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How To Manage Competent But Disobedient Employees?

2013/9/26 14:37:00 111

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Peter Drucker said: "making labour workers productive is the management problem to be solved in the last century. To let knowledge workers have productive forces is the management problem to be considered in this century". 
 in today's market environment, the role of talents is more and more important: Gerstner has saved billions of dollars in losses IBM; Jack Welch has achieved universal empire; Zhang Ruimin has made a school run factory into an international enterprise. These are the contributions of outstanding talents. They have many outstanding points. One of the important points is to know how to create and discover talents, and how to manage today's talents. 
 China, because of the late start of marketization and the influence of official orientation and gold standard, the business owners do not know much about the form of employees today and adopt traditional management methods. The result is that they pay high salaries but only retain employees who are purely money oriented but not talented. Those who pursue comprehensive value are slowly decreasing. For today's new form of enterprises and employees, the author puts forward 6 suggestions for leaders, so that enterprises can establish a harmonious and effective management and retain talents. 
 1, remove bureaucracy /p >
 because the old hierarchical management style is very easy to create bureaucracy, the decision-makers are high above the middle level, the staff's opinions and aspirations are not filtered to the ears of decision-makers after layers of filtering, and the speech and decision-making of senior leaders are also passing through the layers. This is very dangerous in today's enterprise management. Decision makers can not grasp the accurate information, and employees will also have a great sense of frustration, and the habit of decision-makers or like this bureaucracy will make people leave the business because of disappointment, even if the company has paid a high salary. Bureaucracy has become the first killer of talents. Now some western scholars advocate the management of servant type, which is a benign interaction between managers and employees. This interaction brings about the health and vitality of enterprises. 
 managers need to know that employees in the enterprise will have more professional abilities than you. In a field that is not good at yourself, it will only make employees feel the urge to bow. Managers should forget that at least they should lay down their positions and communicate and cooperate with employees from the perspective of labor division and cooperation. Managers should not be supervised or restrained, but a kind of participation and assistance so that communication and cooperation can become smooth and effective. When leaders can have such a conceptual change and action, problems and contradictions in management tend to be more powerful than managers. Of course, this is not to say that leaders should not have authority. The authority of leaders in management is necessary, but this authority is shaped by their own management ability and professional ability, so the subordinates are naturally convinced. You can't manage your employees with power, especially those who manage senior talents. Leaders want to suppress them by authoritarianism, and only let them leave you. Authoritarian management is rarely used in a highly hierarchical army. Let's take a look at those successful enterprises, army and even the state. Their leaders are all led by their own charisma and influence. Even those powerful organizations, even if they have a large number of talents, are ultimately not leaving or protecting themselves. 
There is such a benign management culture inside Google, a famous international search engine company. P is not a leader who speaks first, but a person who has the most important emergency to speak first, who speaks the most valuable, who speaks first. Google also allows engineers to put 80% of their work time on the work prescribed by the company, and decide what to do according to their own interests at other times, such as developing some interesting inventions or researching a topic. As a result, many wonderful ideas and technologies were born in these free time. These inventions and inventions became the Qian Shu of Google, and even many projects later became the main business of Google. Leaders are the most powerful backing of these employees and servants of the service, and in turn are the biggest beneficiaries. The results can be seen from the growth of Google stock market value. {page_break} 
 2, satisfying employee's value demand 
 today, the loyalty of talents is not only due to high salaries and bonuses, but also because other enterprises can do that. If they are really talented people, other enterprises will also come to high salaries. This is also an important reason for the great flow of talents. The traditional way of management is to take candy in one hand, stick it with one hand, and give and deprive material as rewards and punishments. However, in today's enterprises, especially the senior mental workers, their understanding and need for value have been diversified. The expression of self-worth, whether they are respected and happy working mood have become important value factors besides salary and position, and the proportion of these factors is still rising. 
 in real life, we can be very happy to have an opportunity to perform on the stage. We will not care about the amount of remuneration, nor is it in the workplace. Real talent cares not only about the remuneration paid by themselves, but also whether the enterprise has given them a stage. Shanda has done very well in this regard, with a low turnover rate. Zhu Jisheng, chief technology officer of Shanda, said: "the core of the Shanda network has only one idea, to give the corresponding people their own stage, and to display their own things". This concept is not confined to oral language. There are large numbers of less than 30 year old presidents and 20 out of the top technical talents who are not highly educated. 
 business managers believe that giving employees a stage, employees return to the enterprise is definitely a wonderful play. 
 3, from supervision and restraint to encouragement and trust .
