Humanized Management Of Corporate Culture Is The Key.

< p > what is humanized < a href= > http://sjfzxm.com/news/index_p.asp > Management > /a > so called humanized management, is a management mode that fully pays attention to human elements in the whole enterprise management process and takes full potential to excavate human potential as its responsibility.

As for its specific content, it can contain many factors, such as respect for people, adequate material incentives and spiritual incentives, providing people with opportunities for growth and development, focusing on Win-Win Strategies for enterprises and individuals, and formulating career planning for employees.

Humanized management is a management philosophy that applies the theory of humanity to management and manages in accordance with the basic attributes of human nature.

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< p > humanized management is an art of management.

The life of an enterprise depends on manpower, and the greatest asset of an enterprise is talent.

This concept is the most important criterion to enhance enterprise cohesion and build enterprise culture.

Adhering to this concept, many enterprises have established their own outstanding teams.

The size of a leader's affinity is an important indicator of his leadership.

A good manager does not depend on how powerful he is, but whether his direction is correct or not. Can he call on everyone to work together?

How to use a good person is not a trivial matter. It directly affects the development of human resources and the increase or decrease of benefits.

Man is the soul of an enterprise and a living capital.

Leaving enterprises, enterprises can only sing "empty city plan".

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< p > the essence of humanized management lies in the "inner circle": "Fang" in the "circle", "circle" in the "Fang"; "Fang" is the principle, "circle" is accessible.

The training lecture on "humanized management" by Tan Xiaofang, a famous business management expert, is drawn from the following six aspects: "relying on the charm of leaders, influencing people by the concept of win win, relying on the principle of loyalty, retaining people, relying on harmonious management to influence people, inspiring people by excellent culture, and letting employees work spontaneously". It describes the quintessence of humanized management, and points out a direction for all managers who want to become stronger and bigger, which can be called "the soul of management".

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< p > 1980s, the "Japanese style team" enterprise management mode has aroused concern of global enterprises. It is characterized by letting employees regard their company as their "home" and being loyal to the family, encouraging their members to participate in family affairs, and obeying their parents and sacrificing their own interests for "family courts" when necessary.

It allows the Japanese to "hug" and is willing to work hard for the enterprise.

From the perspective of human nature, this may be a reflection of "good nature" in the beginning of human nature, and a people-oriented management centered on workers.

The Americans absorbed the quintessence of "Japanese style team" and constructed the "American style team", namely the humanized management mode, in the system engineering of reconstructing the company.

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< p > in today's people-oriented < a href= "http://sjfzxm.com/news/index_p.asp" > Social < /a >, the main position and value of human beings should be fully respected.

Enterprise management should not ignore the existence value of human beings, but the humanization of management not only highlights managers' decision-making level and management ability, but also more importantly, such management accords with the needs of social development and civilization progress, and also accords with the psychological expectation of individuals.

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What a good manager should do is to provide or create a pleasant working environment for employees, so that employees can feel the joy of work and make employees feel confident and hopeful, so that employees feel deeply that the enterprise is closely related to P.

Humanized management can enable employees to fully tap their potential and dedicate their enthusiasm and sweat to make the greatest contribution to the revitalization and development of enterprises, from excellence to excellence! < /p >

< p > > a href= "http://sjfzxm.com/news/index_p.asp" > Tan Xiaofang < /a > during the interview and training process, the teacher found that most entrepreneurs were accustomed to "controlling people" as the goal, so long as they saw the employees staying in the company regularly, the management tasks were completed.

Because what we fear most is that employees do not work hard or make trouble. Therefore, in order to prevent this, we use some systems that can see employees working hard or not to prove all good. As for what role the employee plays after "hard work", it is not within the scope of management's consideration.

Mr. Tam reminded the small and medium enterprises that if you want to make an enterprise bigger and stronger, then you can do standardized management, because management can plug a lot of loopholes for you; if you want to ruin an enterprise, you will also do standardized management, because management itself is enough to drag you to the edge of life and death!! < /p >

< p > management should talk about the system, but it can not be restricted. Management should talk about human nature, but it can not talk about human feelings. In a reasonable system, we need to make up for human nature. When human nature is not controllable, we need to institutionalize it.

