02 Liu Run Five Minutes Business School-Management

Five basic logics of W 14 management (let employees pay willingly+want to know how to divide money and spend money to earn+know people well+introspect and improve when there are problems+be only responsible for performance);

Stimulate goodwill (let employees pay willingly): praise subordinates for their excellent work in front of the boss or his wife+they stand up when they are in trouble;

Management system (I want to know how to divide the money and how to earn money by spending money): before starting work, I will define the profit standards, including project awards and specific distribution methods (sharing money)+each expense needs to be approved (spending money)+selection scope and design compliance standards, and strictly follow the budget (making money).

Know people and make good use of them (put them in their place after knowing them): arrange spontaneous combustion and self-motivated challenging difficult projects (because of people)+encourage and discuss when old employees are slack and afraid, and let them decide (because of time)+combine careless but careless people with diligent people to complete a project (because of place);

Self-criticism (self-inspection and improvement when problems are found): make clear installation drawings and explain the installation sequence and methods to the installer;

Performance-oriented (only responsible for performance): At the end of a design project, it is necessary to evaluate whether it will make money and satisfy customers.

W 15 How to inspire goodwill (finding that demand meets demand+letting employees treat rewards as surprises+letting them achieve their goals by "rewarding them for jumping high"+inspiring their right hands with their left hands+not suffering from poverty and inequality);

Maslow's demand theory (finding that demand meets demand): tell installers to subsidize drinks to buy insurance for special jobs, and tell designers to encourage and praise organizational expansion;

Herzberg's two-factor demand theory (let employees treat rewards as surprises): pay thirteen salaries and apply for funds to let the two best employees in the department take their families to Zhou Bianyou;

Victor's expectation theory (the higher the jump, the reward): break down the goal into sub-goals that can be realized by jumping, and give periodic rewards when the sub-goals are realized;

X-Y theory (left hand stimulates right hand to exert pressure): make a plan with tight time, explain the reasons for delay in public, and list the loss items caused by carelessness;

Equity theory (not suffering from inequality): there must be a clear performance and bonus system, and performance and bonuses can be sold publicly; Declare to other employees the average value of the year-end bonus (actually the lowest value), but reward more outstanding employees and reveal their high ranking in all awards; There may be a bonus of 5% in the project reward budget, but the final amount should be determined according to the degree beyond the expected results of the project.

W 16 Design management system (defining power and responsibility+evaluating behavior or result+finding suitable information transmission mode+internal marketization+treating two tigers equally);

The method of rights and responsibilities (clear rights and responsibilities): the project manager is responsible for the success or failure of the project and has the right to score and evaluate the performance of members, and the project manager accounts for a large proportion of the project awards;

Decentralization mechanism (assessment behavior or result): the installer completes the target (function) within the time limit according to sop or installation instructions, and the designer completes the related tasks such as concept, design, drawing, testing and debugging in stages (federal);

Organization mode (find the appropriate information transmission mode): sales don't need to punch in (trust) +CS project team is responsible for project profit and customer satisfaction (strategy) +oem project team imports and purchases production quality according to process (process)+workers work by hour (reward and punishment);

Amoeba mode (internal marketization): laser cutting and bending 2 yuan+welding and grinding 3 yuan+machining 3 yuan+assembling 4 yuan+packaging 2 yuan;

Watch the law (one mountain and Shuang Hu are treated equally): there is only one project manager for a project, and the rewards of two team members who meet the standards in different projects should be the same;

W 17 people who know how to make good use of people (how to brainstorm to recruit people+how to stop feeling inferior+how to choose/cultivate people with good mentality+how to prepare for job interviews first+how to refuse losers);

The transition from recruiting to robbing people (how to recruit people by brainstorming): pay attention to the organizational structure changes of your opponents in the business areas you want to get involved in or break through, so as to find opportunities to dig people and go to Douban Pig Bajie.

Doll phenomenon (to prevent the first grade from being worse than the first grade): provide managers with various training opportunities+check whether they are above average when recruiting+reward superiors together with excellent individual awards;

Attitude first (choose/cultivate good attitude): arrange teamwork/brainstorming/early meeting speech during the probation period, observe the attitude and ability of new recruits, and make follow-up arrangements for the results;

Reject the bully (prepare for the recruitment interview first): job description ~ list the required responsibilities and abilities+online interview training+interview the last two questions (a? Talk about your opinions and suggestions on our company in one minute; B. talk about your feelings and suggestions for the interview in one minute);

Interview public relations (decline loser): respond to interview loser euphemistically in a unified format.

W 18 people make good use of educating people (evaluating the training effect at work+assigning the performance of mentoring+analyzing the matching degree between the task and the person in charge, and then deciding what management method to adopt+activating morale through competition+regular training);

Mushroom method (evaluating the training effect in the work): according to the inter-departmental training plan, carry out training within a time limit and evaluate the effect;

Guidance system (assigning guidance performance):? Designate people with three views and strong abilities as teachers in their full-time departments, and assess their abilities within a time limit. Those who meet the standards will be rewarded with guidance.

