How to make a profit

Your predicament mainly lies in the management of the company. Only by managing the department well can the enterprise become bigger and stronger and occupy the market. At present, major companies will apply the following classic business management rules, hoping to be useful to you.

First of all, the "hedgehog" rule

Two sleepy hedgehogs huddled together because of the cold, but left a distance because of their own thorns, but they were too cold to stand, so they got together. After many twists and turns, the two hedgehogs finally found a suitable distance: they can get each other's warmth without being stabbed. The rule of "hedgehog" is the "psychological distance effect" in interpersonal communication. Leaders should do a good job and keep up with their subordinates.

Second, the "south wind" rule.

Also known as the "warmth" rule, it originated from a fable written by French writer La Fontaine: See who is more powerful in the north wind or the south wind, and see who can take off the coat of pedestrians. The north wind came first with a cold wind, which was biting cold. As a result, pedestrians wrapped up their coats, and the south wind blew slowly, and it suddenly cleared up. Because pedestrians feel that spring has reached their upper body, they unbutton their buttons first and then take off their coats. Nanfeng won.

? This fable vividly illustrates a truth: warmth is better than cold. When leaders apply the "south wind" rule in management, they should respect and care for their subordinates, be subordinate-oriented, and be more human, so that subordinates can really feel the warmth given by leaders, thus unloading their burdens and stimulating their enthusiasm for work.

Third, pygmalion effect.

The famous American psychologists Rosenthal and Jacobson verified this point in primary school teaching. Pygmalion is the king of Cyprus in ancient Greek mythology. He is withdrawn and lives alone all the year round. He is good at carving. In loneliness, he carved a beautiful female image with ivory. Over time, he developed admiration for his works. He prayed to the goddess of love to give life to the statue. The goddess of love was moved by his sincerity. I gave life to this beautiful statue and married her. On the basis of this myth, the famous American psychologists Rosenthal and Jacobson conducted an interesting study. They first found a school and got a list of all the students in the school. After sampling, they provided the school with a list of students and told the school that they found through a test that these students had high talents, but they didn't show them in their studies.

? In fact, these are a few people randomly selected from the student list. Interestingly, in the test at the end of the school year, the academic performance of these students is indeed much higher than that of other students. Researchers believe that this is due to the influence of teachers' expectations. Because the teacher thinks this student is a genius, he has higher expectations, pays more attention to him in class, and conveys the message of "you are excellent" to him in various ways, so that students can feel the teacher's attention. Therefore, we have the motivation to study harder and get good grades. Pygmalion effect told us that conveying positive expectations to a person will make him progress faster and develop better. On the contrary, conveying negative expectations to a person will make people give up their efforts.

Fourthly, Hawthorne effect.

Hawthorne Factory in the suburb of Chicago, USA, is a factory that manufactures telephone exchanges. It has perfect entertainment facilities and perfect social welfare, but the workers are still aggrieved and the production efficiency is not high. Later, Mayo, a professor at Harvard University, conducted an experiment on it. In the past two years, experts have talked with workers individually for more than 20,000 times. During the conversation, we should patiently listen to workers' opinions and dissatisfaction with the factory. This "conversation experiment" has achieved the expectation.

? The research results of Hawthorne's experiment deny the assumption of people in traditional management theory, indicating that workers are not passive and isolated individuals, and their behavior is not only stimulated by wages. The most important factor affecting production efficiency is not salary and working conditions, but interpersonal relationship at work. Because the workers have a lot of dissatisfaction with the various management systems and methods of the factory, and there is nowhere to vent, the "talk experiment" makes them vent all these dissatisfaction, so they feel comfortable and motivated.

Five, "goldfish bowl" rule

The goldfish bowl is made of glass with high transparency. No matter from which angle, the situation inside is clear. Applying the "goldfish bowl" rule to management requires leaders to increase the transparency of all work in the unit. With the transparency of all work in the unit, the behavior of leaders will be placed under the supervision of all subordinates, which will effectively prevent leaders from enjoying privileges and abusing power, thus strengthening the self-restraint mechanism of leaders and enhancing the centripetal force and cohesion of the unit.

Six, "hot stove" rule

That is, every unit has its own "dogma" and rules and regulations, and whoever violates them will be punished. The law of "hot stove" vividly expounds the punishment principle: (1) If the stove is hot, you can know it is hot without touching it-the warning principle. Leaders should always educate their subordinates about rules and regulations to warn or advise them not to violate rules and regulations, or they will be punished.

(2) As long as you touch a hot stove, you will be burned. In other words, as long as you violate the rules and regulations of the unit, you will be punished.

(3) When you touch a hot stove, you will be burned immediately-the principle of immediacy. Punishment must be carried out immediately after the wrong behavior, without any delay, in order to correct the wrong behavior in time.

(4) Whoever touches the hot stove will be scalded-the principle of fairness.

Seven, the law of reciprocal relationship

"Give will be given, deprivation will be deprived. Trust will be trusted and doubt will be doubted. Love will be loved and hate will be hated. " This is the law of psychological reciprocity. When you sincerely assist employees, employees can also sincerely assist you and support you.

Eight, watch theorem

When a person has two watches at the same time, he can't determine the time. All you have to do is choose a more reliable one, try to calibrate it, and take it as your standard and follow its guidance.

The watch theorem gives us a very intuitive enlightenment in enterprise management, that is, for the management of the same person or organization, we cannot adopt two different methods and set two different goals at the same time. Even everyone can't be commanded by two people at the same time, otherwise enterprises or individuals will be at a loss.

Nine, the law of wine and sewage

It means that you pour a spoonful of wine into a bucket of sewage and you get a bucket of sewage. Pour a spoonful of sewage into a bucket of wine and you will still get a bucket of sewage. In almost any organization, there are several difficult people who gossip everywhere, spread rumors and undermine the harmony within the organization. An honest and capable person may be swallowed up when he enters a chaotic department, while a person without virtue and talent can quickly turn an efficient department into a fragmented department. Organizational systems are often fragile. It is easy to be poisoned. Destruction is easier than construction. A skilled craftsman spends time and energy on elaborate ceramics, and a donkey can be destroyed in one second. If there is such a donkey in your organization, you should get rid of it at once. If you can't do this, you should tie it up.