 400 years ago, Kobita Booker, a watchmaker in Switzerland, said that the builders of Pyramid were not slaves to forced labor, but those who had free status. At that time, this view was rejected by all, because from Ciro Dodd's "history" and some remnants of < < a href= > http://cailiao.sjfzxm.com/ > > < /a > data, Pyramid is a graveyard built by the rulers to force hundreds of thousands of slaves to Pharaoh. Moreover, how could anyone volunteer to participate in such a laborious and time-consuming project? However, in 2003, Egypt's Supreme Council of cultural relics announced that through excavation of more than 600 tombs near Giza, it was found that Pyramid was indeed built by local farmers and handicraftsmen with free status. 
 Why did a clockmaker four hundred years ago accurately point out that Pyramid was not built by slaves? After investigation, Kobita Booker deduced this conclusion from the manufacture of clocks. 
 Kobita Booker was originally a French Catholic. He was arrested in 1536 for opposing the rigid dogma of the Holy See of Rome. Because he is a famous master of clock making, he was ordered to make clocks during captivity. In that place where freedom was lost, Kobita Booker found that no matter what high-voltage means used by prison managers could not make them produce watches with a daily error of less than 1/10 seconds, they could easily create watches with errors less than 1/100 seconds in their own workshops before entering prison. Why did this happen? At first, Kobita Booker thought that it was a bad environment to make clocks and watches. Later, they succeeded in escaping from prison and running away, and lived a free life. At that time, he discovered that the real impact on the accuracy of watches and clocks was not the environment, but the heart when making clocks. 
 in Kobita Booker's diary, there is such a saying: "a watchmaker in order to satisfactorily complete the 1200 processes of making clocks and dissatisfactorily in discontent and resentment, it is difficult to rub out the 254 parts needed for a clock. The construction of such a large project in Pyramid is so delicate that the builders must be a group of free men with pious hearts. It is hard to imagine that a group of people who are slack and antagonistic can make a huge blade between Pyramid's huge stones disappear. " 
 it is difficult to create excellent things in areas where supervision is too strict, because human ability can only exert the best level only when there is harmony between body and mind. This idea is quite different from the management ideas of many of our enterprises nowadays. Many of our enterprises ignore one's emotional factors when emphasizing discipline and system, and one-sided ways to improve their work efficiency are attributed to scientific work procedures, strict management, and even overtime work. For simple repetitive work, these methods may still be effective, but they are unthinkable for complicated, creative work. {page_break} 
 now some enterprises implement shareholding system, which is a way to fully mobilize the spirit of the staff. Apart from capital stock, they can share shares in technology, labor and other ways. This is not the fact that enterprises do not have the money to invest in talents. Instead, they want to make the key workers perform the limits of their abilities and make progress, and the survival and development of enterprises depend mainly on these core shareholders. In fact, the motivation of this kind of employee is not only the share-holding cooperation system can be achieved, nor is it just a few core employees, so all employees, at least most of the employees have such a driving force, which will greatly promote the competitiveness of enterprises. For example, we can give employees greater freedom and right to work. This freedom and rights bring better sense of responsibility and trust to employees than managers. 
 with the largest organization in the world - a country, for example, coercive means can not make organizations stronger or make organizations more orderly. Britain is a country without a written a href= "http://www.91se91.com/news/index_c.asp" > constitution < /a >. Its decision is based on the constitutional documents, court precedents and the practice of Congress issued in various historical periods in the United Kingdom. In other words, Britain is using more liberal culture to govern the country. What's the effect? The crime rate in Britain is far lower than what is known as the most robust judiciary in the United States. 
Gore P is a company that gives employees a high degree of freedom. They do not assign or command employees to work. Employees can choose the amount of work, the time to complete their work, the way they work and the quality of their work. However, employees are eager to work because the job is linked to performance. Although this is similar to the performance approach we generally adopt, there is no rigid bottom line requirement. The degree of freedom of staff work is increased and efficiency is improved, because employees can decide their work according to their physical condition, mentality and other comprehensive factors, which makes productivity and product quality increase a lot. Without rigid institutional constraints, leaders also have authority, and their authority is shaped by influence. Such an organization has a very high centripetal force, and the relationship between employees and subordinates is very harmonious. 
 the management form of Gore company is rare in the world. Some are like Utopia's ideal country, which is impossible to establish in traditional management cognition. However, Gore's business is worldwide and has 7000 employees. It is the world's first enterprise in Teflon production technology, with an annual turnover exceeding US $2 billion. 
