Lin Rongzhou, Chairman Of The Wood Lin Sen, Was Elected "Outstanding Entrepreneur".

Recently, the sixteenth outstanding entrepreneur selection of Fujian province was officially unveiled by the Federation of enterprises and entrepreneurs of Fujian province. 98 business managers were commended.

Lin Rongzhou, chairman of the group, was awarded the title of "outstanding entrepreneur" outstanding entrepreneur in Fujian province.

Lin Rongzhou, a teenager who started his own business, was a peddler and a company, and finally devoted his most precious time to the shoe business.

In shoes or

In the hard times, Lin Rong Zhou grew up step by step from scratch, and in the market economy period when shoes had become a fast food product, he used the inherent spirit of innovation to lead enterprises to overcome one difficulty after another.

He founded "Mu Lin Sen" in 1998.

The target is directed at the casual shoes market, aiming to create "one hundred year enterprise" and "Chinese national brand".

As early as 2011, the brand value of Mu Lin Sen has already exceeded 5 billion 680 million yuan, and terminal stores all over the country totaled 3000.

Since 2015, under the leadership of Lin Rongzhou, Mu Lin Sen has fully integrated OTO marketing business, striving to create a "terminal shop and online community store" terminal store in the era of electricity supplier rampant, providing services for old customers to buy the same shoes at home.

Under the environment of economic downturn and continuous deterioration of operating risks, the wood forest group has maintained steady and rapid growth.

Ask Lin Rongzhou about his business secrets.

He said frankly that he was actually a word "man".

In the course of Lin Rongzhou's 20 years of entrepreneurship, he gradually summed up the management method with personal characteristics.

The essence of enterprise management is humanized management.

"Running an enterprise is human nature management. Human nature management is the most effective management.

Everyone is eager to be satisfied, respected, affirmed and realized the value of life.

Lin Rongzhou thinks, at present, a considerable number of enterprises' humanized management is a mere formality.

Humanized management evolves adult emotional management.

So what is the real humanity management of an enterprise?

In Lin Rongzhou's view, the so-called humanized management is to highlight the status and role of human beings in the whole process of management, to enhance the position of human factors to the initiative position, and to give full play to the dynamic factors of human beings.

"Taking people as the core of management activities, respecting human nature, satisfying people's reasonable needs, arousing people's enthusiasm, arousing people's enthusiasm, and finally playing the creativity of human beings."

Lin Rongzhou said.

There are quite a few examples in this case: he holds a birthday party for his employees; the annual joint hospital provides physical examination and voluntary consultation for his employees; he builds library and cultural activities room in his employees' living area, leads his staff to participate in public welfare activities such as tree planting, and strives for good resources for his children.

Through a series of activities, let employees feel a sense of belonging to Shishi and this family.

Democratization is the foundation of humanized management.

Lin Rongzhou realized very early that letting employees participate in decision-making is of great importance to enterprise management.

Take the shoes of shoes, as an example, the product line is from the wooden shoes, cloth shoes, outdoor shoes and so on.

Each product line operates independently on the basis of maintaining the reputation of the wood forest group.

Brand operators have relatively independent authority, and each sub category is self-contained, forming a healthy closed loop of ecology.

"Empowerment is not delegated authority, authorization is to be supervised; only by empowerment can your subordinates have a sense of responsibility. He feels that he is shouldering heavy responsibilities. Without authorization, he feels that even if he does something wrong, he has nothing to do with him. He will feel that this is not what I have decided to do; only by authorization can we achieve results, and thanks to our achievements."

Lin Rongzhou said.

Now Lin Rongzhou has more work and energy in coordinating and organizing the maximum utilization of resources between the various subsidiaries within the group, giving full decentralization and not letting go, integrating the subsidiary company with independent management power into a customer service system to promote the effect of 1+1>2.

"Vary from person to person" is an important means of humanized management.

"Humanized management does not mean letting employees flow without management.

Instead, we set a principle that we should manage and guide people in different places on the basis of complying with this principle.

Just like the five elements of gold, wood, water, fire and earth, they are mutually compatible.

One of the shortcomings is probably the advantage, the key is to see how leaders can tap their advantages, "Lin Rongzhou said.

Lin Rongzhou believes that the management of Chinese enterprises is deeply influenced by the essence of ancient excellent culture. We should build a humanized management mode that accords with the characteristics of Chinese enterprises, that is, we must pay attention to the natural side of human beings and take into account the actual situation of enterprises.

The three principles of emotion, reason and law are in line with the basic principles of humanized management in modern enterprises.

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"As an enterprise manager, you may want your employees to be more dedicated and more dedicated. Eight hours of labor can create 10 hours of value, and also actively work overtime during holidays.

For most employees, work is not the whole of their lives.

Each employee is first an individual pursuing self-development, then a professional worker who has a professional division of work.

They are more willing to show their individuality and value in their work rather than work in the environment where everything is arranged and supervised constantly. "

Lin Rongzhou believes that the trick for managers to do well in management is to stand at the other side's point of view rather than forcing employees to comply with the system.

"Managers who understand management, human touch and affinity are increasingly being loved and followed by more employees."

When Lin Rongzhou talked about how he kept those employees over 5 years old, he concluded.