23. 38 wonderful abstracts by the chief organizing officer

Reading Records 202 1 Issue 23 Chief Organizer: The Transition from Team to Organization Fang Shengtao Zuo Li

Time: 202 1/09/27 Finish reading-WeChat reading

Recommended index ★★★★☆ (you can read it first)

Although the author's collection of thoughts on organizational problems is arranged in chapters, it still feels not systematic enough to read. The following five points are mainly the inspiration for the extended reading of The Logic of Organization: First, the most important feature of an organization is disobedience, so organizational capacity building is very important; Second, the construction of organizational capacity needs systematic ability, the spirit of rule of law, the art of change, especially the spirit of rule of law; Third, whether there are gardeners in the senior management park and whether the enterprise has an environment for the healthy growth of talents; Fourth, the low survival rate of external executives is not only a question of recruitment and integration, but also an analysis of core issues; Fifth, on the one hand, human resources should strengthen the specialty, on the other hand, we should focus on the overall situation and think about human resources work from the perspective of organization.

Wonderful summary

One of the important characteristics of 1. organization as a system is "disobedience". & gt& gt can ask and train people to listen to the boss, but organizations rarely listen to the boss, and the bigger they are, the more disobedient they are. Even, the more the boss trains people to be obedient, the less obedient the organization itself is.

2. Without systematic ability and the spirit of the rule of law, there will be no real organization.

3. Enterprises without system capability will produce many potential other problems while solving one problem. Over time, press the gourd to float the ladle, and strive to solve various abnormal problems until the whole organization is perfectly locked with each other.

4. For enterprises in China, the fatal obstacle to the establishment of organizations is the lack of the spirit of the rule of law. In particular, the core of an enterprise should have the spirit of the rule of law. & gt& gt The rule of law is the opposite of the rule of man; Rule of law is fundamentally different from the legal system; Rule by law is not rule by courtesy; The rule of law means transparency, and it also means limiting the power of the leadership; The rule of law also means respecting and not hurting the rights of others.

The real "organization" is essentially a common imagination and common trust.

6. On the issue of promotion and appointment, bosses and senior executives must have certain discretion. Promotion and appointment, especially for middle and senior managers, can't be completely divorced from subjectivity and can't make decisions with mathematical formulas.

7. What is organizational transparency? For employees, the key is the transparency of personnel orientation and standards, the transparency of personnel decision-making process, the transparency of organizational design intentions, and the transparency of values and behavior requirements. In an opaque organization, what ability is the most critical? Have the ability to find out.

8. After all, the boss is not the only employer. Like the emperors in the past, he has the power of life and death. Senior members will never be pushed around and sit still. Those who can stay have some means to counter the boss, and these executives should also enjoy the power of "doing whatever they want" like the boss. So the boss and executives formed a "perfect" gang, which turned this organization into a big "sauce jar". On the surface, everyone is happy, but there are ulterior motives behind them. As for the general members of the organization, they can tolerate it. If they can't bear it, they will make a fortune and leave. If they feel that they have been treated unfairly, they can dig a hole before leaving.

9. What you see, you will see; What you look for, you will find it; The model you use determines what you can find.

10. Organization's "seven things to open the door": talent, team, culture, operation, system, evolution and change.

1 1. An effective organization should first consider external adaptability and external competitiveness, and then consider internal integration. It is very important for>& gt organizations to evolve with the change of external environment. The most important evolution of>& gt is "goal &; Strategy "and" ability &; The process of "penetration" of culture &; Mechanism and system "deep matching".

12. Many bosses (and people around them) can easily beautify irrationality and impatience as "leadership courage". & gt& gt In some organizations, employees will not only be punished frequently, but also often support the arbitrariness of founders and CEOs, applaud seriously, and willingly "take the blame". & gt& gt If the boss doesn't show real devotion (such as experiencing real pain), he will never really do this action (occasionally he can do some fake actions to test it).