 4, facilitated cooperation among mental workers 
 Apple Com puter Inc in the industry's strength is top-notch, the company has also brought together a number of world-class technology talents, including former CEO Jobs himself is a computer genius, someone once said: 80% of the world's computer elite gathered in Apple Com puter Inc. But at that time, Apple Com puter Inc, which was at the peak of technology, was defeated by Microsoft, whose technology is inferior to its own. In Jobs's self summary, the main reason for the failure of the Apple Com puter Inc is that everyone is a talented person. Everyone is arrogant, despises others, and does not want to cooperate with his colleagues. Jobs admitted that he had such problems. After defeats with Microsoft and IBM, Jobs began to pay attention to the cooperation among employees, reduced the internal friction and communication barriers, and greatly improved the efficiency of the staff, and the centripetal force was also rapidly enhanced. The new product was launched faster and more technically specialized. Today's apple MP3, iPhone and iPad are the best examples, because these products are not particularly prominent in terms of technology, but their comprehensive value is very high: leading fashion design, strong hardware support, ingenious software settings, excellent product quality, and clever marketing promotion methods. The perfect combination of these and collaboration among departments is inseparable. {page_break} 
 traditional management concepts often focus on whether employees are united around leaders, whether they can cooperate with managers (obey orders), but neglect cooperation among employees. In some enterprises with bureaucratic style prevailing, managers use, or even create conflicts or factional struggles among employees, to keep employees from restraining and supervising each other. Such managers believe that if labour is working together, it will be unfavourable to the management. In fact, these views are influenced by the collective rebellion caused by capitalists' exploitation of labor in the industrial social era. The result of this is inevitably the staff's intrigue and conflict, and their efficiency is bound to be greatly reduced if they do not put their minds to work. Today's managers should improve their work efficiency and product quality through the highly cooperation between employees. At the same time, they will also bring a sense of happiness and security to employees. This is also an important factor for employees today. Just imagine which employee is willing to work in a competitive environment every day. 
The theory of "P Plus One plus two" has been in the enterprise for more than 10 years, but there are not many enterprises that actually implement the concept of < a href= "http://pop.sjfzxm.com/popimg/fz/index.aspx" > teamwork less than /a. Especially when the enterprise reaches a certain scale, it will produce a lighter or heavier factional struggle. This is a superficial system that can not be managed. It requires managers to grasp, manage and advocate in person, so that it is possible for an enterprise to be like a big family, which is absolutely worth the business managers to do. 
 American Fortune magazine has interviewed 100 well-known enterprises CEO: they believe that employees' solidarity and cooperation, instead of only cooperating around managers, can effectively improve the efficiency and competitiveness of enterprises, accounting for 100% of CEO. Toyota Corporation in Japan even believes that TOYOTA's competitiveness comes from its employees. The collaboration among employees is one of the important factors for success. 
 5, comprehensive assessment of employees /p >
 today it is necessary to evaluate the performance of an employee, especially the creative and technical personnel. The traditional performance appraisal is likely to make these employees feel wronged and leave the company, just like the monkey in the beginning. Today's managers should be clear: employees who spend time in exchange for remuneration are not good employees, and the key employees who rely on their achievements and rewards are the key enterprises to develop. On the contrary, we have to manage and ask employees like the former to prove that we are not good leaders. Today's management should abandon the process and form, result oriented, and give employees a higher degree of freedom. 
 in France, there are many oil paintings producing "workshops". The painter hired some artists to paint oil paintings in factories, and then sold them abroad. The painter made a daily production task for his painters, and the production volume of a painting workshop was very large, almost twice that of his peers, and the quality was very high. The reason is that there is no difference between the number of people, the conditions of painting, and the working hours. There is only one difference. The production index formulated by this painting shop is not based on the calculation cycle of days, but in the calculation cycle of months. What is the difference? Because painting is a highly creative work, requiring inspiration and passion. When the painter has no inspiration, the painting speed will be slow, so it is very difficult to finish the production task of the day, only overtime work, so the quality can not be guaranteed, and enter the vicious circle. When the painter is not working, he can lay down his brush and go out for a day or even a few days. When he is full of energy and thoughts, he can easily make up for the falling work and even overfulfill the task, and the quality is high and excellent. {page_break} 
 6, establish an effective culture /p >
 
 bad management mode can form culture and bring lasting negative effects to enterprises. In contrast, positive management culture can also play a positive role continuously. If a good management mode can not be changed from surface regulation and formalization to a habit of thinking and behavior, it can only bring temporary benefits to enterprises, and can not be sustained. The 5 point mentioned above must form a habit of normalcy and eventually transform to the cultural level, otherwise it can only be busy for a while, because even if there is a rigid system, if it fails to fall into culture, employees will be tired for a long time, and then there will be conflict and challenge. By then, managers will also think that these methods have no effect at all. In fact, they strangle this management idea in the form stage. 
 there are many enterprise leaders who can manage employees in this way, but there are not many enterprises that can pass this management idea on. In the words of James Collins, it can be said that managers who can do so can only be regarded as a punctually striking clock for enterprises, and that a person who can keep watch on the clock is able to carry out this management culture. 
 when the business owners are worried about the low efficiency of employees and the high turnover rate, think about why this is true. In fact, any employee is expected to work steadily. The reason for leaving is like the fable in the opening chapter. The manager uses the wrong management method and eventually leads to both sides. Only by changing the management concept can we retain talents and exert their strength.