8 Pairs Of Contradictions In Enterprise Management

Management is the eternal theme of an enterprise.

Management ability gives entrepreneurs the same spirit.

The success or failure of enterprises stems from

Quantification and Realization

Management is actually a manifestation of culture.

Chinese culture is extensive and profound. From the perspective of enterprise management, it is more manifested as a "realization". Between leaders and employees, between employees and employees, more "understanding" is used to convey information.

Is it quantified, accurate or well understood? The pace of life in modern society is very fast, requiring the shortest time for the other party to understand the message you want to convey, and "understanding" is lagging behind.

So we need to adjust our concepts and habits to the most accurate, precise and quantitative way.

To improve efficiency, enterprises must be quantified.

Quantification does not mean that data is quantified. Arabia figures do not mean quantification.

What is quantification? It should be that every employee can distinguish the information he needs whenever and wherever he wants.

Let me give you an example.

A MS-DOS operating system is 789 pages thick.

When we got the book, everyone burst into laughter.

What are you laughing at? Foreigners are too stupid. Such a DOS operating system needs 789 pages of books. It's too bad.

Later, I was assigned to the factory to read the book to the machine operator.

When the junior middle school graduating machine operator also learned the DOS system, I really shocked: Chinese people can write a manual to simplify, can be less, and finally no one can understand, or even do not understand.

Plan and intelligence

The plan is not a random imagination. It should be a forward-looking arrangement after the induction, analysis and summary of historical data and behavior.

We often say that "when the boat comes to the bridge, it will be natural". It will rely on intelligence and flexibility to create a plan that does not change quickly. There is no habit of planning and planning carefully. There is no habit of recording historical data in detail.

With the little information we have in mind, we can make plans for ourselves or our units tomorrow, next month and next year.

No one believed the plan over time.

Sometimes we can do it successfully, because we have brains that are better than computers.

But if we form a record of history, do not analyze, predict unplanned life and work habits in the future, we will only be able to deal with the prepared opponents with intelligence and fail.

For example, ask a salesperson what plan he has.

He said he would open up 50 users and 50 users next month.

Asking him why he made such a plan, he would say, "I think I should do so much".

Then ask him how much he did last month.

He must have said that he was too busy to record.

As a result, our leaders summed up the "wall plan", which is to make plans for the plan, which has no guiding significance for tomorrow, next month and next year's work.

Money and "Tao"

Is the real accumulation of an enterprise money? Of course, it is not money, but "Tao".

Tao Te Ching says "Dao Dao Dao, Dao Dao".

What enterprises really need to accumulate is the way and method that enterprises can master. This is what entrepreneurs really need.

It is not enough for an enterprise to get rich, but you may not be able to pay for it in 35 years.

Therefore, enterprises really need to accumulate "Tao". Without "Dao", it is difficult for our enterprises to develop orderly.

The accumulation of precise management means that enterprises need to accumulate "Tao", and should be able to let all employees speak their excellent ways at anytime and anywhere.

Moreover, these good ways and means can become the "way" of the enterprise, and this "road" must be able to enjoy at any time and anywhere and all employees, this is the real accumulation.

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A university in the United States once held a competition.

The participants included 20 students from the A area and 20 students from the B area.

Every ten persons were divided into four groups.

They are separated from each other and play the same game in different places.

The game is a swamp of 100 meters, and only ten roads in the swamp can lead to the other shore.

If you fall into the marsh, you will have to stop for five minutes and start again.

There are two forms of competition. One is that ten people cross the marsh at the same time; the other is that ten people go through the marshes one by one.

Ten people are concentrated in a room which can not see the venue. Once one arrives, another person can start the competition. The person who has finished the race can not return to the group's station and can't exchange his experience.

The result of the competition was that ten people crossed the swampy area, and the group in the A area averaged an hour and 10 minutes. The average time in the B area took one hour and 45 minutes; ten people in the marsh area, the group in A area averaged an hour and 20 minutes, and the group in the B area averaged 58 minutes.

The result is very interesting.

After understanding the four groups, we can find some problems.

At the same time, the two groups in the swamp area, A district group, are flexible and average time is shorter.

But in the two group of ten marshes, the first marsh man in the B area marked the route across the swamp. Although he spent more than two hours, he created good conditions for others. They passed the first man's mark quickly.

This game illustrates the need for teamwork, but it also illustrates the value of precise thinking: in the era of rapid development, people deal with a lot of things every day, and are very complicated. Our brains are smart enough to remember everything.

This requires us to adjust traditional habits that do not record current work, accurately record daily work and make necessary summarization and refinement, so as to make preparations for future use.

Limited and infinite

A person, a unit, a society, and resources are always limited; the meaning of work is to create the greatest value above such limited resources.

Finite theory clearly tells everyone or group not to try to define themselves in the infinite.

When we first started a company, the bosses knew very well that they were limited.

When companies become bigger and bigger, they begin to blur their limitations and feel that they have boundless abilities, and not only do they feel this way, but also the society thinks so.

The infinite symptoms are manifested in the fact that everything is daring to do, and they all think they can do it. No matter how big the matter is, they dare to cling to the situation without consulting the relevant experts. Two, it is also shown to the society that "crabs walk and tyranny"; three, investment decisions are unlimited.

Before the reform and opening up, enterprises run the society. What an enterprise has is that many enterprises are not big now, but they dare to invest and dare to do anything.

Instead of working hard on their strengths, they do better in strength, but neglect to do everything.

