Qiao Chunyang: Human Nature Management Is In Line With Social Development.

1 establish a management concept that is consistent with human nature.

Brand is co operated by all the staff.

Man is the most active factor in organization, and plays a dominant role in all activities of an organization. It is the fundamental reason for the survival and the rise and fall of brands.

In the current trend of brand management towards teamwork, human nature management is a bridge of internal unity and communication.

If the organization regards employees as partners in the same boat, it will form the value of personal life.

The basic law of HUAWEI Shenzhen puts forward the company's basic assumptions about human nature, which fully reflects the company's lofty expectations for people's attention, trust and goodwill.

They believe that: (1) most of the employees of HUAWEI are willing to be responsible and willing to cooperate. They are highly self esteem and have strong desire for achievement. Second, they are not perfect, but their advantages are often obvious. Thirdly, their work attitude and work ability should be reflected in the improvement of their work performance. 4. Failure can lead to success, but it is unforgivable to make the same mistake again.

This assumption is the best way of respectful and the biggest permission for HUAWEI employees. It is also the important foundation for enterprises to establish the people-oriented management concept and realize the self value of employees.

Some rationalistic views in modern West emphasize rational factors, quantitative and scientific methods, absorb the contents of natural science such as mathematics and computer science, make management techniques and means more scientific, and standardize cost accounting, profit calculation and all kinds of assets appraisal. But they neglect the dominant position of human beings in management, thus leading to the low enthusiasm and low efficiency of enterprises in the United States and other countries.

Japanese enterprises have different understanding of the relationship between subject and object in human nature management, and their management behavior and efficiency are quite different.

Japanese enterprises regard workers as partners, and American enterprises regard their employees as "rivals", which will inevitably lead to different management culture and institutional culture.

2. create a suitable working environment for humanity.

It is important to create a good working environment for people to manage.

Increasingly becoming the mainstream of brand management and flexible management of new characteristics, it is a form of practice of human management and a basic way to create a suitable working environment for humanity.

Flexible management emphasizes emotional management, democratic management, enterprise culture and human resources development. It emphasizes flexibility of organization, flexibility of decision-making and flexibility of marketing.

Flexible management encourages employees to take part in brand management, extensively carry out mass technological innovation activities, care for employees' lives, abolish old rules and regulations, attach importance to health care, carry out informal activities, trust employees and enhance communication, thus building a good working environment.

Southwestern Airlines president Huber Keller is very good at dealing with people. He created a very harmonious and harmonious atmosphere inside Southwest Airlines.

Keiler strongly opposed the practice of recruiting workers in the busy season and dismissing employees in the off-season.

He believes that if this is done, employees will feel insecure and loyal.

Southwest Airlines are staffed on a low season basis, and once the peak season comes, all employees will work overtime without complaining.

Air hostesses and even pilots help the ground crew clean the engine room in Southwest Airlines.

Keiler can call the names of many of his staff, and his subordinates also call him "Uncle Huber" or "herb" kindly.

Inside the company, Keller will hold a gathering every week to enhance communication between staff and upper and lower levels.

Keiler also asked the flight attendants to use their brains to organize more activities on the plane, such as organizing some competitions to see who laughs longest and sending messages through sign language, and in the process of pmission, people often laugh.

These activities make a relaxed and pleasant atmosphere in the Southwest Airlines flight.

And in those luxurious passenger aircraft cabin where carpet carpet, waiter is polite and passengers are sitting in a tight seat, passengers feel more reserved than casual.

A captain of Southwest Airlines said: the Huber type joke has great appeal, and every crew member is happy for his work. The outstanding performance will make the passengers fall in love with our flight.

3. cultivate and satisfy the development of human nature.

In twentieth Century, management used the "roof theory". Employees went to work in the company, paid the company's salaries, and the company sheltered their employees. As long as employees could contribute to the company, their personal development did not develop or how much progress they could develop.

Twenty-first Century is different. The relationship between employees and organizations has become a "soil" relationship. The company has many resources to irrigate the soil, and all employees grow naturally in this soil and receive long winded and windy hours. This is the "soil theory".

Development is the basic need of human beings and the instinct of human nature.

As Maslow said, "we can see from human nature.

Human beings are always seeking a fuller self and pursuing a more perfect self actualization.

From a natural science point of view, this is the same as an oak tree's urgent desire to grow into oak trees.

Employees provide endless energy for the development of enterprises, and enterprises should cultivate fertile soil for their growth.

TCL advocates "creating opportunities for employees" and realizes a positive interaction of human nature management, such as "creating opportunities through development, drawing talents by chance, creating greater opportunities with talents, forming more opportunities".

Through such a personnel mechanism, you can retain excellent talents and realize the rapid development of enterprises through the "you can turn up many big stages".

Zhang Ruimin, President of Haier, believes that "the real core competitiveness of enterprises is in the organization, not in products and technology".

Only when people have the core competitiveness will they produce competitive products and technologies. The competitiveness of products and technology is the external embodiment of human competitiveness. Only when every employee realizes internationalization can the brand be internationalized.

An important reason for the strong brand of GE is the meticulous training of talents.

In this regard, Welch's determination and efforts are beyond the ordinary imagination.

The company has a business development institute, which can be regarded as a business school.

The company grants approximately $1 billion annually to the Institute, which is up to 10 thousand annually, from senior managers to new managers.

Welch listened directly to the Institute's report and worked out a research plan with the Institute.

Not only that, he also served as lecturer once a month, giving lectures directly to everyone.

These are the human nature management that we often talk about. Only human nature management can make the soil of the company grow stronger trees.