Situation management (first analyze the ability matching degree between the task and the person in charge, and then decide what management method to adopt): after getting the task and assigning it, analyze the situation between the task and the person in charge, and then choose the way of instruction/counseling/support/authorization for management;

Catfish effect (using competition to activate morale): let the R&D departments of headquarters and branches use ideas to finalize the unacceptable and unwilling R&D;

Baines theorem (regular training): training plan+weekly morning meeting experience sharing+supplier selection training+formal training.

W 19 Knowing people and making good use of them (explaining the meaning of work+discovering and cultivating people who can be entrusted+punishing those who violate the rules and bully the weak+giving people responsibility and power to make people not doubt+cultivating a culture of trial and error);

Not worthy of uniformity (explain the meaning of work): every time you explain the task, start with the ins and outs of the matter and the relationship with the company/business/department, and even paint a picture of the future by telling stories, and then ask employees for their ideas and suggestions;

Lazy ant effect (finding and cultivating people who can be entrusted): from the aspects of market demand analysis, product planning/standardization/new technology research, we should focus on cultivating people who are good at observing and classifying subordinates and have a unique way to do things efficiently;

Hot stove effect (violation will be punished): always publicize those who are late/don't turn off the computer/don't turn off the lights/are careless in design, and warn and punish those who violate the rules in time;

Byron's Law (no doubt, it is to hand over responsibility and power to users): usually observe and circle the candidates who can be independent/entrusted, interview the candidates before allocation, ask their thoughts and wishes, grant the relevant power scope after determining the candidates, and then only retain the right of assistance and supervision;

Porter's Law (cultivating a culture of trial and error): Don't find faults and mistakes of subordinates all day, but cultivate a culture of trial and error within a certain cost range through suggestions and encouragement, allowing high numerical errors, but not arithmetic errors.

W20 Know people, make use of good people, and keep people (keeping the good ones and removing the bad ones are all achievements+internal job-hopping+preventing rat excrement from getting worse+leaving family ties when leaving+lasting sense of belonging);

Employee turnover rate (keeping the good ones and removing the bad ones is performance): 65,438+00%. The last employee is personally dismissed according to the assessment results twice a year. If excellent employees leave, the direct supervisor needs an interview;

Occupation (internal job-hopping): provide job rotation training, allow employees who can't do their jobs well, but have a good attitude and are good at internal job-hopping in other aspects;

Law of wine and sewage (to prevent mouse excrement from spoiling a pot of porridge): kill people who are negative/duplicitous/don't work hard;

Exit interview (leaving affection when leaving): first understand the reasons for leaving, and be good at asking "If you are the boss"+"Can you recommend a friend?" +"Who can take over and how to start the project at hand";

Former employees' club (lasting sense of belonging): employees who leave the company build WeChat group+regular activities+reward for recommending new people+trial of new products.

W2 1 From employees to managers (don't rob subordinates+set an example, know rewards and punishments+distribute work after decomposition and define delivery time and assessment criteria+contribute to subordinates, be responsible for the past, be accountable downwards+be indifferent, caring and fair);

Goodison theorem (don't rob subordinates): after explaining tasks and expectations, be patient, never wait for work, even if you make mistakes, you can't make moves, but continue to accompany growth gently and firmly;

Power acceptance theory (set an example and know how to reward and punish): study hard at ordinary times, be strict with yourself at work and set an example, and reward and punish subordinates clearly. When punishing, I should consider their emotions and acceptance, and I can't have negative emotions;

Task decomposition (after decomposition, assign tasks and specify delivery time and assessment standard): decompose tasks into daily work and deliverable results, designate the "unique" person in charge of each task, and arrange plans and clarify the phased results;

Push the credit (credit belongs to subordinates, which used to be responsible for downward accountability): all credit should be pushed to subordinates and related personnel, and you can thank them for their specific efforts. If you make a mistake, you must bear the responsibility first, and then pursue the responsibility internally;

Hedgehog rule (no indifference, no intimacy, no favoritism): pay attention to/help/motivate subordinates, don't favor anyone, and don't mix with subordinates after work/privately.

W22 from the manager to the director (knowing where the money comes from+simplifying the process, flattening the organization, focusing on the strategy+grasping the big things and letting the small things go+using the KPI assessment results+locking the performance targets);

Independent income statement (knowing where the money comes from and where it goes): Understand the profit source and cost result, and turn the profit target into tasks and rewards and punishments. Be able to take charge of the business independently (how to make money+control costs+stay big and stay small/lose money);

Occam's razor law (process simplification, organization flattening, strategic focus): the process should be streamlined and efficient, and the organization should be divided into businesses to ensure smooth information. Focus on long-term profitable business and expand the moat;

Grasp the big and release the small (grasp the big and release the small): define the process framework, clarify what is the exception, require the filing and reporting of major decisions in the process, and approve the exceptions and reporting details;

KPI: When defining KIP, we should pay attention to the balance between assessment behavior and results, and define forward-looking indicators such as project delivery/potential sales;

Management by objectives (locking performance with objectives): For the whole company, objectives should be defined as the ultimate goal of achieving ultimate benefits. For example, making money and customer satisfaction are the goals of the project. For each department, define their goals separately, and then define KPI according to these goals.