13. If you want to build an organization, you can't just rely on emotion, reason, open thinking and improving your ability. You must also follow the rules, bring them to justice, and avoid the weakness of human nature with the system. More precisely, the system should be used to avoid the weakness of the "group".

14. Promote democracy with autocracy. & gt& gt "Using system to avoid group weakness" does not mean denying and disappointing human nature. Instead, it represents a deeper understanding of human nature. Being too idealistic is also a misinterpretation of human nature.

15. From a political point of view, organization is a game and a balance of power, so corporate governance should precede personnel management; From a social point of view, organization is faith, so we should shape common values; From the engineering point of view, organization is a system, which needs to plan functions, sort out processes and establish mechanisms; From the legal point of view, organization is rules and coercion, so it is necessary to establish a system to supervise implementation.

16. In terms of organization, the boss's biggest unprofessional is his disrespect for "professional methodology".

& gt& gt First, don't treat your career as a major. A large part of the major is programming, and programming itself is not a major.

& gt& gt Second, it is inevitable to deal with people in organizational work. Are you majoring in interpersonal skills? I think we should try not to regard it as a major.

& gt& gt Third, knowledge is not a major. What you hear, know, see and even experience is not professional, but "knowledge".

& gt& gt Fourth, it is difficult for a pure major to play a role, because organizational problems are all systematic.

17. Our purpose is not to clean up all politics in the organization. Where there are crowds, there is politics. Any attempt to eliminate politics in an organization is unprofessional and utopian fantasy. What we can do is to reduce the amount of palace politics and control its negative effects.

18. Savage growth is not a sufficient reason to ignore organizational construction. & gt& gt The number of people in an organization is not necessarily related to the complexity of the organization. & gt& gt's real challenge lies in hundreds of jobs in the middle and back office (including the headquarters).

19. Organization and business are like the transformation of Yin and Yang in Tai Chi. Organizational problems will turn into business problems, and business problems will also turn into organizational problems; Doing a good job in organization will reduce business pressure; Doing business well will also reduce the pressure on the organization.

20. When there are no difficulties, it is easy to support the mission, vision and values. But when the situation is good, this kind of support is actually just not against it.

2 1. The status quo is formed by history, and history cannot be assumed or cut off.

22. To establish an organization, you can't "cherish your health when you do great things, and forget your life when you see small profits".

23. Sniff at those "empty" things, such as mission, vision, values, competence standards, management principles and so on. Criticize it morally, squeeze it from KPI, and finally move towards GDP doctrine. What will happen to GDP doctrine in the end? Organizational corruption and pollution.

24. Is there a "gardener" in your "executive garden"? What are the core functions of>& gt gardeners? In a word, it is to build a "productive environment". & gt& gt The environment that makes us feel safe, comfortable and harmonious, and at the same time has self-discipline and initiative is a kind of "generative environment">& gt When the function of "gardener" is missing for a long time, the high probability event is that this "executive garden" will gradually have only one or two "Lady Enforcers" (founder and co-founder), and others will be green leaves at most.

25.？ External executives have a low survival rate. What is the key to this problem?

& gt& gt hasn't figured out what to do yet, and the company's fate is teetering. In this case, the external employment of executives is often "gambling" and "lucky".

& gt& gt Some wonderful bosses hire executives by "collecting talents and then proving that they have no hobbies".

& gt& gt At this level, the founder /CEO of an enterprise is considered outstanding. Are you still open-minded Still willing to learn with an open mind?

& gt& gt No member of the leadership team can make external executives do it, but many members of the leadership team can.

Will the>& gt leadership meet? For example, strategy meeting, operation and finance meeting (economic analysis meeting) and human resources meeting are three company-level meetings.

& gt& gt The issue of executive outsourcing is not viewed from the perspective of organization, organizational capacity and organizational evolution and renewal, and it is easy to boil it down to a problem of recruitment and integration.

