong support and trust. Therefore, advocating the company is "home" and looks warm and warm, but in fact, as a profit seeking enterprise, it can not be done at all. Why?

In fact, with the internationalization of Lenovo, its cultural demands and moral standards are changing gradually. The core of Lenovo culture is responsibility, establishing a sense of responsibility for the society, and fostering a sense of responsibility for individuals, which is the core of Lenovo culture. Liu Chuanzhi said: "Lenovo Group has been able to achieve some success. The fundamental point is that Lenovo uses the sense of responsibility of a shipowner when he is a captain. A sense of mission. " "Responsibility, commitment and credibility" is an important symbol of Lenovo's corporate culture. Liu Chuanzhi always stressed that "running a company is running people". We should persist in inculcating Lenovo culture for employees and cadres, and carry out ideological training and technical training. It requires the company's staff to do things openly and openly, to be honest and hardworking, and to earn money with integrity.

This is the remoulding process of Lenovo's values, and it is necessary and necessary.

Can character be managed, {page_break}?

No one will say that personality is not important, but the key is how to measure the character of an employee, how to incorporate the management of personality into the management system of enterprises, and how to measure, cultivate, train and correct the character.

If people who are not good enough are recruited, the more excellent they are, the greater losses they may cause to the company. Jack. Welch has a rule in management, that is, he absolutely does not need to be inconsistent with company values, even if his performance is excellent. At this point, it seems that domestic enterprises are more tolerant. The standard of employment proposed by Mengniu is "talent without morality". It seems that morality has not risen to a severe level.

More than half a century's KimRayInc. has been established in Oklahoma City. It is a manufacturer of crude oil development equipment. Its market share is as high as 50% of the global market. The secret of our success lies in chairman Tom. The corporate character training program promoted by Hill.

At first, in order to find out why the production efficiency could not be improved, he recorded the whole factory's operation, and found that many employees disappeared under the lens. It turned out that people spent a lot of time looking around for tools. Later, he decided to emphasize the importance of good character traits such as orderliness, initiative and conscientiousness through character education and training. The employees' morale was greatly improved under the influence of imperceptibly. When the original machine was installed, the time from six to eight hours was shortened to twenty-seven minutes, and the competitiveness was greatly improved.

Citibank has launched the world-renowned MA Reserve Manager talent program (ManagementAociaterogram) worldwide, which has created many political and financial elites in Asia. Citigroup fixed the top managers from the top business schools every year, and many of the top officials of Citigroup were Citigroup MA.

One thousand MBA graduates from many famous schools have been screened and eliminated by Citigroup's interviewing and written examination. They have been brushed to the remaining more than 10. These outstanding candidates who broke through the encirclement of encirclement were survived by the "final test of personality" and less than 1/3. The answers to these questions are not right or wrong. The test is just the heart of the people. The company wants to know whether the candidates' personalities and ideas fit with the corporate culture.

Business ethics and business operation, this is a game, excellent enterprises can well balance, but it is certain that if there is lack of trust and trust between people, there is no resultant force between enterprises and employees. Enterprises can not get the trust of shareholders and customers, and can not continue to operate. At present, Chinese enterprises, lacking core technology and talent, lack of brand advantage, and the impact of the financial crisis, can be described as a crisis. But at this time, enterprises need to advocate comprehensive moral management (TEM), find like-minded employees, and create stronger core competitiveness with stronger innovation.

In the past few years, a series of well-known enterprises accounting scandals, such as Enron, Merck and so on, once triggered a global upsurge in corporate governance and corporate ethics. Westerners have a saying that "good ethics is the way of management". Enterprise competition is not only a competition of strategy, technology and innovation, but the key to final success or failure lies in moral character. This is just like the Chinese saying: "victory is wisdom, victory is the best."

The pursuit of profit maximization is right.

The importance of morality seems to be too great to say. We have set up one after another "moral pacesetter", such as HP and Vanke, which are excellent enterprises. But in the media's promotion of these enterprises, these idols in our minds have given us a vivid lesson with their practical actions. Vanke's Wang Shi encountered "donation gate" when he was in the Wenchuan earthquake. Before Wang Shi joined a TV program, he explained his words and deeds again. He thought that "treating employees well and rewarding shareholders" is a social responsibility, that is, a good corporate character. {page_break}

Another famous company is more interesting. HP, the core of the culture, is "trust, respect and respect for employees", but its chairman, Dunn, has done something incredible. Dunn believed that the "ghost" appeared in the board of directors, and "three times" secretly disclosed the confidential information to the media. So she ordered the investigation, and conniving the two search companies that they were looking for to use the "fake" technology to steal home phone records from a number of HP directors and 9 journalists. The matter was later exposed by a director of HP, and Dunn stepped down.