Humanized management is the management mode that fully pays attention to human factors in the whole enterprise management process and fully excavates human potential as its responsibility.

Humanized management can contain many factors, such as respect for people, full spiritual care, opportunities for growth and development, and win-win strategy for enterprises and individuals.

Humanized management is a process of continuous development. It is a process of orderly organization and pformation of human's natural attributes and social attributes. It is also a process of integrating enterprise culture with employees' personal consciousness or cultural consciousness.

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< p > why should we train the humanized management? I often hear some leaders complain that the Chinese are hard to control! Our response is: who asked you to control the Chinese people? The superiors subordinate their subordinates to the human weakness that the subordinates did not like to be controlled. Even if the subordinates feel that they have lost their dignity, they dare not blatantly resist.

At this time, subordinates are on the surface of obedience, secretly trying to find ways to make their superiors "live up to death".

This is the consequence of not paying attention to the management of human nature.

Tan Xiaofang said, "management" has two words, one is "management" and the other is "reason".

As a manager, we can neither "ignore" nor "ignore".

The boss can see his subordinates.

Subordinates will do their work more diligently.

This is the essentials of human nature management.

Chinese people love face and are most afraid of being looked down upon by others.

However, if we want to have face and hope that others can think of ourselves, the best way is to be conscious, self reflexive and self disciplined.

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< p > 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 surviving documents, Pyramid was 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 watches and clocks.

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< p > 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.

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< p > 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. "

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< p > 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.

Professor Tan Xiaofang said that this concept 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 summed up as scientific work order, strict management and even overtime work.

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< p > if these are simple repetitive labor, these methods may still be effective, but it is unthinkable for complicated, creative work.

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< p > 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.

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< p > take the largest organization in the world as an example. Coercive means can not make organizations stronger or make organizations more orderly.

Britain is a country without written constitution. Its decisions are based on the constitutional documents, court precedents and the practice of Congress 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.

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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.

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< p > there is a similar case in China. According to Xiaoxiang Morning Post, "share my new company's employee handbook, can not bear the excitement or jealousy of people, please bypass."

Recently, such a post has been heated by netizens in Hongwang forum, Tianya and other websites.

Netizen "half leaf" said in his post that his company had a strange rule: every day when he went to work, he had to hug the president of the company for three seconds.

Netizens later referred the post to "the most enviable job benefits".

Some netizens say that although this regulation is somewhat different, there is no such thing as "the happiest working welfare" than the communication between colleagues in some companies.

In the company's employee handbook, Mr. Tan found that the sixth quarter Fourth "love together" is a company's unique welfare and aims to create a unique corporate culture.

The above stipulates that from 8:30 to 9 every day, the president can hug the time, and the employee can enjoy the welfare that the beauty president embraces once, and the hug time can not be less than three seconds.

At noon break and off time, the time for the director and staff to hug each other is no less than three seconds.

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< p > from the above case, we can see that the characteristics of humanized management are respecting people, trusting people, caring for people and inspiring people.

The purpose of humanized management is to train employees' sense of belonging, cohesion, sense of honor and creativity.

Only by understanding the natural attributes and social attributes of human nature can enterprises effectively guide and manage complex interpersonal relationships and the behavior and motivation of employees, so as to put forward higher and more effective management objectives in accordance with the different stages of development of enterprises.

Humanized management is actually the management of the cultivation and development of corporate culture.

Humanized management is a process of dynamic development. It is also a process of orderly organization and pformation of human's natural and social attributes.

Humanized management can be divided into four stages: interpersonal power management stage, interpersonal communication stage, cooperation management stage and dedication management stage.

This stage of development is actually a process of integrating corporate culture with employees' personal consciousness or cultural awareness -- < /p >

< p > 1, interpersonal power management stage (normative constraint stage), because employees come from all sides, the employees' cultural awareness is different, and there may be confusion and conflict. Therefore, a unified behavior standard should be established at this stage, and a strict hierarchy system should be established to encourage employees to obey enterprise management.