26. If a founder /CEO or an organization wants to achieve different results through external executives without transforming itself or the existing organization, this expectation is somewhat unreliable. When the company is small, external executives may achieve some lucky success. After the company grows bigger, the leadership still stays at this level of understanding, and sooner or later it will fall into a vicious circle of "recruiting people to continue their lives". All big companies that rely on hiring people to continue their lives are small companies, and there is likely to be a "giant baby" living in them.

27. How to shape principles? In fact, it is not difficult. We can create cases and stories at several practical work levels (customers, employees, partners, investors and society) from the perspective of "good deeds". Cases and stories can be divided into at least five levels: moving, surprise, satisfaction, complaint and anger. When you create more emotions and surprises than complaints and anger, your principles will gradually be established and your culture will gradually take shape.

28. Most people need a sense of meaning in their repetitive work day after day. Sense of meaning is the light in the gloomy and chaotic reality and the warmth in the cold and helpless.

29. Does HR have to understand business? 1. Middle and high-level businesses should first know more about their own business. 2. Let the middle and senior management of the business know about the organization first, and then let HR know about the business. 3. Let HR study more organizations by itself. & gt& gtHR doesn't delve into organizational issues such as talent, team, culture, system and reform, but it is a bit unprofessional and doesn't delve into its own business.

30. Many HR professionals are also very ignorant. After working for more than ten years, they finally developed the ability of coordination and communication, and achieved metaphysics and court politics in their highly professional work. & gt& gt In the name of human resources, personnel administration is implemented and the importance of organizational construction is avoided. The feeling of human resources personnel is "not being hated by the boss, and' carrying the pot' every day".

3 1. The core task of private enterprises in China is not human resources, but organization; Organization should be the central task of leaders and culture; The obstacle to the establishment of an organization lies in the absence of the function of the chief organization officer and the lack of the ability to establish an organizational system. The human resources work of private enterprises in China is more important to B (for groups) than to C (for individuals). Managing "ability" is more important than managing "talent".

32. The primary challenge for human resources personnel is to "make a constitution" and "legislate", to limit the power of bosses and leaders, to delimit the rights boundary between enterprises and employees, and to establish common values among leaders, while those so-called human resources professional jobs are secondary challenges.

33. Every executive can manage his own people, but the whole company may still be an inefficient organization. Each part has its own temperament, but the whole company may be mutually offset temperament. Companies can be very competitive in economic indicators, but the experience of employees is very general, which is easy to happen.

34. What kind of ability and mentality does it take to build an organization? I summed up three major items: institutional capacity, the spirit of rule of law, and the art of change.

35. The cost performance of acquiring talents is reduced and the negative effects are increased. These people have been encouraged to use in the original company. What are the chances of being promoted and raised by being dug here? Foreign "monks" lead to dissatisfaction and imbalance among the existing members of the organization, which leads to the loss of the original personnel more and more common, and the general ledger is often not worth the candle.

36. The answer of organizational methodology is: How to establish or iterate an enterprise organization?

Can you understand, externalize and influence the values and organizational imagination of the founder and CEO?

Can you understand, influence and coordinate the differences and conflicts between the values and organizational imagination of leadership team members?

Can you get some transfer of "ideological rights" from the founder and CEO?

Can members of the core leadership team give up part of their "organizational rights"?

Can you form a partnership with the core leadership team members such as the founder and CEO to jointly formulate organizational strategies?

Can we have the ability of "legislation" and the prestige of "justice"?

Can you win the trust of both the leadership and the staff?

Can it play a mainstay role in change?

Can it stimulate the entrepreneurial spirit and creativity of middle and high-level personnel?

37. If this business executive only defines his role as HR, he will only focus on the "organ" level work of a few organizations (talent selection, employment and retention, performance management, comprehensive salary, etc.). ) and do those things with the advantages of "knowing the company better" and "having a sense of psychological security", then before long, the original professional HR will face various "fates".

38. Strategically speaking, when a business executive changes jobs to do HR or manage HR, he must first gain a foothold by doing different things, instead of thinking about doing the same thing but doing better than the original HR. If you think so, it is also a contempt for HR professionalism: people have accumulated for so many years, and you can do better than others for half a year?