How To Manage Different Employees With Different Ideas

The largest number of employees in an enterprise are ordinary employees on the lower level. To these employees, the most important thing is that they must have a strong sense of responsibility and be able to give them the basic work that they must complete. Most of these jobs are not decision-making work, but they are determined by the sense of responsibility.

These employees may only require enterprises to give a higher income, relatively stable work and take as few risks as possible, and not require them to be absolutely loyal to the enterprise. Enterprises can be home and enterprises can be transitional springboards. Therefore, enterprises are by no means just to meet their general requirements.

These people may have greater mobility and are called "soldiers of water" by Liu Chuanzhi, so the rigid supervision and strict discipline of Legalists become the main management mode.

Only about 15% of the middle-level managers in an enterprise are responsible and motivated. This ambition is manifested in striving to improve efficiency, create value and shape corporate image. At least, they hope that the part they manage can become the best department in the enterprise, and can do it for this purpose. enterprise First, we can show the Department's achievements and create good results through our efforts.

They are no longer seeking encouragement and honor by individuals, nor are they the sole goal of personal income. They are not necessarily building their own home, but at least building their own home. Therefore, the Confucian Management Based on their good deeds can give them some free space and give play to their unique initiative and creativity.

The top 5% of the core executives should be in the Conscientiousness , Desire to advance Besides, add professionalism. The dedication of this enterprise must be the dedication of the enterprise and the interests of the enterprise. Management enterprises are not only entrusted with the simple management and maintenance, but the common values, so that they can put their personal gains and losses in the interests of enterprises, and devote themselves to building a century old shop.

They hope to manage and control more social resources, hoping to have a bigger stage, hoping to create value rather than profits. The reputation of individuals and enterprises far exceeds the stimulation of personal economic interests, and the value of individuals has been closely related to the fate of enterprises.

So they turn from the manager's angle to the role of the owner of the enterprise. At this point, Derby is more important. The moral character that can suffer and endure can become the foundation of risk. Otherwise, it will become empty talk for the public, and it is impossible to pick up the burden of undertaking all responsibilities. For such a group of enterprising elites, of course, inaction is the best way to show their talents.