W23 from director to CEO (drawing dream blueprint+drawing curve path to goal+ensuring smooth information+thinking about how to make decisions+striving for balance and calmness);

Vision, mission, values (building a blueprint for dreams): let all automated production lines in the world be unimpeded+escort your overall efficiency+achieve customers, innovation is important, integrity is responsible,

Strategic thinking (draw a curved path to the goal): taste pure coffee at will+make every cup of coffee within reach; First draw the three giants and their main competition in the industry (business model+advantages and disadvantages+marketing method+city protection method, etc.). )+judge the future trend (consumption habits+new technology+funds and talents), then choose the strategic route according to the map, then set the goal+plan+performance, and finally often look up at the road;

Organization (ensuring information flow): set a person's communication scale (tool) to about 10 people with the help of communication tools, and design levels with closed-loop information flow according to this scale (deletion), and authorize relevant levels to operate independently (sinking), always bearing in mind "reducing communication delay and loss";

Decision theory (thinking about how to make a decision): adopt different decision-making methods according to different situations, adopt operational research tools when the information is complete, set satisfaction standards or adopt game theory when the information is incomplete;

The art of balance (striving for balance and calmness): Understand that there is no best decision in the world, and only strive for balance among various factors (long/short income+shareholders/employees/customers+results/processes).

W24 In the face of performance (only two things can be chosen as fast, good and economical, and the third thing can be chosen+dead shot process management can get things right once and for all+digging the truth through numbers+hedging at the lowest cost+gaining trust and dependence):

Project triangle (you can only choose two things, fast, fast and cheap, and the third thing): make clear which one is the bottom line that must be reached, then analyze how to reduce the influence of one of the other two things on the bottom line, so as to make clear which one is more important, and finally decisively start work on the remaining one, either increasing investment or reducing expectations;

Six Sigma (rote process management tries to get it done once): strictly control the process quality through DMAIC and try to get it done once;

Financial statements (digging the truth through numbers): not only can you understand financial statements, but you can also use various relationships to analyze the information reflected in the statements from multiple angles;

Risk management (hedging with minimum cost): control different types and degrees of risks with transfer+evasion+prevention+saving money;

Upward management (trust, dependence, choice): understand the boss's Excellence and the places that need help, actively report major progress and decisions, always keep promises, save the boss's time with his own time, report more than two plans, and analyze the advantages and disadvantages for the boss to choose;

W25 management of common diseases (quick punishment and heavy punishment+no more than two factions for one merit, no more than two punishments for one crime+dare to name people+don't take promotion as an incentive+be cautious and optimistic to prevent delaying the opportunity);

Broken window effect (that is, quick punishment and heavy punishment): established rules must be resolutely implemented, and violators must be punished at the first time for whatever reason;

Bystander effect (no contribution, no punishment for one crime): for the project team, the person who decides the matter will be responsible for the result every once in a while;

Parkinson's law (dare to name people): the superior of the immediate manager should attend the interview. If the recruitment exceeds the prescribed requirements, it is necessary to apply at multiple levels and promise in advance what performance more people can bring;

Peter's principle (don't be motivated by promotion): the dual-track system of position and level is adopted, and potential promotion candidates need to be trained and tested before they can be appointed;

Murphy's Law (be cautious and optimistic, prevent delay): Even a small probability event will never be ignored and despised. Any risk must have a backup plan, and pay close attention to it and deal with the problem in time.

W26 management in the period of entrepreneurial transformation (face up to the life cycle of the enterprise, be prepared for danger in times of peace, be brave in transformation+adopt different management methods at different stages of development+adopt different ways of binding responsibilities and rights at different stages+pay less attention to assessment and focus on vision, solve everything with development+an independent subsidiary that transforms or cultivates new business when mature is to raise children to prevent old age);

Enterprise life cycle (face up to the enterprise life cycle, be prepared for danger in times of peace and be brave in transformation): use flexible strategy and management to make the enterprise move from the initial stage to the mature stage, then consolidate the achievements through the process and look for opportunities for transformation;

Management stage (different development stages need different management methods): Understand whether you are in a rapidly changing era, whether the company's current human resources structure conforms to this era and self-career development, and then consider internal job-hopping or external job-hopping;

Three * * * identities (different ways of binding responsibilities and interests are adopted in different stages): different * * * identities are adopted for core employees and general employees in different periods to bind talents and performance;

Entrepreneurial management (pay less attention to assessment and more attention to vision, and solve everything with development): During the entrepreneurial period, we should use vision to stabilize people's hearts, pay attention to efficient output rather than fixed KPI assessment, and through flexible management and rapid trial and error iteration, until we find a business model that impresses users with products and profits, that is, find the causal relationship between our own behavior and the final result;

Sustainable management (an independent subsidiary that transforms or cultivates new business in maturity is to support children and protect the elderly): Cultivating subsidiaries, cutting off the connection between subsidiaries and parent companies in process and culture, and only giving support in resources, which requires subsidiaries to carry out business, operation and growth completely independently.