Management Of The New Generation Of Employees

The parents of the new generation of parents are totally different from the parents of the old generation. The traditional "father is the son" has long had no place to live. In this case, the leader should play the role of the elder brother.

The intergenerational conflict originates from the inequality of intergenerational relations. Intergenerational harmony first requires that the youth should give the discourse space from the system and culture to the young people, and turn the relationship between the two generations from control, competition and alienation to communication, dialogue and cooperation.

In the Chinese business community, if the old ideas and frameworks fail to withdraw from the mainstream discourse, they will hinder the construction of new management culture.

What is the old order? Professor Yang Bin, director of the leadership research center of Tsinghua Institute of economics and management, generalizes the Chinese mode of management into nine aspects: spirit, strategy, leader, organization, culture, environment, innovation, marketing, and camp.

This is the secret of success for Chinese enterprises in the past thirty years. The question is how to move towards the future.

The sense of subjectivity and independence of the new generation are attracting keen attention to new leadership.

However, traditional concepts and methods still have great inertia.

In the past 30 years, China's special national conditions and patterns have determined that leading enterprises have very strong rights and denaturation, and management philosophy is permeated with practicality, practice and implementation.

The furniture business of the previous generation has a strong sense of mission. It can be seen from the name of ZTE, HUAWEI and patriots.

The enterprise itself also displays a strong "family" color. This family is not a happy one, but a young and strong parent.

"SHUTER, Li Wei, Shi en, the past leaders want to let employees willingly follow, we must do well these three.

This is not in the western leadership model.

Professor Yang Bin explained: SHUTER stresses that leaders should show greater personal virtue and integrity, instead of emphasizing professional ethics only in the West. Li Wei stresses the absoluteness and challenge of leadership authority, and that leaders should dare to admit mistakes, but they can not always admit mistakes. Otherwise, they will damage prestige.

The survey by Zhaopin also confirms this point.

The post-80 / 90 employees want their supervisors to be mentors and help them with their work.

Second, working partners can be treated equally in work relationships and respected by leaders.

Wise, knowledgeable dolphin leaders are most popular with employees, and hands-on honeybee leaders are in the last few places.

For the leaders of the new generation, the requirements of private morality were relaxed, but the traditional Li Wei began to be replaced by enchantment, emphasizing soft power and informal authority.

The part of charity is still emphasized, but it has been changed from one way to the next. It has become a two-way reciprocity. The demand has become more and more multidimensional. The single incentive (such as money, honor and position) has begun to slide.

At the same time, the importance of shared vision is increasing. Today's leaders emphasize the sense of direction more than ever before.

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Values of new managers

It is the most important leadership in history and the most lack of leadership.

The emerging managers of the new generation seem to have made certain preparations for the new leadership in terms of values.

Honor and mission, idealism and heroism, power and responsibility are equivalent, replacing national spirit, struggle spirit and collectivism as the values universally recognized by the new generation leaders.

In addition, female leaders (including entrepreneurs, two generation and senior managers) regard perseverance and tenacity as belief values, while the two generation generally regards loyalty as the most important moral value.

At the same time, many interviewees talked about instrumental rationality, and some interviewed even elevated it to the height of values. It seems that "how to do" is more important than "what to do".

Stratification of pitional generation

At present, the new leadership has not yet been fully formed, but the three important characteristics have reached a consensus to some extent: vision is more important than control, equality is more important than authority, and authorization is more important than order.

As Bai Lixin, chief consultant of IBM (China) operation strategy concluded, "the core element of the new generation leadership is to arouse the enthusiasm and creativity of our peers, and stimulate the collectivism based on the full development of personality, and the foundation of realization is sincerity."

I said after 85.

Fu Xiaogang: I am 85 years old, and now I am a deputy general in a subsidiary of a group. We have a turnover of more than 1 billion a year, with more than 200 people and 80% who have highly educated post-80s. I think the value of Post-80's is quite distinct. There are three main values in work: one is to pursue happiness, two is to pursue self realization, the other is to gain recognition and respect from others, especially those who care about themselves.

Times have changed.

Liu Chuanzhi, Ren Zhengfei and Zhang Ruimin, these Chinese Godfather entrepreneurs are disappearing in the eyes of the new generation. Although they still have their respect, they are seldom cited as direct models.

Another notable thing is that entrepreneurs of new generation generally have a clear distinction between entrepreneurs and businessmen.