Company personnel's feelings after watching amoeba management

Company personnel's feelings after watching amoeba management

The business model of Amoeba originated from the early predicament of kazuo inamori. At that time, he was in charge of both R&D and marketing. When the company grew to more than 65,438+000 people, he felt very miserable and longed for many of his members to take responsibility in various important departments. So he subdivided the company into so-called. Amoeba protozoa The small group selects the leaders of amoeba from within the company and entrusts them with the important task of management, thus cultivating many leaders with the sense of operator. The following is the post experience of the company employee Amoeba management, which I compiled for you. Welcome to read!

The staff of the company read Amoeba management and engaged in management for two years, but I think it is only now that I really understand what management is. Because I met Mr. kazuo inamori? The legendary Japanese industrialist, whose amoeba business model made me feel the magical power of management and brought me the following profound enlightenment.

First of all, the amoeba is actually an amoeba. This creature can change its posture according to the different external environment (host), so as to better maintain a high survival rate and make itself survive. It looks like a very simple creature, but what I learned from it is: 1. Change can adapt; 2. Survival is king.

From the management point of view, both enterprises and small departments will encounter such problems. With its own development, the number of personnel and equipment will always increase. If you want to achieve 50% more output value than before, will you agree that you need 50% more personnel and equipment? Many people's answer is: no, indeed, it is very unnecessary and not allowed to be needed. There is a simple reason. If the economy is depressed and the order volume is reduced, it will only lead to the loss of personnel and equipment investment in the early stage. The heavy burden of personnel and equipment lending will only make the situation of enterprise or department operators worse, and ultimately lead to failure to complete the expected goals. But how to solve this problem of asymmetric added value? There is only one answer: change can adapt, improve work efficiency by management means, increase the added value of each employee's unit time, and only increase resources by 1% to 20%. There is such a situation. If you used to need 10 people, the workload is very small now, and you only need 8 people to complete it. As an operator of a company or a department, what would you do? Yes, the management of amoeba can only be adapted by changing, and the other two redundant employees are assigned to other places, so that this little amoeba has been working in a positive and tense atmosphere, and they are strictly prohibited from entering the production plant.

The ancients said:? Can't a villain be idle and have nothing to do? It is true that people do things that do not meet the requirements when they are free, and it is not good for work to think about it. Therefore, it is possible to keep employees busy and make them love their work, because only when they like it, people will not feel tired. The above is a brief talk about variable energy adaptation. Let's talk about survival If an enterprise or department manager can't reach the goal expected by shareholders, in popular parlance, there is only one result if he can't make money. Be eliminated. The performance of human society in this respect is not significant enough, because we have many welfare protection institutions and charities, but the biological groups in nature are particularly obvious. Survival of the fittest was put forward by Darwin hundreds of years ago, and now everyone admits it. As a business and department manager, it's terrible not to have this awareness, as I told my brother: whether to make money or not is another matter, and surviving in this environment is the top priority. ? Therefore, we should learn the survival spirit of Amoeba, change and work hard, and success will always wave to us.

Secondly, talk about how to establish amoeba business model. Organization of amoeba: 1. Divide into groups and define functions; 2. A flexible organization that can cope with market changes; 3. Support the management of amoeba management. The prerequisite for the establishment of amoeba: 1. Subdivide the organization into business units; 2. Pricing between amoebas; 3. Leaders need to have business philosophy; 4. Amoebas need mutual trust and respect. There are two important points here: 1. Unit time accounting table; 2. Management consciousness; In all enterprises, especially large enterprises, many employees don't know what they are doing every day and how much value they have created for the company in one day, because their cognition of themselves is a screw. It is easy for managers to ignore this awareness of employees, so Amoeba emphasizes this item in particular and introduces it in particular? Unit time accounting table? The calculation company is: added value per unit time = (sales-operating expenses)/(normal number of classes+overtime), and the goal of one year is refined from space and time to the daily goal of each amoeba organization. Unit time accounting table? The appearance of amoeba really makes every amoeba team member know how much value he has created for the company and whether today's task is completed. At the same time, it is also convenient for managers to see where the current problems are and how to deal with them next. Leaders must have a sense of management. First, how to keep each amoeba competing and cooperating with each other; Second, how to adapt to external changes and change the number and scale of amoeba; Third, how to maximize sales and minimize funds in management; Fourth, how to transplant their own business philosophy to every member of Amoeba, so that every employee is the protagonist of the enterprise.

Third, talk about the success equation from the perspective of amoeba management: success = way of thinking? Passion? Ability, Mr. kazuo inamori pointed out, are the key elements of success, among which the way of thinking and enthusiasm are the most important. Amoeba management shows the way of thinking well? Enthusiasm, follow-up will be in-depth analysis, as for these factors, the old man's point of view is that heaven rewards hard work, so Kyocera Company and Japan Second Communication emphasize when recruiting employees:

1, talents in first-class universities are treated equally with ordinary universities;

2. Highly educated talents are treated equally with those with general academic qualifications;

3. People with deep background should adopt the principle of rejection. It can be seen that the old gentleman is not in favor of ability. Because the old man, as an industrialist, may have a deeper and more thorough understanding. As he said: character first, courage second, ability third.

Finally, Kyocera's business philosophy is: while pursuing the material and spiritual happiness of all employees, it will contribute to the progress and development of mankind and society. ?