2, interpersonal communication stage (pposition thinking, seeking common ground while reserving differences) has actually entered the stage of consciousness cultivation and adjustment of humanized management, and is the beginning of shaping enterprise culture for the development and growth of enterprises.

At this stage, communication between the upper and lower levels should be emphasized and the common values should be gradually established.

3, the stage of cooperative management is an important stage of fostering enterprise culture. If the leaders of enterprises do not pay attention to the characteristics of their own enterprises, there will be no cultural innovation, they will not have their own culture, and this stage will be a long process of development.

4, the dedication management stage (win win stage) is the whole cultural management stage, that is, the enterprise has owned its own unique corporate culture, and all the employees have also been integrated into the corporate culture. At this time, employees' ideological behavior is consciously controlled by the corporate culture, and they can act quickly together with the unpredictable market and take countermeasures.

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"P > MaryKay likes pink. The pink is all over the company, from the pink Cadillac to the pink little card.

This style is called the leadership of human nature.

The core is not through the competition of "people eating people" that exists in large companies, but by focusing on the needs of others.

Miss Tan Xiaofang believes that this is a flexible management style. On the one hand, it matches MaryKay women's Commission mode. On the other hand, it provides a new possibility -- how to detonate people's potential in an all-round way and more effectively.

Under the crisis, this "softness" is more special.

Through the case of MaryKay's humanized management, let's take a look at MaryKay's golden rule: < /p >

< p > Golden Rule 1: look for your pink Cadillac.

MaryKay believes that everyone is special and everyone wants to feel good.

Whenever MaryKay meets someone, she imagines an invisible signal on her body: making me feel important.

MaryKay will respond immediately to the signal, and it will have unexpected effects every time.

Let employees know that CEO appreciates them.

This is what many companies CEO are good at, but MaryKay has done its utmost and integrated into the corporate culture.

For example, when MaryKay's business supervisor visits the headquarters, the headquarters will give them a red carpet to welcome them, and everyone in the company will give them a warm welcome.

Even the company will give the best business supervisor the right to use the pink Cadillac car.

The logic of MaryKay is, "at the beginning, I decided that my sales team wanted first-class things. If that is too expensive, we simply do not need to use it or replace it with second-class goods."

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< p > Golden Rule 2: sandwich strategy -- small criticism included in the two compliments.

Do not think that MaryKay will only praise and love, she is better at criticism and ruthless.

The criticism strategy of MaryKay is that no matter what you want to criticize, you must find out the merits of the other side, praise it, do it before and after criticism.

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< p > this is not a compromise. This is a clear logic of communication: managers must stick to principles and speak straight.

If you are not satisfied with the work of a subordinate, you should not be careless. You must express your feelings and must be just as good as others.

In other words, you must put yourself in the other's shoes.

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< p > Golden Rule 3: open the door to philosophy.

MaryKay's office door is always open -- for those who want to visit, this is a lasting invitation.

Of course, she has a further consideration. This is a company of "people to people" rather than "office to employee title" company.

Another purpose of MaryKay is to create an atmosphere: an excellent manager must be a member of the team.

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< p > Golden Rule 4: sales are king.

On a 10cmX15cm pink card, MaryKay wrote, "beauty consultant or business steering room is the most important person in our business -- they are our only customers.

Beauty consultants and business supervisors are actually another way of saying "salesmen", but MaryKay always spares no effort to create a culture of "sales oriented" for the whole company.

Whether it's the research department, the accounting department, or the shipping department, everyone's work is supporting the business department, and each decision must first weigh the impact on sales.

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< p > in short, in management, what managers do is not important. The key is how much, how much and how much to be carried out by managers. As long as they conform to human management system, management behavior, management ideas and management culture, they can return to the essence, greatly mobilize the human nature of the governed, inspire the brilliance of human nature, give play to their initiative and creativity, and achieve excellent management effectiveness.

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