In fact, entrepreneurs have limited energy, limited experience, limited financial resources, limited knowledge, and so unlimited use of your limited resources.

Finite theory points out that the significance of our work is to create the greatest value with limited resources rather than trying to have more resources under impossible circumstances.

Your contribution to the society is not only to see your results, but also to see how much social resources you have. The basis of evaluation is the ratio of your results to the social resources you have.

Innovation and destruction

The current state of enterprises is in place, with less progress on the basis of yesterday and less progress on the basis of predecessors.

This is mainly due to the fact that we do not have the habit of accumulating intangible assets, nor do we have the advanced means to accumulate experience in intangible assets.

There are two measures.

The first is to use scientific and modern means to record your path in detail, so that you can get it immediately when you want it, and let it serve your future automatically and intelligently.

Second, we should pay attention to constructively and have a scientific understanding of innovation.

Innovation is the only way to promote social progress, but the concept of "breaking up an old world is innovation" is mostly a retrogression rather than an advance.

Such a concept also enables us to develop a habit of not paying attention to our predecessors, ignoring history, and being innovative.

Even this innovation is a great drain on social resources.

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Innovation should be the improvement and improvement of the existing limited resources. It is the progress of 5%.

The growth of an engineer depends more on his own efforts, and his personal efforts depend more on his clever and limited memory.

I have sampled 300 employees from five IT enterprises. The first question is: do you do your work notes? There are 218 people in the answers, accounting for 73% of the respondents.

Among them, 176 people's records maybe only he can see clearly, others can not understand.

I asked a more serious and comprehensive person whether he still kept the previous record. The answer is yes, but there is spider web in the cupboard that holds the notebook.

Again, which one is the most useful in his notebook, he immediately replied to the book he used now, because the previous one was not easy to find, and two, even if he found it, he could not understand why it was so recorded at that time.

So the progress of our engineers is slow, and we can get his promotion by clever rather than accumulating his promotion by external force.

I remember someone asking Einstein what your greatest skill is. His answer is that he can check the data.

Confucius also said that he was "saying nothing", showing yesterday's things to today's role.

Process and result

Process theory tells us that the process determines the result, and the result is the inevitable reflection of the process.

Due to social changes and uncertainties, our understanding of process theory has blurred and made the society pay a heavy price.

The impetuosity of the whole society arises, and we are constantly promoting the results, not the process.

The process emphasizes truthfulness, preciseness, standardization and research. It requires us to first find out the rules for our enterprises and work out the corresponding norms, so that employees can first do things in such a normative way. As long as we follow such norms, we can at least get the results that we have already set, rather than let the staff go to their development as long as the results are made.

The result is the inevitable outcome of our process.

The development of enterprises is the unique process for enterprises to sum up and sum up their own. This is the biggest aspect of enterprise value.

The theory of process negates the business behavior that we are eager for quick success and instant benefit. It requires us to constantly summarize and accumulate our enterprise behavior and mold our specialized process, so as to maintain our competitiveness in the future competition.

But we never advocate the process. We have always thought that people are stupid and we are smart.

But we are clever at best.

In Europe and America, the cleverness of the whole nation is simple and simple, though it is a simple way to improve the intelligence of the whole nation.

Simple management can make a great enterprise.

Open loop and closed loop

Cybernetics is that we need to keep all our actions as close as possible so that we can control the running state anytime and anywhere.

Most of our current business behaviors are open-loop and uncontrolled. It's just like people running close and blind on the main road. It's dangerous.

In the enterprise management behavior, the following phenomena often occur. Not only the president does not know the situation at the grass-roots level, but even the class leader is just giving orders, not much inspection and guidance, so the current enterprise management has become a unified arrangement, rather than arrangement, inspection and guidance.

Therefore, our enterprises always run in the blind walking state, it is very dangerous.

We always wait until things happen before we know the result, and we have little control in advance.

We are not solving the problem of opening up from the mechanism and means. Instead, we are repeating the story of yesterday.

But, "yesterday's tickets can board the passenger ship today?"

In business, people are important, but system and control are more important.

An enterprise must have a way to control all the employees in the enterprise at all times.

If the problem of enterprise management is not solved, how can an enterprise become evergreen? {page_break}

Diminishing problem

In today's world, many people are studying the executive ability.

In my opinion, weak execution is a reflection of the decline of enterprises.

Matsushita, or Toshiba, has a long and inefficient decision-making process.

This surprised me. How can such inefficient decisions produce such a highly efficient enterprise and make such a good product? Originally, the Japanese nation is a hero advocating a hero.

High level decision making is slow because of prudence, but once the decision is made at the top, the spirit of decision will quickly reach every corner of the enterprise, and every executive layer will resolutely execute it without doubt.

The spirit and content of the top decision of the enterprise has not been diminishing in the process of the pmission of the enterprise, and has been carried out and implemented 100%.

In our enterprises, the efficiency of decision making is very high. However, when the decision is carried out in the enterprise, each layer will be self centred, using "I think" to judge and view the decision of the enterprise, and pmit the part of understanding and the agreed part to the lower level.

In this way, when the top decision information reaches the grass-roots level of the enterprise, it has changed beyond recognition. Even if the grass-roots level 100% is to be executed, the final result is far from the decision intention of the top level of the enterprise.

Therefore, in order to solve the executive power of enterprises, we must solve the diminishing problems from ideology, ideas and means, and ensure that the decision-making information of enterprises is completely and completely operated at all levels of enterprises, so that our enterprises can improve their efficiency and enforce their execution.