Company personnel read two books about amoeba management, from why to establish amoeba, the idea and significance of establishing amoeba, to how to manage amoeba, which are the essence of kazuo inamori's business philosophy and the representative works of kazuo inamori's practical learning. Some people think that this book is a bit complicated, but it is normal, because kazuo inamori writes the management mode of a company from the perspective of a large company (tens of thousands of employees), and people who have not been exposed to it will naturally feel strange and difficult to understand. But in fact, the content between them is instructive for us to run or manage the company. Kazuo inamori started his business with a team of seven people, and in less than five years, he has more than 100 employees, which is beyond his own management ability. On a whim, he divided the enterprise into small amoebas (just like various departments in China). Establish a departmental accounting system linked to the market? 、? Cultivate talents with operator awareness? 、? Achieve full * * * participation in the operation? For the purpose of maximizing sales and minimizing expenses (in fact, many smart people will laugh at him. Isn't this profit maximization? Why is it so profound? In fact, it has connotations.

1. In order to establish a departmental accounting system linked to the market, kazuo inamori adopted an internal purchase and sale system. We often think that the sales department is the profit center and the manufacturing department is the cost center, so the sales department manages the profit (which is also the reason why the sales department of most domestic enterprises is arrogant), but in kazuo inamori's view, the manufacturing department is the source of profit, and the processing method of departmental income is as follows: Suppose the product with a cost of 1 1,000 yuan is sold at the unit price of 1 1,000 yuan, The sales amount is 65438+ the sales department withdraws 10% commission 100000 yuan as the sales department's income,100000 minus 600000 cost and10000 commission, leaving 30000 as the manufacturing department's income; However, the market competition was fierce, and the price of this product fell to 90 yuan, where it sold 900,000 yuan. Under the condition of constant cost, the income of manufacturing department is only 2 1 000, which immediately reduces the income of 90 thousand yuan. In other words, once the selling price changes, the manufacturing department will know how much impact it will have on its own accounting, so it will try to reduce the cost and restore the accounting to the original level.

Second, cultivate talents with operator awareness. Actually, I quite agree with this. Many business schools have the same idea. Cultivating successors not only inherits the values and ideas of the enterprise, but also enhances the ability of subordinates, which is one of the most important assets of the enterprise.

Third, realize the operation with full participation. In fact, this is instilling kazuo inamori's business philosophy. At the same time, I will instill altruism and son preference in my subordinates and tell everyone: You see, as an operator, I will do my best to benefit all employees, even at the expense of my own interests. I am by no means enriching myself, nor am I squeezing workers' labor. But in fact, I think this is the most difficult thing to do. The essence of management is whether people are harmonious or not. Kazuo inamori's approach is to put? While pursuing the material and spiritual happiness of all employees, we will contribute to the progress and development of mankind and society? As the company's business philosophy, it has formed an enterprise environment that transcends the opposition between labor and capital and can unite as one. At the same time, he disclosed the main information about Amoeba and the company's operation to all employees through morning meetings and other forms, making employees think that they are not just workers, but partners working side by side and have the consciousness of operators. It's a pity that the unit I work in Xiamen didn't do this, so it often happens that we don't understand the financial situation, the strategic steps of the company, or even some policies, which makes employees confused and lose confidence in the company, or when we want to open up the market, we are told that the funds can't support it. This is also a problem that we should pay attention to in the future.

Next, the business philosophy. Kazuo inamori's "living method" and "respecting heaven and loving others" refer to others on the one hand? For heaven and love? Kazuo inamori believes that management is the projection of the operator's personality. You should be kind to others, good to the organization, and even sacrifice your own interests for the enterprise. On the other hand, employees are also required to do their best in their work. The representative view is: if you do something, it must be because you didn't try your best. If you work hard for it 24 hours a day, you can certainly do it. It belongs to typical Japanese culture.

The reason and philosophical background of amoeba structure are written, and then the tissue structure of amoeba is written. Organizations should be established according to their functions, such as manufacturing, R&D, sales and management. Attention should be paid to promoting and training young leaders to form a flexible organization that can cope with market changes.

The focus of this book lies in the fourth chapter, which puts forward the practical links of amoeba management in paper form. Unit time accounting system? To evaluate every amoeba? Fighting power? And use this to evaluate the profit and loss of amoeba, so as to make timely countermeasures. In fact, this is a very advanced and meticulous new accounting method, which reflects the company's situation through finance, not only motivates employees, but also saves resources, has a keen sense of the market and responds to the unpredictable market environment. The specific content will not be written out one by one.

Amoeba management is not suitable for all companies or organizations. As far as management is concerned, it seems to me that it is the right medicine. There is no best statement, only the most appropriate statement. Therefore, it is still the most urgent task for modern managers to find the most suitable management mode. For enterprises in China, it is not completely unsuitable for amoeba management, but adopting this management mode will not only improve the personal quality and charm of each amoeba leader, but also increase a lot of management costs, and at the same time bear the risk of rising internal contradictions.

Several problems in the implementation of amoeba management in China;

1, employee concept: most employees in China are traditional and conservative, with weak market awareness. At the same time, without any philosophical support, China employees seldom benefit from his thoughts, and most of them hope to enrich themselves by gaining power. I think this first point alone is very difficult to operate.

2. Pricing: Pricing is the basis of operation. At present, most physical branches in China are circulating according to actual costs. However, according to the business model of amoeba, amoeba is to be purchased and sold, which involves the pricing of various processes and how to price some amoeba that do not provide physical objects but only provide services, such as maintenance departments.

3. Performance incentive: At present, the incentive system adopted in China is similar to that adopted by European and American enterprises in Dachuan. However, under the amoeba management mode, it is more to give spiritual encouragement and let employees feel recognized by others. This is mostly in line with Japanese social conditions, but it is not common in China.

Of course, this assessment system is still feasible, at least in the two Fortune 500 enterprises founded by kazuo inamori. At present, many large and medium-sized enterprises in China are learning this business model and accepting it? People-oriented, rationality first? Our thoughts, striving to awaken the passion and dreams of employees, transcending the paternalistic style of the family, and so on, have indelible guiding significance for us to manage the company in the future.

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