We can not say that Wang Shi is wrong, nor can we say that HP is not good, but because the expectations of the community are too high for them to equate corporate morality with social morality. Enterprise is nothing more than playing a game between morality and interest, and the result is to find a balance.

There is no noble company, nor does it need to flaunt itself with high quality. Enterprises are not government departments, nor public welfare organizations. In the final analysis, they are organizations that seek profits. No matter how companies publicize their moral appeals, they must be able to repay shareholders and staff members with profits, otherwise they will not be able to survive. But at the same time, a large number of cases also tell us that enterprises that aim to maximize profits can not become great enterprises, nor can they become the leaders of the industry.

The ideals of the founders or leaders of a company will become the ideal of a company to some extent, and their moral standards will become the moral standard of an enterprise. But we all know that in fact, the law and system are often the same, there is no essential difference, but the effect of execution is very different, which mainly depends on the "moral level" of the executors. Of course, the moral level is a very comprehensive concept. Justice, responsibility, integrity and loyalty are all moral categories. As an enterprise manager, we need to explore how to make our entrepreneurs recognize the important role of morality in business management, how to find a balance between morality and business, and how to reach a moral consensus between enterprises and employees.

Enterprises need to abide by the moral bottom line.

The Chinese Confucian culture centered on virtue is actually a penetrating interpretation of the concept of "morality". Chinese enterprises have developed a "Sinology craze" in recent years. But the author believes that the essence of Chinese traditional culture is in the same place as the dross. Behind the "loyalty and filial piety", there are some thoughts of "suppressing humanity, suppressing innovation and the golden mean". At the same time, there are essential differences between the mainstream values of "equality, innovation and gratitude". The theory and mode of modern enterprise management basically originate from Western values and moral concepts. The governance structure, management and control mode and management method of Chinese enterprises are more about learning western enterprises. Therefore, it is very important to learn and absorb western culture. When we talk about business ethics, we can not equate business ethics with social morality. As an economic organization, the pursuit of profit maximization is understandable. Enterprises' morality mainly embodies the sense of social responsibility of enterprises, which is limited and conditional. But as a social morality, it is the "true goodness and beauty" of human nature that is boundless and unconditional from the perspective of human nature.

Nowadays, a wave of "Sinology" is expected to become a form. To say that China's "history collection" is a lot of books, Sun Tzu's art of war is a must read book for the students of West Point. China also has "half of the Analects of Confucius" governing the world, and so on. Disciple rule is a classic book of Confucianism. Recently, many enterprises are learning, and I have also met many bosses. They all hope to guide their employees to form "loyalty and dedication" through the study and propaganda of Chinese traditional culture. Such phenomenon as "disciple rule" has been sought after in enterprises, which can be said that Chinese entrepreneurs are paying more and more attention to "morality". But as I have talked with many business owners, is the owner of the business studying himself, and whether he is personally speaking about whether the operation and management of the enterprise is really following the requirements of "disciple rules"? When these questions are asked, many employers reply, "there is no time and no way to do it". Then I doubt that many enterprises carry out this kind of moral education's original intention, so that their employees can become "good workers who know books and make good sense". Of course, they can be easily managed. But if they are not the leaders and leaders who take the lead in learning and set an example, I think it is very difficult for enterprises to really establish moral standards. {page_break}

At the same time, we must consider that the competition of enterprises is fierce. In the face of profits, sometimes "morality" will become vulnerable. The moral standards of enterprises are not to pursue perfection and nobility, but to adhere to the bottom line, such as "honesty and respect for customers". If we can do well these core standards, it will be very good. But if an enterprise does not have its own moral bottom line, it will easily lose its position and make some violation of the "morality" advocated by itself, so the so-called enterprise morality is nothing but a beautiful soap bubble.

In short, the corporate ethics we advocate must be rooted in the hearts of top managers of enterprises and become the creed they abide by. Therefore, they will actively pursue and guide business management. With high-level support and leading by example, we should consider how to integrate "morality" into the management practice of enterprises. We believe that morality, as a soft element, must be integrated into the management of enterprises, so as to truly reflect its role.